CITY OF LONDON NEIGHBOURHOOD, CHILDREN & FIRE SERVICES

SENIORS’ SATELLITE LOCATIONS A community outreach program from

KIWANIS SENIORS' COMMUNITY CENTRE AND HAMILTON ROAD SENIORS' CENTRE AND COMMUNITY CENTRE

POLICY & PROCEDURE MANUAL . PROGRAM COORDINATOR .

Last Update: November 2017

SATELLITES 1. Argyle Seniors’ Satellite

Located at: East London Library, 2016 Dundas St, London

Operates Wednesdays from 11 am to 2 pm & Thursdays from 1 pm to 4 pm

Opened September 20th, 2012

2. Boyle Seniors’ Satellite

Located at: Boyle Memorial Community Centre, 530 Charlotte St., London

Operates Mondays from 11 am to 2 pm *closed in summer

Opened April 8, 2013 3. Berkshire Seniors’ Satellite

Located at The Berkshire Club, 500 Berkshire Dr., London

Operates Tuesdays from 11 am to 4 pm

Opened November 5, 2013 4. Chalmers Seniors’ Satellite

Located at: Chalmers Presbyterian Church, 342 Pond Mills Dr.

Operates Fridays from 9 am to 12 pm

Opened May 2, 2014 5. Westminster Seniors’ Satellite

Located at: Westminster Park Community Church, 1190 Southdale Rd. E

Operates Tuesdays from 1 pm to 4 pm

Opened May 5, 2015 6. Beacock Seniors’ Satellite

Located at: Beacock Library, 1280 Huron St.

Operates Fridays from 1 pm to 4 pm

Opened Oct 2015 7. Trinity Seniors’ Satellite

Located at: Trinity on Hale, 76 Doulton St.

Operates Thursdays from 1 pm to 4 pm

Opened Nov 2017 Details: The City continually strives to identify opportunities for improvement at our centres, aiming to enhance the experience for the members as well as the broader community. As part of the new 3 year strategic plan that was developed for the Seniors’ Centres and endorsed by City Council, our centres have moved to a 'hub and satellite’ model of service delivery. Through public input and request of members, the three seniors’ satellite locations have now come to fruition. The programs offered at the satellites locations mimic the *core* programs available at the hubs, and the

programming line-up relies on the suggestions and requests of the satellite members. Each satellite, although in different London communities, will always be welcoming, accessible, diverse, inclusive and friendly. Operation & Management of the Satellites: All satellites were created by the City of London. City of London staff and volunteers manage the satellite operation and its programs. City staff works with the East London Library Staff, Sifton Properties and Chalmers Presbyterian Church Staff at three locations to create special events and programs. Please note that you will NOT receive keys to the satellite facility. Membership Membership to the Berkshire Seniors' Satellite is $10 + HST ($11.30) per person, per year. Additional fees for classes with qualified/certified instructors is $2/class. Membership includes :

Access to all programs and services at the satellite (unless otherwise noted;

Discounted rate on all Spectrum programs operating at Kiwanis and Hamilton Road Seniors' Centres and;

The 'member rate' for bus trips at both Kiwanis and Hamilton Road Seniors' Centres. Membership at the satellite does not include: Access to member programs and services at Kiwanis or Hamilton Road Seniors' Centres, including special events, without paying a 'visitor fee'. Programs and Activities at the Satellites: The programs we offer at the satellite location mimic the core programs available at Kiwanis and Hamilton Road Seniors' Centre. At the suggestion and input of the members, programs are changed or enhanced. City Staff are responsible for regular programming at all satellite locations. The majority of the programs are led by volunteers, however we do have some fitness and yoga instructors on staff. The fitness and yoga instructors are fully certified, and ensure that proper conditioning, stretching, form, posture, warm up and cool downs are followed, in order to guard against any unnecessary strain on the body, or injury.

SENIORS’ CENTRES: FACILITY INFORMATION

Kiwanis Seniors’ Community Centre Address: 78 Riverside Drive

Regular Hours of Operation: Monday to Friday, 8:30 am – 4:30 pm (however, open after hours and weekends for programs and rental groups)

Phone Number: 519-661-5740 (to register for Spectrum programs or for rental information: 519-661-5575)

Fax Number: 519-661-5334

Details: The Kiwanis Seniors’ Community Centre, offers a diverse array of programs including exercise classes for people with osteoporosis, yoga, cards, craft programs, ceramics, choir, ballroom dancing, darts, shuffleboard and pool and billiards, as well as seminars on complementary therapies, nutrition and other aspects of wellness. Rooms at the centre are available for rent, which include an auditorium, meeting rooms and activity rooms, at a reasonable price and the facility is completely wheelchair accessible.

Memberships are available per person. Individuals can join one Centre, or both (additional fees apply). Members receive reduced rates Spectrum programs as well as bus trips and special events. Special events are available on Fridays which include a meal program as well as entertainment. Tickets are available at the front desk or by calling the centre. We also operate day bus trips to places of interest throughout the year. We have a billiards table, darts, carpet bowling, carpet ball, choir, card making program, tactile tales, line dancing, bridge and a host of other programs which you are invited to take part in weekly.

Hamilton Road Seniors’ Centre and Community Centre Address: 525 Hamilton Road

Regular Hours of Operation: Monday to Friday, 8:30 am – 4:30 pm (however, open after hours and weekends for programs and rental groups)

Phone Number: 519-661-5758 (to register for Spectrum programs or for rental information: 519-661-5575)

Details: The Hamilton Road Seniors’ Centre & Community Centre offers multi-level fitness programs such as: Tai Chi for Arthritis, Keep Fit for Bones, line dancing, yoga and Strengthening Your Core. Memberships are available per person. Individuals can join one Centre, or both (additional fees apply). Members receive reduced rates on Spectrum programs as well as bus trips and special events. The Centre offers weekly drop in programs as well which include, choir, line dancing, stained glass, darts, euchre and much more. The centre has rooms to rent which include an auditorium, meeting rooms and activity rooms and is completely wheelchair accessible.

CONTACT NUMBERS Supervisory Support In Case of emergency, the following individuals are available to help. Please contact in the order noted below.

NEIGHBOURHOOD AND CHILDREN’S SERVICES DIVISION Mission Statement The Neighbourhood and Children’s Services develops, supports, and provides opportunities for all citizens of London to enjoy the essential benefits of recreation and to experience:

Opportunity – by ensuring that a range of recreational and related activities and facilities are affordable, accessible, inclusive and attractive to Londoners.

Personal Growth – by ensuring activities offer personal development and leadership opportunities.

Increased Health and Well Being – Through participation and recreational and related activities that improve lifelong physical, emotional and spiritual health.

Positive Social Development – by ensuring opportunities to interact with others, appreciate diversity, and reduce isolation and anti-social behaviour.

Sense of Community – by enabling and providing opportunities that draw citizens tighter around common interests and enhance the quality of life for neighborhoods and communities.

Call Out List

Responsibility Contact Information

First Call

Second Call

Third Call

Nature – by supporting a healthy environment and helping citizens enjoy the out of doors.

Fun – activities and facilities that allow interesting, stress releasing, exciting and varied outlets for leisure

time.

We achieve these benefits by developing effective partnerships and by providing our services.

STAFF GUIDELINES

General Information

If an employee cannot report to work due to illness, he/she must contact their supervisor immediately. After three consecutive days of illness, a decision will be made to replace the staff person if more time off is required.

Anytime a staff member is off for more than 3 days due to illness, a medical note will be required for that staff member to return to work. Staff will not be paid when off due to sickness.

Doctor and dentists appointments should be scheduled during non-working hours.

Be prepared to start work on time, meaning arrive at work a minimum of 10 minutes prior to shift for preparation.

Should you choose to smoke, please do so in designated areas an on down times/breaks only.

Dress

Casual dress is suggested, but should be neat, clean and in good taste. Crude and suggestive slogans printed on shirts or hats are not permitted to be worn.

Caps and hats are not acceptable.

City of London building attendants, Program Coordinators and City of London instructors are expected to wear their staff shirt (once provided) at all times while in the work place. Satellite staff will wear satellite t-shirts each shift.

Casual pants/ jeans must be clean, and must not be ripped. Building Attendants are advised not to wear shorts (due to the nature of work done, and potential contact with corrosive chemicals used for cleaning).

Please ensure your dress is appropriate for your role at the Satellites. Remember that you are a representative of the City of London.

Scheduling

Requests for time off should be made in advance to your Supervisor who is responsible for scheduling, in writing. All time off requests must be submitted 2 weeks in advance (if possible) of the scheduled date.

Changes to schedules may be made with approval of the Supervisor responsible for scheduling.

A 15 minute paid break will be offered to staff who work a shift between 4 & 6 hours long.

A ½ hour unpaid break is mandatory for staff working 6 or more hours. For shifts between 6 & 8 hours, staff will be offered one paid 15min break, in addition to one unpaid ½ hour break.

In the event of illness or the need for time off, staff must find a suitable replacement amongst the current hired staff. Suitable replacement means someone that has the same training and/or certification required to complete the job duties.

Evaluation

Program Coordinators and instructors will be evaluated periodically for their effectiveness and efficiency in completing their tasks.

In order to ensure high quality programs are meeting the needs of participants at Kiwanis and Hamilton Road Seniors’ Centres, you may be selected for a ‘Service Standards Evaluation’. These evaluations will enable us to monitor quality of service offered, areas of strength, and areas for improvement. These evaluations may not be scheduled in advance, but you will be informed prior to the evaluation.

Telephone

The telephone today is an indispensable device for conducting business. In order to promote good public relations you must be courteous.

If you have a cell phone, please note that personal calls are to be kept to a minimum (unless it’s an emergency).

If you have a City of London cell phone at your site:

Always keep a pen and paper handy by the telephone to be ready to take down any important message from the caller.

Answer the ring promptly.

Being courteous and brief.

Use a greeting that includes the time of day, facility, and yourself: “Good Morning, Kiwanis’ Seniors Community Centre, Julie Speaking”).

Do not keep the person waiting. Inform him/her that you will return the call promptly if you need to do some research to effectively respond to the inquiry.

Types of Reports

Incident Report: An incident report must be filled out, no matter how minor the incident, and submitted to the Centre’s supervisor within 24 hours of occurrence.

Injury Report: This report must be completed and submitted to the Centre’s supervisor as soon as possible after the injury. It is very important that these forms are completed thoroughly, no matter how minor the incident or injury.

Liability Claims Report: This form must be completed in the event of property damage and submitted to the Manager as soon as possible.

Vandalism Report: This is to be completed and submitted for each act of vandalism. In the event of a serious incident the Manager is to be contacted immediately.

Supervisor’s Report of Injury: In the event of Staff Injury, this form is to be completed and submitted to the Supervisor within 24 hours of staff injury.

Treatment Memorandum: to be filled out by medial personnel if treatment is sought.

IMPORTANT! **Both Liability Claims Reports and Accident/Injury Reports must be submitted

to the Supervisor within 48 hours of the incident** Pay Periods

The pay week begins Friday and ends Thursday.

Pay cheques will be deposited directly into your account on Thursdays each week.

It is your responsibility to communicate your hours worked to your Supervisor (or designate) to ensure your pay is accurate.

Policy Regarding Alcohol

Satellite staff or Kiwanis Seniors’ Community Centre and Hamilton Road Seniors’ & Community Centre staff must NEVER consume alcohol while on duty, or bring alcohol to work.

CUSTOMER SERVICES PRINCIPLES Our Commitment to Service Excellence Responsive and Willing to Help Responsive and willing to help includes “going that extra mile” for public and staff by:

Fulfilling and following up on commitments Being the customers’ agent Finding the alternatives for the customer we cannot help Taking ownership to satisfy/exceed our customers’ expectations Being dedicated, responsive and cooperative Taking initiative

Respectful Respectful involves understanding the emotions, abilities and background of each person by:

Being accessible to all

Showing courteous and thoughtful behaviour Keeping a positive outlook Responding in a non-judgmental and non-defensive manner Treating all people equitably

Safety Conscious Safety conscious involves the consideration of public and staff through:

Established work procedures Design consideration Environmental protection Emergency services Prevention and awareness Effective policies Training

Professional Professional assists in the smooth operation of the corporation through the combination of facilities, processes and staff in regard to:

Providing clear, concise, and accurate information Being accountable Ensuring processes are clear and concise for the public and staff Creating a welcoming atmosphere Maintaining appropriate appearance Re-evaluating procedures on a regular basis

WHY OUTSTANDING CUSTOMER SERVICE?

Our customers deserve good value for their hard earned money Today’s customers are:

More demanding Better educated Have less time Know what they want/don’t want ME generation

Like all of us, customers want good value for the money they spend

Our Jobs Depend On It!

We are dependent on our customers, they are not dependent on us

They are the purpose of our work, not an interruption

They do us a favor when they do business with us

Our customers deserve the most courteous and attentive treatment we can give them

Who is responsible for delivering outstanding customer service?

YOU ARE! The Kiwanis Seniors’ Community Centre & Hamilton Road Seniors’ & Community Centre cannot be better than the personnel who operate it. Tactful, enthusiastic staff in the following way meets these objectives:

Provision of safe, clean, well supervised areas and facilities Maximum use of the facility at all times. Continuously promote new ideas, programs and interests for Community Centres. Prevent accidents and inconveniences. Make provisions for our visitors to express their suggestions Be ambassadors not only for the Kiwanis Seniors’ Community Centre and Hamilton Road Seniors’ Centre

and Community Centre, but also for all London owned facilities. By providing courteous information and a smiling face, we can encourage return visits to our beautiful city’s facilities.

WHAT ARE OUR CUSTOMERS LOOKING FOR? KEY CUSTOMER SERVICE PRACTICES

Determinates of Customer Service

Satisfaction

Attributes of Excellent Customer Service

Employee Responsibility in the Delivery of Excellent Customer

Service

Reliability

Quality products and services when customer needs them

Clear communications, both

written and verbal

To actively listen to what-and-why of a situation before responding

To use simple, clear language in

all communications

Responsiveness

Efficient and effective responses to service requests

The opportunity to

recommend improvement to our service

To be open and responsive to new ideas

To constantly seek new ways of

improving services To involve others in the search

for solutions to customer service issues

Assurance

Knowledgeable and competent staff

Consistent, accurate and up-

To seek information and knowledge to do a better job

To be innovative and creative in

to-date information Confidence in products Good recommendations

solving problems To speak positively and proudly

of the services we provide

Empathy

Respect and dignity To have concerns heard and

understood Privacy and confidentiality

Treat others as you like to be treated

To show concern for the needs

of others To be responsive to the need for

privacy and confidentiality

Tangibility

Equitable and fair access to services and products

The city and employees

stand behind products and services

To provide a guarantee of services and products

Enduring products and services

that meet customer needs

HOW DO WE DEAL WITH DIFFICULT ISSUES? People with difficult issues may provide challenges if their needs are not being met. Sometimes extra efforts will be successful, other times you may not be able to fully help them - a conscientious effort to resolve the issue & please the customer is all we can ask.

SIX STEP MODEL TO HANDLING CUSTOMER COMPLAINTS

Acknowledge the customer’s feelings (without necessarily agreeing - far better to say I understand what you are saying then I agree)

Ask questions until the situation is clear (where exactly is the...... that is causing your concern?)

Acknowledge the customer’s feelings again if they continue to be upset (I can see why you feel....)

Play back your understanding of the situation for confirmation (I think that you are saying that you....)

Ask the customer what solutions would help (what can we do to.....)

If the solution is fair to the customer and Recreation Services, resolve the issue

Total communication involves about: 7% words (the lyrics) 38% tone (the music) 55% body language (the dance)

HERE ARE 7 TIPS TO HELP YOU WORK WITH THE 6 STEP MODEL: I. Attending:

Clear your mind and focus on what someone else is saying, avoid:

rehearsing what you are going to say next

feeling a need to depend your/someone else=s position

passing judgment, agreeing or disagreeing or debating a viewpoint

relates especially to steps 1 & 3

II. Rephrasing: Restating, in your own words, what someone else is saying to indicate understanding, to invite additional details or to reduce the chances of misunderstandings:

as I understand it you are saying....

in other words......

to summarize your main point....

III. Ask Open-Ended Questions:

why is that?

how do you feel about it?

what advise can you give on this? IV. Empathy:

Acknowledge in some way, other’s feelings:

I can appreciate how you might feel about that....

I hear what you are saying..

Let’s do what we can to get rid of some of your concerns...

V. Identifying Feelings: Indicating understanding of the emotions others may be feeling:

it must be upsetting when that sort of thing happens

it’s frustrating when

it can be disappointing when VI. Labeling Non-Verbal Clues:

Being aware of body language:

hand gestures

eye movements and contact

facial expression

posture

red face

clenched fists VII. Prompts

Inviting someone to continue talking:

tell me more...., and then?......

a smile or a nod

silence (but not a staring contest, or create tension)

this relates especially to Step 2

WHAT IF THINGS GET WORSE? Despite our best attempts to resolve a difficult situation, there are times when a customer may become disruptive, or

already disruptive behaviour may continue to escalate.

Follow the guidelines below if you are having difficulty diffusing a situation with a customer over established policy, disruptive behaviours, etc.

HOW CAN YOU MAKE EVERY INTERACTION A SUCCESSFUL ONE? Consider each interaction you have with a customer, how effective is the dialogue in each situation? The following five step model may help you make the most of each interaction:

5 Step Approach to Managing the Moment Of Truth

Greet the customer with a friendly attitude of service and professionalism. People like dealing with others who are cheery and in a good mood – it’s contagious!

Ask in a way that you can help the customer. If there’s any confusion, be sure to clarify.

Suggest something else which might be acceptable. Don’t be afraid to make a recommendation!

Offer added value: Is there anything else I can do for you?

Wrap up the interaction with a “thanks for coming by”, or “it was nice to hear from you”.

CUSTOMER SERVICE CHECKLIST

BEFORE: Personal cleanliness Be on time Promote new ideas Have the necessary supplies

Follow procedures Make sure your work area is clean and neat If something needs to be done, don’t leave it for the next person, leave it the way you would like to find it

DURING: Be interested Demonstrate a willingness to help Smile Greet the customer: make them feel at home Ask questions Be enthusiastic Be polite Good eye contact Be courteous Don’t be afraid to make suggestions: offer added value Keep negative opinions to yourself Apologize if and when appropriate Be patient Use friendly body language Make sure the work area is clean and neat: if you have time to lean you have time to clean

AFTER: Do quality work: thorough, accurate and timely Solve problems Handle situations consistently Take responsibility: if you can’t provide an answer, find someone who can Fulfill promises Take initiative Report problems and suggestions to manager Continually evaluate how you can improve your contribution to customer service

EMERGENCIES AT THE SATELLITES Due to the fact that the satellites operate at various City and non-City owned facilities, it is your responsibility to ask facility staff what your role is in the event of an emergency. In most instances it will be your prime responsibility to get yourself out of the building safely. City of London facility staff has additional responsibilities in regard to informing emergency personnel, getting patrons out of the building, and sweeping the building to locate the emergency and respond accordingly. If you’re unaware of what you should do at your satellite, please ask a Facilities Manager on site. Emergencies may include: • Fire • Emergency evacuation of the building due to gas leak, chlorine leak, flooding, etc. • Power Failure

FIRE EVACUATION In the event of a fire at a City facility, all staff is required to see to the orderly evacuation of patrons and public. If the fire alarm has not been activated, it should be, to indicate that the evacuation process is to begin. The Fire Department should be contacted by telephone (9-1-1). DO NOT rely on the alarm system to notify the Fire Department. The supervisor/ staff on duty should coordinate in the following areas: Common sense must determine which areas should be evacuated first. Staff should not endanger themselves by entering smoke filled rooms, or by going into a room where the door is hot. When the public has been evacuated in an orderly fashion through the nearest exit, the staff must make themselves available to the Fire Department or the Police outside the main entrance. Upon arrival of the Fire Department, inform the fire officer regarding the condition of the building and provide access and vital information (i.e. master keys for service room, the Fire Safety Plan).

Ensure that the alarm is not silenced until the Fire Department has responded and the cause of the alarm has been investigated. To silence and then reset the alarm, follow the procedures in the Fire Safety Plan. After silencing the alarm, it is very important that the PULL STATION IS RESET BEFORE THE ALARM IS RESET. Otherwise the alarm will sound again.

MEDICAL EMERGENCIES Know where the FIRST AID KITS are located at each satellite location. If you do not have a First Aid kit or it

runs low on supplies, contact your Supervisor immediately

Staff is required to attend to patrons and public who require First Aid Treatment. First Aid must be administered according to the prescribed methods provided in a certified first aid training program.

For serious injury (severe bleeding, loss of consciousness, lack of respiration or pulse) an ambulance should be called immediately.

Once called, have someone meet the ambulance at the front doors and direct them to the location of the injured person(s).

NEVER MOVE ANYONE WHO IS SERIOUSLY INJURED UNLESS THEY ARE IN IMMEDIATE DANGER WHERE THEY ARE.

Reassure the patron and wait until qualified assistance arrives

Do not attempt to diagnose a condition.

Strongly advise them to see a physician.

Where injuries occur due to the use of facility equipment, DO NOT ADMIT LIABILITY.

The extent and nature of liability will be determined through investigation.

Complete and accident/injury and/or liability claims report and include as much information as possible. Use extra paper as necessary.

DO THE FOLLOWING DO NOT DO THE FOLLOWING

Do stay as calm as possible Do check for injured persons. Provide

first aid (only if qualified)or comfort if required

Do call for assistance as required

from supervisors/management from police, fire ambulance or qualified medical personnel

Do not attempt to administer first aid or

move an injured person if you are not qualified to do so.

Do not transport any seriously injured

parties Do not make any admissions of liability

in respect of the accident.

Do obtain names and addresses of all

people involved in the accident. Do obtain names and addresses of any

witnesses. Do document the details of the accident

including location, time, description of activity, injuries etc. (Facts only please)

Do draw a diagram or take a picture of

the accident location if necessary. Do complete an accident report, makes

notes of pertinent information and forward immediately to your supervisor.

Do cooperate with police and with Risk

Management & Health & Safety

Do not discuss the accident with anyone other than authorized investigators such as police of your own municipal insurance adjuster.

Do not discuss the accident with the

media. Refer them to management. Do not obtain written statements from

the injured or the witness. Leave that to professional investigators.

Do not interfere with the investigation

by the police. Do not provide written opinions on any

accident reports about how you could have prevented this accident.

Exposure to Blood or Body Fluids In the event of exposure to blood or body fluids by a needle stick, contamination of an open wound, splash to the eye or mucous membrane or ingestion of blood or body fluids from a victim, it is recommended the

employee do the following.

1. Put on latex gloves. 2. Clean the wound with an antiseptic.

3. If a needle stick, induce bleeding of the wound 4. Cover the wound with a clean dry occlusive dressing

After this treatment, the employee should: 1. Complete an accident/incident report (contact your Supervisor immediately) 2. Report to the Occupational Health Services Department, or Emergency Room or The employee’s personal

physician.

The Health Services Department/Emergency Room/Physician should: 1. Provide puncture wound counseling 2. Check Tetnas Tozoid status and updates accordingly 3. Counsel employee concerning the risk of HIV or Hepatitis B infection 4. Obtain consent for HIV Blood test 5. Initiate blood testing for HIV, hepatitis B antigen and antibody, and Hepatitis C. Blood work is offered at 3

and 6 months post contact.

6. The victim or victim’s physician should be approached concerning blood testing the victim for hepatitis B, Hepatitis C or HIV.

RISK MANAGEMENT In the event of an injury or incident, the physical environment and especially sudden changes to that environment need to be identified and recorded. Because of the possibility of rapid change, this should be attended to immediately after providing first aid to the victim. Photographs of the general area and of the specific items are helpful in this regard. Diagrams and measurements can also be beneficial. INJURY OF PATRONS OR DAMAGE TO THEIR PROPERTY (please check with your facility managers to inquire about their procedure in regard to property damage, etc)

In the case of injuries, basic first-aid should be applied, according to the skill level of the employee involved, until trained personnel arrive. If the Centre Supervisor is not on site, you should contact her as soon as you can (without taking focus away from the victim(s)).

In serious circumstances (ex: fatalities, amputation, eye injury) use the call out list to request the presence of

a Risk Management staff member. Do not dispose of any City equipment (i.e. floormat, chair, table, etc) involved in an accident until it has been seen by Risk Management staff and the disposal authorized.

When reviewing the accident and completing the Injury Report Form, the following points should be noted:

o housekeeping condition in the accident area o weather conditions (if applicable) o level of maintenance o adequacy of lighting o anything which could have been distracting at the time of the accident/incident

When accidents occur in your facility, the logbook will be used as support for the information noted above. The logbook is a critical piece of evidence if the case results in a lawsuit being filed against the City. The information you record in the logbook must be brief, factual and legible. In appropriate comments about patrons or other staff members are not permitted.

No matter what the circumstances, do not admit fault for an accident or tell the patron or other party to obtain estimates and submit them to the City. Any payment agreed upon by Community Services staff with third parties without Risk Management involvement are payable by the Department.

Only Risk Management personnel and the City's insurance adjusters are authorized to negotiate any payment

to a third party for their injury or property damage.

CODE OF CONDUCT

The City of London endorses a Code of Behaviour which applies equally to all employees and sets out the type of interpersonal behaviour required without exception. Employees will interact with one another in a civil, dignified, honest, fair and equitable manner. All

employees will be treated without discrimination with regards to such matters as employment, promotion, work assignments, scheduling of work, career development and training opportunities. The types of discrimination which will not be tolerated include, but are not limited to, those set out in the Ontario Human Rights Code; namely, discrimination on the basis of race, ancestry, place of origin, colour, ethnic origin, citizenship, religion, creed, sex, sexual orientation, age, record of offences, marital status, family status or handicap. Employees will adhere to other city policies related to equity, equality and fairness. The City will continue to provide ongoing training for all employees which reinforces its commitment to the principles contained in this Code. All new employees of the City will receive information regarding this Code and examples of unacceptable behaviour in the Corporate Orientation Program. The City Manager is responsible for ensuring that all employees adhere to this Code.

CODE OF ETHICS

It is recognized that all staff operate according to the accepted code of conduct (above), which is universally understood. However, it is appropriate to reiterate in

writing these generally accepted tenets.

This code applies to all employees of the Corporation of the City of London, all of whom are expected in the conduct of work to act in the best interest of the Municipal Corporation, to promote its goals, objectives and policies and act in a manner consistent with the highest moral, legal, and ethical principles.

An employee will treat every person with dignity, understanding and respect for the right to equality.

Where a conflict with the Corporation’s goals, objectives and policies may exist, an employee should ask direction from his/her immediate supervisor, Division Head, Department Head and if need be the City Manager. In addition, an employee in a bargaining unit may wish to invite assistance or advice of an union representative further, but subject to individual rights in law:

o An employee will use his/her position with the corporation solely for the gain and service of the Corporation and not to secure advantage, benefit, favour, or service for self, relatives, friends or associates; the compensation an employee is paid is intended to remunerate him/her for service to the Corporation and an employee will not solicit or accept any gift, present, favour or any form of entertainment, the acceptance of which would place an employee or Corporation under any obligation or comprise the Corporation; except as required by law, an employee will honour the need for confidentiality in accordance with the Corporation’s policies and procedures and will not disclose confidential information gained by reason of his/her position nor permit any person access to confidential information; and where an employee engages in any supplemental employment or business he/she shall do so in a manner which will not interfere or reasonably perceived to interfere with the performance of his/her duties as a Corporation employee or in which an advantage would be derived from his/her employment with the Corporation

HARASSMENT

The Corporation of the City of London endorses the right of every employee to work in an environment free from harassment. No employee or member of Council shall be harassed because of race, ancestry, place of origin, color, ethnic origin, citizenship, religion, creed, sex, sexual orientation, age, record of offences, marital status, handicap or position with the organization.

Definition: behavior, which denies the individual their dignity and respect, constitutes workplace harassment. In any form and at any level, whether it is colleague to colleague, supervisor to subordinate, subordinate to supervisor, or employee to public, harassment introduces a disruptive element into the work environment which endangers the well being and job performance of individuals

Harassment includes but is not restricted to the following: o Unwelcome remarks, jokes, innuendoes, or taunting about a person’s physical appearance, racial

background, color, place of birth, citizenship or ancestry o Unwelcome remarks, insulting gestures or practical jokes which cause embarrassment or

awkwardness o Refusal to converse or work with an employee because of his/her racial or ethnic background o Unnecessary or unwanted physical contact ranging from touching, patting or pinching, to physical

assault o Demands for sexual favors, or requests, particularly where privilege is implied o Compromising invitations

CULTURAL DIVERSITY The “IS” and the “ISN’T” of Multi-culturalism

Multi-culturalism ISN’T Multi-culturalism IS

About everyone agreeing and getting along About identifying and eliminating the inequities at your site

Important only at sites that have culturally diverse participants

Important at ALL sites

Achieved through a series of small changes Achieved through the re-examination and transformation of all aspects of your program

Modeled only through multi-cultural activities Modeled through self-critique, self-examination, and cross-cultural relationship building

The responsibility of culture-based clubs and organizations

The responsibility of EVERYONE

A single in-service workshop An on-going commitment

Responding to Racism at Kiwanis or Hamilton Road

Note that respect of others is expected of all staff at all City of London facilities. 1. If you hear any type of disrespectful language, immediately approach the offender and tell him/her that

those types of words hurt people and you may not use them at this facility (they are never acceptable). 2. If the act of racism is serious or continues, get in contact with your Supervisor and together you will complete

and Incident Report, and noting the incident(s) in the logbook.

INCLUSION OF PEOPLE WITH DISABILITIES Policy Statement

That recreation facilities, parks and services in our community be accessible and available to meet the diverse needs of all our citizens. Recognizing that many personal, social, economic, and environmental benefits to health and quality of life that are derived by participating in recreation and leisure, the City of London in partnership with the community is therefore committed to:

Equitable Opportunities Working to ensure that all citizens have opportunities to experience the benefits of recreation and active living through equitable access to a full range of recreation facilities, parks and services regardless of their ability, age, sex, sexual orientation, race, ancestry, place of origin, colour, ethnic origin, citizenship, creed, family or marital status;

Elimination of Barriers Working with the community toward the elimination of barriers to participation, including but not limited to, physical, economic, cultural, transportation, language and attitudinal barriers;

Allocation of Resources Working to ensure the allocation of appropriate resources to accomplish this above noted commitment; and,

Continued Monitoring and Evaluation Working to ensure the continued monitoring and evaluation of our efforts to work toward the achievement of this Policy through ongoing measurement of progress toward inclusion. WORDS WITH DIGNITY People with a disability should be described in words and expressions that portray them with dignity. The following guidelines and terms are supported by some 200 organizations that represent or are associated with Canadians with a disability. Instead Of Please Use Disabled, handicapped, crippled ....................................................... Person(s) with a disability Crippled by, afflicted with, suffering from, victim of, deformed........ Person who has.... or, person with Physically challenged.......................................................................... Person with a physical disability Spastic (as a noun) ............................................................................. Person with Cerebral Palsy Autistic or “The Autistic” .................................................................... Person with/who has autism Mentally retarded .............................................................................. Person with an intellectual or developmental

disability Birth defect ......................................................................................... Person with a disability since birth or a

person with a congenital disability Normal ................................................................................................ Person who is not disabled Blind .................................................................................................... Person who is blind or a person with a visual

impairment Confined, bound, restricted to or dependent on a wheelchair........... Person who uses a wheelchair Deaf and dumb, deaf mute, hearing impaired ................................... Person who is deaf, hard of hearing Mental patient, mentally ill, mental, insane ....................................... Person with a mental illness, person who has

schizophrenia, person who has... Learning disabled, learning difficulty................................................... Person with a learning disability In General, Remember

Put the person before the disability

Refer to the person’s disability only when it is relevant

Speak directly to the person who has a disability rather than through a companion who may be there

Information is best obtained from the participant

People who have disabilities have to grow and develop like everyone else – don’t baby them

GENDER EQUITY Policy Statement:

“That gender equity in recreation be provided within the community. Recognizing the many personal, social, economic, and environmental benefits to health and the quality of life that are derived by participating in recreation and leisure, the City of London in partnership with the community is therefore committed to:

Ensuring that a full range and variety of gender equitable recreation opportunities are available in all areas of the community and are accessible in safe and welcoming environments for all Londoners.”

GROUNDS FOR DISAPLINARY ACTION

The following are circumstances that, if acted out by a staff member, may result in disciplinary action being taken.

1. Drinking or dispensing alcoholic beverages or being under the influence of alcohol, non medical or improper use of drugs during working hours, or on the premises.

2. Violating a safety rule or safety practices. 3. Sleeping while on duty. 4. Insubordination towards a superior. 5. Failure to follow reasonable instructions. 6. Making false or malicious statements regarding the City of London or any of its employees. 7. Giving false information on employment application form. 8. Fighting on City of London premises. 9. Leaving place of work during working hours. 10. Theft of City property, or property of any employee or patron. 11. Being late for work without any reasonable cause. 12. Threatening, intimidating, or coercing fellow employees, or interfering with them in the performance of their

assigned duties. 13. Deliberately causing damage to any City of London property, or that of a co-worker. 14. Failure to use protective equipment while engaged in hazardous jobs. 15. Causing equipment, tools or parts to be damaged due to carelessness. 16. Offering for sale any items or service or soliciting and/or collecting contributions on premises at any time

without approval. 17. Horseplay on City of London premises.

Each staff member shall have the following format in any staff discipline:

Staff member will be interviewed by Supervisor One or more of the following is then recommended:

1. No further follow-up 2. Warning 3. Suspension 4. Dismissal

Further breaches of conduct are documented by the supervisor where further actions taken vary

CASH HANDLING At no time should cash be left unattended at the satellites. If you must step away from the Greeters desk, you must take the cash with you.

As cash comes into the satellite, you will put the money into the cash pouch provided (blue or black). Money in this pouch may be used as a float throughout your shift.

At the end of each shift, you will transfer the cash from the pouch to a brown deposit envelope.

All cash counting must be done at a secure location away from public view and separate from other staff and work locations (ie. Another secure room). If this is not possible, please advise your Supervisor

All cash counting must be done by the person responsible for the fund, and must be done at the completion of each shift.

All money will be counted and reconciled using the brown deposit envelopes. The envelopes will be sealed by the staff person that counted the money, and signed across the seal.

At the end of each shift, money will either be deposited into a safe at the satellite location (Argyle), or given to a City of London staff person that has been designated as a pick up person (Supervisor or Coordinator)

ISSUES SUCH AS FACEBOOK OR DEFAMATION OF CORPORATION AND ITS PRACTICES The base is the Code of Conduct. Staff needs to be informed that their actions reflect the City both in and outside the workplace. We cannot control staff and their actions in what they do outside if the issue does not relate to the workplace. The staff has an obligation to represent the workplace (their employer) in a positive light. The following paragraphs outline something that can be used in a notice of discipline if required.

a. Please be advised you owe a duty of loyalty and fidelity to the Corporation of the City of London and

that you are bound by the City’s Code of Conduct in terms of your public comment. The City has an obligation to be public to ensure that public comment by its employees is responsible and accurate and does not misrepresent the facts. You are in a position of trust and responsibility with a vulnerable client base. The City’s Code of Conduct provides an internal mechanism whereby employees can address the Code of Conduct. Employees can also approach their immediate supervisors concerning practices and procedures which they wish the supervisors to address. Where employees make unsubstantive, frivolous or vexatious allegations or complaints about their co workers or supervisors as you appear to have done, they may be subject to discipline.

b. The content of the email or Facebook article which you have forwarded appears to contact frivolous

and vexatious complains which are unsubstantiated in that the allegations are general in nature and no particulars have been proceed so that the truth or accuracy of the statements can be assessed.

c. You are herby directed to cease forwarding emails or articles or other correspondences or

statements containing unsubstantiated, frivolous or vexatious allegations about your coworkers or supervisors. You are herby instructed to raise any serious allegations about particular issues with your immediate supervisor or through the Code of Conduct procedure and to provide supporting documentation so that the truth of your allegations can be assessed. To the extent you disregard this letter by continuing to publish frivolous, vexatious or unsubstantiated allegations; you may be subject to future discipline or termination.

CONFIDENTIALITY **You will be required to sign a confidentiality agreement (see next page) Staff Evaluations: Are between the evaluator and the staff member and are not to be shared with others Accidents or Incidents: Staff is expected to adhere to the confidentiality policy in all aspects. Information will be shared on a need to know basis. Leaks of information can result in embarrassment or a possible lawsuit to the Corporation. Members of the Press and Politicians: Are to be referred to the facility Supervisor (or Area Manager), for official statements and comments.

This policy applies to all staff members

CONFIDENTIALITY AGREEMENT Terms & Conditions

Definition: The safeguarding of information by the City of London and by everyone involved in the delivery of our programs and services.

Confidentiality is a basic right of any person and an ethical obligation of the City of London employees and volunteers.

Purpose: The purpose of the Confidentiality Agreement is to provide programs and services to participants,

staff and volunteers paying particular attention to their right to privacy and our responsibility to protect it.

Practices and Procedures in Regard to Confidentiality All staff will be required to sign this declaration of confidentiality prior to commencing the session; this ensures they have a clear understanding of the confidentiality policy in regard to the Spectrum programs and participants.

1. It is expected that program issue concerns and/or conflicts will remain confidential by volunteers with persons outside of the program.

2. Staff or volunteers are not permitted to discuss incidents involving program participants with any one other

than the appropriate staff members.

3. Staff or volunteers will not be permitted to talk to reporters of any kind. In such a case, a designated staff person will be assigned to do such.

4. All matters of personal nature regarding coworkers (or other City staff), participants, or volunteers will

remain confidential by all involved.

I, _____________________________ understand, and agree to, the terms stated above. I understand that if I choose to breach the confidentiality contract between the City of London, and me this action will be deemed as terms for dismissal. ________________________________ _______________________________ Signature of Staff Member Date ________________________________ _______________________________ Signature of Supervisor Date

CITY OF LONDON Policy & Procedures Manual Agreement

Your offer of employment requires you to be aware of the policies and procedures depicted in this manual. Please initial each box below and sign at the end of the document.

I have read and understand the policies and procedures as outlined in the City of London’s Staff Policies and

Procedures Manual.

I am aware that in the event that I require time off, or am ill, there is a procedure in place and will be

followed (no exceptions for any staff member). I am responsible for finding coverage for my shift. If no coverage is found, I must report to work (or discuss with my Supervisor to make other arrangements).

I am aware of the requirements of the position I have been hired for and that my qualifications must be kept

current at all times and that a copy must be on file with the Supervisor. My position may be revoked if I fail to produce a Vulnerable Persons Police Check (or sign a declaration) prior to my start date.

I am aware that I must inform my Supervisor, Neighbourhood, Children & Fire Services of any events that

may alter my Vulnerable Persons Police Check form previously submitted to the City of London. In the event of a change, I understand that it may have an impact on my employment status with the City of London up to and including termination.

I agree that I will at all times, faithfully, industriously, and to the best of my skill, ability, experience and

talents, perform all of the duties required of me in the best interests of the Corporation. In carrying out these duties and responsibilities, I will comply with all the by-laws, resolutions, policies, procedures, rules and regulations of the Corporation. Within the Corporation’s employ, I will not engage in any other employment or business which conflicts with my position and the Corporation’s Code of Conduct.

I understand that my employment will be governed by the laws of the Province of Ontario.

Please sign in the space provided below and return to your Supervisor. _______________________________________ Staff’s Name (please print) ________________________________________ _____________________________ Staff’s Signature Date Tracy Drenth, Recreation Supervisor Neighbourhood Operations Neighbourhood, Children & Fire Services 519-661-2489, ext 5769 tdrenth@london.ca