{"id":59039,"date":"2017-12-20T00:00:00","date_gmt":"2017-12-20T00:00:00","guid":{"rendered":"https:\/\/pipsc.ca\/courts-administration-service-nlmcc-anglais-seulement\/"},"modified":"2017-12-20T00:00:00","modified_gmt":"2017-12-20T00:00:00","slug":"courts-administration-service-nlmcc-anglais-seulement","status":"publish","type":"post","link":"https:\/\/pipsc.ca\/fr\/courts-administration-service-nlmcc-anglais-seulement\/","title":{"rendered":"Courts Administration Service, NLMCC (Anglais seulement)"},"content":{"rendered":"
\n

TERMS OF REFERENCE FOR LABOUR MANAGEMENT CONSULTATION COMMITTEES
\nAT THE LOCAL LEVEL BETWEEN:<\/strong><\/p>\n\n

The Courts Administration Service
\n-and-
\nThe Union of Solicitor General Employees<\/strong><\/p>\n\n


\nAND AT THE NATIONAL LEVEL
\nBETWEEN:<\/strong><\/p>\n\n


\nThe Courts Administration Service
\n-and-
\nThe Union of Solicitor General Employees
\nThe Professional Institute of the Public Service of Canada
\nThe Association of Public Service Financial Administrators
\nThe Canadian Association of Professional Employees
\nDecember 2003
\n(Revised June 2005)
\n(Revised February 2007)
\n(Revised January 2008)<\/strong><\/p>\n\n

1 – PREAMBLE<\/h2>\n\n

The Courts Administration Service, in conjunction with the Unions, recognizes
\nthat consultation and problem-solving provides foundation for effective labourmanagement
\nrelations. An integral part of this commitment is actualized through
\njoint consultation committees. This document provides guidelines for establishing
\nformal consultation committees between the Courts Administration Service and
\nits employee representatives and for conducting its meetings. This approach
\ncan be instrumental in reducing, if not eliminating, mistrust and confrontation
\nwhich can be so detrimental to the working environment.<\/p>\n\n

2 – OPERATING PRINCIPLES<\/h2>\n\n

The Unions and the Courts Administration Service recognize that these
\ncommittees are an important vehicle for facilitating the constructive exchange of
\ninformation, ideas and views to support informed decision-making and problem
\nsolving. Members are committed to working together cooperatively to ensure a
\nhealthy, safe, productive and respectful working environment.<\/p>\n\n

Committee Values<\/strong><\/p>\n\n

\u22c5 Mutual Respect \u2013 Members respect individual differences, roles and lines of
\nauthority in order to gain a better understanding of each member\u2019s position. Each
\nmember\u2019s view and opinion is valued. Members feel free to express their views
\nwithout apprehension.
\n\u22c5 Partnership \u2013 Members cooperate and participate as equals in the process, and
\nshare in the responsibility for making consultation work so that problems are
\nprevented or solved, and opportunities are identified and developed.
\n\u22c5 Equal representation \u2013 A balanced representation from each party is maintained to
\navoid the perception of intimidation and to maintain equality of status.
\n\u22c5 Good faith \u2013 The committee is a partnership based on the belief in the integrity of
\nthe parties. Members are committed to enhancing trustworthiness by following-up
\non all commitments made. They avoid actions that might place other members in a
\ncompromising position.
\n\u22c5 Honesty \u2013 Members exchange information and views to the fullest extent possible.
\n\u22c5 Communication \u2013 Members strive to maintain open lines of communication, and
\nuse shared information in a manner that promotes positive working relationships.
\nMembers seek opinions and advice and ensure that they understand and are
\nunderstood by the other parties.<\/p>\n\n

3 – THE MEANING OF CONSULTATION<\/h2>\n\n

Consultation is a process of seeking and providing information on certain
\ninitiatives, exchanging views, and discussing problems in an atmosphere of
\nmutual respect and trust so that problems can be identified and resolved. To be
\neffective, the process must be motivated by a commitment on both sides to
\nsharing information, to listening to the opinions and observations of the other,
\nand to working together to solve problems and resolve differences. To consult
\ndoes not imply unanimous or majority agreement.<\/p>\n\n

4 – SCOPE AND FUNCTION<\/strong><\/h2>\n\n

a) Committees function in a consultative capacity only. They do not in any way
\nrestrict management\u2019s authority, its obligation to manage, or the union\u2019s legal
\nrights established by the Public Service Labour Relations Act or applicable
\ncollective agreements.
\nb) Labour\/Management Committees (LMC) have no authority to reach
\nagreements which are beyond their level of responsibility or which would have
\nthe effect of amending collective agreements, Acts of Parliament, and
\nstatutory regulations.
\nc) Consultation with those who will be affected by changes in the workplace
\nshould occur prior to decisions being made or as soon as there is a
\nreasonable likelihood that change will occur. This does not in any way imply
\nunanimous or majority agreement among the parties on issues that are the
\nsubject of consultation.
\nd) The objective is to consult on initiatives having national implications, and
\nrecognizing the legal restrictions. Some of the more specific objectives are:
\n– planning of projects which affect employees;
\n– feeling of common purpose, and
\n– anticipation and diffusion or resolution of issues.
\ne) Management will consult the bargaining agents in discussions and\/or the
\ndevelopment of new initiatives, strategies and policies affecting their
\nmembership.
\nf) The bargaining agents will advise management of emerging issues and work
\ncollaboratively with management to resolve them informally.
\ng) Consultation should promote mutual understanding, problem prevention and
\nproblem solving. It should reduce conflict and stress and should lead to
\nimproved understanding and learning in the context of enhancing the
\nrelationship.<\/p>\n\n

5 – RESPONSIBILITIES OF THE LABOUR\/MANAGEMENT COMMITTEES NATIONAL LEVEL (with USGE, PIPSC APSFA, CAPE)<\/h2>\n\n

\u00b7 set the tone and direction of the Labour and Management relationship;
\n\u00b7 deal with organization wide policies, programs and strategic issues;
\n\u00b7 discuss items referred from the Local LMCCs which have not been resolved;
\n\u00b7 discuss items for which authority has been retained at the National level,
\nitems which are of a policy nature, or items which have National implications;
\nand
\n\u00b7 delegate authority to the Local level to discuss specific items which would
\nnormally fall within the responsibility of the National level.
\nLOCAL LEVEL (with USGE)
\nThe objective is to consult on initiatives having effect on local implications and
\nrecognizing the legal restrictions. Some of the more specific objectives are:
\na) planning of projects which affect employees;
\nb) feeling of common purpose and anticipation and diffusion or resolution of
\nissues;
\nc) consulting the bargaining agents in discussions and\/or the development of
\nnew initiatives, strategies and policies affecting their membership;
\nd) advising management of emerging issues and work collaboratively with
\nmanagement to resolve them informally.
\nA partial list of subjects, which is not intended to be exhaustive, but which could
\nbe appropriate for consultation is:
\n– consultation on new initiatives;
\n– proposed changes in service procedures, programs and systems which
\naffect employees;
\n– security;
\n– training;
\n– discuss items which are within their jurisdiction;
\n– fulfil other responsibilities as determined by the National level, and
\n– staffing.<\/p>\n\n

6 – GUIDELINES FOR MEETINGS<\/h2>\n\n

A) General
\nConsultation is an on-going process and will be done whenever management is
\ncontemplating changes to the workplace. This can take place through ad hoc
\nmeetings or regularly scheduled labour\/management consultation committee
\nmeetings. Discussions on issues should begin at the earliest opportunity.
\nBy mutual agreement, the committee may invite additional persons to attend
\nmeetings for the purpose of providing input and information where required on a
\nparticular agenda item.
\nIn order to maintain a non-adversarial climate, formal proceedings such as
\nmotions or votes shall not be used.
\n
\nMeetings will normally be held on the employer\u2019s premises during normal working
\nhours. Committee members shall be protected against any loss of regular pay
\ndue to attendance at meetings. Every reasonable effort will be made to schedule
\nmeetings respecting work schedules of committee members.<\/p>\n\n

B) Frequency of meetings
\nMeetings will occur:
\n– twice per year at the Local Level (Ottawa, Toronto, Montreal, Vancouver);
\nwith the option of having one meeting by videoconference;
\n– twice per year at the National Level in Ottawa;
\n– either party may request additional meetings as required;
\n– the meetings will be scheduled at the beginning of the calendar year;
\n– the National meeting will be held once minutes from each local meeting
\nhave been sent and reviewed by the National Committee Members.<\/p>\n\n

C) Composition
\nLMCCs should be limited to a reasonable number of official representatives from
\neach party. There shall be two co-chairpersons for each meeting. Management
\nand the unions shall each nominate a co-chair. The co-chairpersons, at the
\nrequest and concurrence of either party, may invite persons or speakers to
\naddress the meeting on predetermined topics. The national committee shall be
\nco-chaired by the Chief Administrator on behalf of management. Except as
\notherwise specified, the suggested composition is as follows (it is understood that
\nthe substitutes or alternates at a given LMCC meeting should be kept to the
\nminimum. Stability in participation is part of the commitment made when joining a
\nLMCC.).<\/p>\n\n

NATIONAL LEVEL
\ni) Management:
\n1) Chief Administrator
\n2) Deputy Chief Administrator – Registries
\n3) Deputy Chief Administrator – Corporate Services
\n4) Deputy Chief Administrator \u2013 Judicial Services
\n5) Director General, Human Resources Services
\n6) Senior Counsel
\nii) Union Representatives:
\n1) USGE President
\n2) USGE Senior Service Officer
\n3) USGE Labour Relations Officer
\n4) Professional Institute of the Public Service of Canada
\n5) Association of Public Service Financial Administrators
\n6) Canadian Association of Professional Employees<\/p>\n\n

LOCAL LEVEL
\nProvided representation by management and the union is reasonably
\nbalanced, the size of the committees may vary by mutual agreement in
\norder to ensure the effectiveness of the meetings.
\nFor the National Capital Region LMCC:
\ni) Management:
\n1) Director General, IM\/IT
\n2) Registrar, Tax Court of Canada OR Registrar, Federal Court OR
\nRegistrar, Federal Court of Appeal (rotational basis)
\n3) Director , Judicial Services
\n4) Labour Relations Officer
\nii) Union Representatives:
\n1) President of Courts Administration Service Local Union;
\n2) Up to 3 members representing all unions or based on an understanding
\nbetween unions.
\niii) Secretariat role:<\/p>\n\n

An Administrative Assistant is to be assigned to record discussions,
\nagreements, decisions and commitments requiring follow-up action by the
\nparties. The minutes will also identify deadlines, responsibility and any issues
\ndeferred pending further study. Draft minutes will be issued in English
\n(except for Montreal) to all parties for review within one month of the meeting
\nto permit corrections. Approved minutes will be signed by the co-chairs and
\nposted on the intranet in both official languages.
\nFor the Western, Ontario, Quebec and Atlantic LMCC:
\ni) Management:
\n1) Regional Director General;
\n2) Labour Relations Officer;
\n3) Director, Operations
\n4) Director, Management Services.
\nii) Union Representatives:
\n1) President of Courts Administration Service Local Union;
\n2) Up to three members of all Local Unions.
\niii) Secretariat role:
\nEach local office is to assign an Administrative Assistant to record
\ndiscussions, agreements, decisions and commitments requiring follow-up
\naction by the parties. The minutes will also identify deadlines, responsibility
\nand any issues deferred pending further study. Draft minutes will be issued in
\nEnglish (except for Montreal) to all parties for review within one month of the
\nmeeting to permit corrections. Approved minutes will be signed by the cochairs
\nand posted on the intranet in both official languages.
\nD) Procedures
\ni) The scheduling of LMCC meetings is set between the representatives of
\neach party on a calendar year basis. Meetings will normally be held on
\nCourts Administration Service premises and will be scheduled during
\nworking hours.
\nii) For both local and national LMCC meetings, agenda items in bilingual
\nformat, must be sent to the Secretary four weeks prior to the date of the
\nmeeting. Each agenda item shall be sufficiently explicit and presented
\nalong with a brief outline of the item in order that both parties may
\nadequately prepare for the meeting (pertinent documentation). The
\npreparation of the agenda is the responsibility of Courts Administration
\nService.
\niii) Representatives on the committees or other employees who are invited
\nguests shall be protected against any loss of regular pay due to
\nattendance at meetings.
\niv) As some participants may not have the resources or information required
\nto participate on an LMCC, they could be provided leave with pay for
\npreparation or follow-up from the meeting. However, collective agreement
\nprovisions and leave for union business must be adhered to.
\nv) Videoconferencing will be the norm for regional LMCC meetings.
\nvi) In accordance with the principle that issues should be resolved at the
\nlowest possible level, all items being referred to the National level must
\nfirst, if relevant, be fully discussed at the local level.<\/p>\n\n

7 – REVIEW<\/h2>\n\n

These terms of reference are effective immediately and will be reviewed after two
\n(2) years by the National LMCC participants. They may also be amended at any
\nother time with mutual consent.<\/p>\n\n

8 – SIGNATURES<\/h2>\n\n

Raymond P. Guenette
\nA\/Chief Administrator
\nCourts Administration Service
\nJohn Edmunds
\nPresident
\nUnion of Solicitor General Employees
\n
\nDate
\n
\nDate
\nMich\u00e8le Demers
\nPresident
\nProfessional Institute of the Public
\nService of Canada
\n
\nDate
\nMilt Isaacs
\nPresident
\nAssociation of Public Service
\nFinancial Administrators
\n
\nDate
\nJos\u00e9 Aggrey
\nNational President
\nCanadian Association of Professional
\nEmployees
\n
\nDate<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"

TERMS OF REFERENCE FOR LABOUR MANAGEMENT CONSULTATION COMMITTEES AT THE LOCAL LEVEL BETWEEN: The Courts Administration Service -and- The Union of Solicitor General Employees AND AT THE NATIONAL LEVEL BETWEEN: The Courts Administration Service -and- The Union of Solicitor General Employees The Professional Institute of the Public Service of Canada The Association of Public Service …<\/p>\n","protected":false},"author":9,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[2529],"group":[],"region":[],"employer":[585,1905],"chapter":[],"class_list":["post-59039","post","type-post","status-publish","format-standard","hentry","category-nouvelles","employer-conseil-du-tresor-du-canada-fr","employer-tb-service-dadministration-des-tribunaux-federaux-fr"],"acf":[],"_links":{"self":[{"href":"https:\/\/pipsc.ca\/fr\/wp-json\/wp\/v2\/posts\/59039","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pipsc.ca\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/pipsc.ca\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/pipsc.ca\/fr\/wp-json\/wp\/v2\/users\/9"}],"replies":[{"embeddable":true,"href":"https:\/\/pipsc.ca\/fr\/wp-json\/wp\/v2\/comments?post=59039"}],"version-history":[{"count":0,"href":"https:\/\/pipsc.ca\/fr\/wp-json\/wp\/v2\/posts\/59039\/revisions"}],"wp:attachment":[{"href":"https:\/\/pipsc.ca\/fr\/wp-json\/wp\/v2\/media?parent=59039"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/pipsc.ca\/fr\/wp-json\/wp\/v2\/categories?post=59039"},{"taxonomy":"group","embeddable":true,"href":"https:\/\/pipsc.ca\/fr\/wp-json\/wp\/v2\/group?post=59039"},{"taxonomy":"region","embeddable":true,"href":"https:\/\/pipsc.ca\/fr\/wp-json\/wp\/v2\/region?post=59039"},{"taxonomy":"employer","embeddable":true,"href":"https:\/\/pipsc.ca\/fr\/wp-json\/wp\/v2\/employer?post=59039"},{"taxonomy":"chapter","embeddable":true,"href":"https:\/\/pipsc.ca\/fr\/wp-json\/wp\/v2\/chapter?post=59039"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}