February 2nd, 2005

Present: Allyson R, Pam B, Cesia Z, Susan K, Sandy A, Lanni S, Sue H, Alison Z, Caesar T, Scott L, Breda K, Ernie B.

1. Agenda was created as policy reps shared issues that came forward from their teams.
2. Payroll Process: How does Payroll get completed?
   1. Payroll begins with all permanent shifts recorded on timesheets at each program location.  Each location should have the timesheets for the next three pay periods posted.
   2. Staff must initial each shift that they work.  If they do not work the shift, they should identify the reason - ILL, LOA, VAC.  If the hours change from the permanent shift, they should write in the revised hours and initial.
   3. At the end of the pay period, the manager reviews the timesheet and submits it to Aaron or Susan for compilation.
   4. One master summary sheet is created so that all hours worked at Spectrum programs can be entered in payroll at once. 
   5. Payroll detail is entered by Ernie and Anne Maria.
   6. An electronic file of net pay amounts is transmitted to the bank two days before pay day.
   7. Paystubs are delivered either electronically - by email - or printed and delivered to program locations.

    Where do people go to find answers to their payroll questions?

   1. The Personnel manual explains the pay periods and statutory holiday pay rules.
   2. New Employee Manual now exists at each program and is given to each new employee.
      1. Available on the Spectrum Website - New Employee Manual
   3. Primary issue in the past month was pay for stats at Christmas. 
      1. People must work 30 days for Spectrum before receiving overtime of stats
      2. People must work 15 of the last 30 days before the stat to qualify for "an average day's pay" for each stat.
      3. People get paid 1.5X for each hour up to 12 hours on the stats - 2X after 12 hours.
      4. People also get paid an average day's pay - if they work 20 hours per week, an average day is 4 hours.
3. Asleep Night positions where residents keep you awake most of the night: 
   1. Programs can establish criteria for when an asleep night becomes an awake night.  Programs such as Barb & Veronica's, Daorsey & Shelley - occasionally have nights where one of the residents is ill and the night staff must attend to them.  They get paid the awake night rate for the shift.  The manager approves the Awake Rate the next day.
   2. Programs where a resident's sleep pattern has changed substantially and for many nights each week should decide with the team on how to best support the resident and the staff.  Options include:
      1. Getting professional support to assess the individual's health
      2. Getting additional funding to cover changing the shifts to Awake Nights.
      3. Considering adjustments to shift routines to move workloads based on the individual's need for sleep and the morning or evening staff's ability to take on some of the night staff's responsibilities - eg. bathing times, breakfast times, etc.
      4. Manager will bring proposals to their coordinator for confirmation.
4. Information Sharing - Reducing stress for other participants:  Examples were discussed where information given to one individual then caused stress to another individual.  Is there a policy on what staff can tell residents?  Programs / guidelines should be established to assist individuals to manage their stress.  When staff across a number of teams need to know the information, it is the manager's responsibility to share the program.  When staff have been informed of the program, then it is their responsibility to follow the guidelines.
5. Accreditation:
   1. See info sheet that was in January 31, 2005 Payroll
   2. 15 month process required by Ministry for all agencies with over $500,000 in annual funding.
   3. Ensures all agencies meet minimum standards and have quality assurance processes in place.
   4. CARF is the organization that sets the standards
   5. We are hiring a "process documenter" who will interview people throughout the agency to document all our processes, find gaps in documentation, and suggest new ways to improve information flow.
   6. Four program areas will be accredited (covering most of Spectrum's services):
      1. Community Integration - Day Programs
      2. Host Family Programs - Supported Family Care programs
      3. Community Housing - the duplexes
      4. Supported Living Services - 1 & 2 person homes that are person specific - if the person moved, the program would move too.
   7. We are intending to introduce any changes gradually with lots of communication - ensuring teams feel involved in the process.
6. ShareVision:
   1. An information management system that is web-based - will grow as people understand how to use it.  Will improve information sharing, security of personal information, and the ability to summarize progress on goals.  Information system will include surveys and checklists that help collect information necessary for accreditation.
   2. First project is getting Emergency Information Sheets entered for each person.  will allow access to critical information from any computer - will keep information up-to-date for everyone - can still be printed out to be carried with the person.
7. 2004 Survey results:  The survey was circulated in September 2004.  The results were shared in November 2004
   1. Highest rating for employees was "I enjoy working at Spectrum" - 100% of respondents agreed.
   2. Lowest rating was for "I feel part of a cohesive team" - 73% agreed.
   3. Survey format will change in 2005 due to additional information needed for accreditation.
   4. Ideas for gaining more participation were offered:
      1. Make time at staff meetings to complete the survey
      2. Telephone tree to remind staff to complete survey
      3. Online format so people can fill it out on the web
8. Meeting adjourned at 6:30pm
9. SAFETY Committee Meeting called to Order:
10. Review of 2004 WCB claims:
    1. 9 WCB Claims in 2004:
       1. 4 injuries occurred during lifts / transfers
       2. 2 injuries occurred from falls - one on icy steps, one in the bathroom
       3. 1 injury occurred in a car accident
       4. 2 injuries resulted from interactions with people we support.
    2. 4 claims covered health expenses only - no work time was lost
    3. 5 claims covered wages and health expenses.
       1. 4 of these claims were for six days or less - one claim was for a longer period.
    4. Suggestions to address safety issues for staff:
       1. Ensure staff receive training on lifts and transfers and feel confident before they actually perform them.
       2. Review lift and transfer process and back care processes at every other team meeting.
          1. Safety Committee developed a back care brochure in 2001.
       3. Report safety concerns to manager
       4. Ensure staff know that they can refuse to something that they feel is unsafe.
          1. Example - Bert's bath chair - difficult to raise up - some staff just leave it down because they can't put it up.  Perhaps Physio / OT could suggest way to make storing safer.
11. Next Meeting: April 20th 2005 - 4pm - 7pm at the office