TNO Human Resources Manual

THE NEIGHBOURHOOD
ORGANIZATION
Human Resources Policy Manual
April 2020
TNO - THE NEIGHBOURHOOD ORGANIZATION© 2019. All Rights Reserved

Contents
SECTION 1: INTRODUCTION .............................................................................................................. 4
Vision, Mission and Values of TNO ....................................................................................................... 5
Purpose of this Manual ........................................................................................................................ 6
Amendments to the Manual ................................................................................................................ 7
Distribution ......................................................................................................................................... 8
SECTION 2: GUIDING POLICIES ........................................................................................................ 9
Employment Standards Act ................................................................................................................ 10
Anti-Oppression................................................................................................................................. 11
Employment Equity ........................................................................................................................... 13
Accommodation ................................................................................................................................ 14
Accessibility ....................................................................................................................................... 16
SECTION 3: CODE OF CONDUCT ..................................................................................................... 18
Client Confidentiality ......................................................................................................................... 19
Collection, Use and Disclosure of Client Information .......................................................................... 20
Social Media ...................................................................................................................................... 23
Expectation for Professional Behaviour.............................................................................................. 26
Dress Code and Use of Chemical Fragrances ...................................................................................... 27
Whistle Blower .................................................................................................................................. 28
Copyright ........................................................................................................................................... 29
Conflict of Interest ............................................................................................................................. 30
Conflict Resolution and Grievance Management................................................................................ 32
Staff Discipline ................................................................................................................................... 33
Computer, Telephone & Electronic Media Use ................................................................................... 36
SECTION 4: EMPLOYMENT .............................................................................................................. 39
Employee Classification ..................................................................................................................... 40
Personnel Files................................................................................................................................... 41
Job Descriptions ................................................................................................................................ 42
Hours of Work ................................................................................................................................... 43
Overtime/Lieu Time ........................................................................................................................... 45
Retirement ........................................................................................................................................ 46
Termination of Employment .............................................................................................................. 47
TNO – THE NEIGHBOURHOOD ORGANIZATION© 2020. All Rights Reserved

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SECTION 5: HIRING ........................................................................................................................... 48
Recruitment ...................................................................................................................................... 49
Selection............................................................................................................................................ 50
Offer of Employment ......................................................................................................................... 52
Orientation ........................................................................................................................................ 54
Probation and Reviews ...................................................................................................................... 55
Professional Registration & Liability ................................................................................................... 57
Nepotism ........................................................................................................................................... 58
SECTION 6: COMPENSATION........................................................................................................... 59
Salary Administration ........................................................................................................................ 60
Payroll Administration ....................................................................................................................... 61
Benefits ............................................................................................................................................. 62
RSP Contribution ............................................................................................................................... 63
SECTION 7: ......................................................................................................................................... 64
PERFORMANCE MANAGEMENT ..................................................................................................... 64
Performance Reviews ........................................................................................................................ 65
Professional Development ................................................................................................................. 67
SECTION 8: ......................................................................................................................................... 69
ABSENCES & LEAVES....................................................................................................................... 69
Paid Holidays ..................................................................................................................................... 70
Vacation ............................................................................................................................................ 71
Sick Leave .......................................................................................................................................... 73
Personal Emergency Leave (PEL) ........................................................................................................ 75
Leaves of Absences ............................................................................................................................ 76
SECTION 9: ......................................................................................................................................... 79
OCCUPATIONAL HEALTH & SAFETY ............................................................................................ 79
Health & Safety.................................................................................................................................. 80
Drug and Alcohol Use, Smoking ......................................................................................................... 82
Workplace Abuse, Violence and Harassment Prevention ................................................................... 84
SECTION 10: TRAVEL........................................................................................................................ 95
Expenses & Allowances...................................................................................................................... 96
Expense Claim ................................................................................................................................... 99

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APPENDIX ............................................................................................................................................ 100
APPENDIX I: Workplace Violence reporting procedures................................................................. 101
APPENDIX II: Mobile phone sign out policy .................................................................................. 103
APPENDIX III: Social Media Guide................................................................................................ 105
APPENDIX IV: Acknowledgement of Receipt ................................................................................ 107
Acknowledgement of Receipt & Comprehension of TNO - THE NEIGHBOURHOOD
ORGANIZATION Human Resources Manual ................................................................................. 107

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SECTION 1: INTRODUCTION

4
TNO – THE NEIGHBOURHOOD SECTION 1
ORGANIZATION INTRODUCTION
POLICY NAME: POLICY NUMBER:

Vision, Mission and Values of TNO 1.1
APPROVED BY THE BOARD: MOST RECENT NEXT REVIEW

October 2006 REVISION: DATE:
April, 2020 April, 2022
Our Mission
To strengthen the quality of individual and community life by inspiring and empowering the
neighborhoods we serve.
Our Vision
Vibrant neighborhoods in which all residents are engaged and thriving.
Our Values
 Collaboration, innovation and excellence
 Accountability, transparency and integrity
 Diversity and inclusion
 Effective client and community centered services and programs

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Purpose of this Manual 1.2
October 2006 REVISION: DATE:
This Human Resources Manual is an overview of the policies and procedures that govern the daily
operation of TNO – THE NEIGHBOURHOOD ORGANIZATION (TNO). It will provide you
with a clear understanding of TNO’s responsibilities as well as your responsibilities to TNO.
While the policies are presented separately, it is important to remember that they are to be read in
the context of each other. This Human Resources Manual should be regarded as a single document
whose contents are complementary and interwoven.
This Human Resources Manual is applicable to all employees, volunteers and placement students
hired for TNO, TNO affiliated or co-led programs such as Health Access Thorncliffe Park (HATP)
or Health Access St. Jamestown (HASJ). If required, the Executive Director will enter into an
agreement laying out specific terms and conditions for managing payroll and benefits for
employees managed through these partnerships. Employees affected by these specific terms and
condition or changes will be kept informed by the Executive Director or designate.
You are responsible for reading and understanding this manual. If, at any time, there is something
you do not understand, please do not hesitate to contact Human Resources for clarification on any
content of this manual. From time to time, the information included in the Human Resources
Manual may change. We will make every effort to ensure that all employees are informed of any
imminent changes by posting the changes on the notice board or sending notices directly to you.
Again, we extend to you our personal best wishes for your success and happiness at TNO.
Sincerely,
Chair,
Board of Directors
Please note:
 Any reference to “staff” and/or “employees” throughout the policies in this Manual refers to paid
employees, service volunteers, and co-op/placement students, unless otherwise indicated
 Any reference to “days” refers to working days, i.e., Monday to Saturday

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Amendments to the Manual 1.3
October, 2006 REVISION: DATE:
PURPOSE
From time to time, amendments to this Manual will be required.
POLICY
TNO shall review policies contained in this Human Resources Manual. The date of review is
indicated in the top right corner of each policy. All staff suggestions for amendments to the
policy must be put in writing and be forwarded to Human Resources. Human Resources will
review all suggested changes and the recommended amendments will be brought forward to the
Board of Directors for final approval.
The Board of Directors retains the option to change, delete, suspend or discontinue any part of
the policies contained in this Manual at any time without prior notice. Any modifications can
only be applied on a go forward basis.
Should any provision in this manual be found unenforceable and invalid, such a finding does not
invalidate the entire Human Resource Manual, but only the subject provision.
This manual supersedes all previous manuals for TNO as of February 2018.
REFERENCES
None

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Distribution 1.4
PURPOSE
To ensure that all employees have fair access and knowledge of their rights and responsibilities
as employees of TNO - THE NEIGHBOURHOOD ORGANIZATION (TNO)
POLICY
The Human Resource policy manual will be made available to all the employees of TNO. For ease
of distribution and accessibility, this manual is available in various forms:
A. Internal Secure Platforms
B. Printed Copy
C. Any other accessible medium or form, as requested by an employee
External distribution of this document will need prior approval of the Executive Director or
designate.
REFERENCES
Section: Introduction
1.3 Amendments to the Manual

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SECTION 2: GUIDING POLICIES

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ORGANIZATION GUIDING POLICIES
Employment Standards Act 2.1
PURPOSE
To acknowledge compliance with the Ontario Employment Standards Act, 2000.
POLICY
This Human Resources Manual complements the Ontario Employment Standards Act (ESA). In
the case of a conflict between this Manual and the ESA, the Ontario Employment Standards Act
will always supersede.
Information about the Ontario Employment Standards Act is available online at:
http://www.labour.gov.on.ca/english/es/index.html
Multilingual information is also available by going to the above-mentioned website and clicking
on “Multilingual Information” which is listed under Publications.
REFERENCES
Employment Standards Act, 2000

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Anti-Oppression 2.2
MOST RECENT NEXT REVIEW
APPROVED BY THE BOARD: REVISION: DATE:
October, 2010 April, 2020 April, 2022
PURPOSE
TNO strives to foster anti-oppression values, attitudes, and practices among employees and board
members of its organization.
Oppression is any intentionally or unconsciously negative discriminatory behaviour towards an

individual or a group of people on the basis of ethnicity, race/colour, religion/creed, ancestry,
country of origin, citizenship/immigrant status, age, gender, sexual orientation, socio-economic
class, family status, type of housing, neighbourhood of residence, language, and ability.
Oppression negatively influences an individual’s or a people’s equitable access to opportunities in

education & training, jobs & advancement, housing, health care & social services, and
participation in decision-making bodies.
Oppression exists systematically and in numerous intersecting combinations in Canadian society

whereby some peoples/individuals have varying degrees of privilege and power based on different
aspects of their identities.
POLICY
TNO is committed to ensuring that the community it serves has complete and equitable access to
its services and is able to participate in opportunities for employment, volunteering, and Board
membership.
As an employer, TNO’s commitment to anti-oppression is demonstrated in the following ways:

 Regular processes to monitor, evaluate and revise our interactions, practices, policies,
procedures, services and programs to ensure that we are consistently accountable to being
inclusive and barrier free
 Placement of an anti-oppression statement in public viewing for anyone (including staff and
clients) entering the primary TNO location
 Whenever possible, providing information, materials, and services in formats and languages
relevant to the community it serves
 Facilitating access to services
 Regularly conducting anti-oppression workshops for staff and board members
 Implementing this policy in hiring practices
 Implementing a procedure for dealing with incidents of discriminatory behaviour as defined in
this policy and the Ontario Human Rights Code
 Reviewing guiding policies and methods for implementation

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All the members of TNO’s Board and staff shall implement this policy by:
 Ensuring that they do not cause or participate in behaviour that could be deemed to be
oppressive
 Being self-reflective and analyzing their own behaviours and biases and making a conscious
effort to be inclusive
 Reporting any incident of such behaviour to their Supervisor
This policy is complementary and consistent with the Ontario Human Rights Code and TNO’s
Guiding Policies.
Information about the Ontario Human Rights Code is available online at:
http://www.ohrc.on.ca/english/code/index.shtml
REFERENCES
Ontario Human Rights Code
Section 2: Guiding Policies

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Employment Equity 2.4
APPROVED BY THE BOARD: MOST RECENT NEXT REVIEW DATE:
October, 2006 REVISION: Annually
April, 2020
PURPOSE
Employment equity and diversity of our internal and external stakeholders contributes to the
growth, enrichment, and strength of TNO as an organization and of the larger communities that it
serves.
POLICY
As permitted through the Ontario Human Rights Code - Special Programs, TNO is committed to
providing opportunities for employment and advancement on the basis outlined in the Ontario
Human Rights Code and TNO’s Anti-Oppression policy.
TNO is an equal opportunity employer and remains alert and sensitive to the issue of fair and
equitable treatment for all. TNO has a special concern with the participation of four designated
groups that have traditionally been disadvantaged in employment: women, visible minorities,
indigenous peoples and persons with disabilities.
REFERENCES
Section2: Guiding Policies
Section 5: Hiring

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Accommodation 2.5
PURPOSE
To ensure accommodations to qualified individuals and groups so that they may perform the
essential functions of a job and enjoy equal benefits and privileges of employment, despite any
limitations as defined in the Ontario Human Rights Code (the Code).
POLICY
According to the Ontario Human Rights Code, “equal treatment [is guaranteed] to all persons
capable of performing the essential duties or requirements of the job or service. No one can be
judged incapable of performing those duties until efforts have been made to accommodate the
individual up to the point of undue hardship. Accommodation must be provided in a manner that
most respects the dignity of the person. Dignity includes consideration of how accommodation is
provided and the individual's own participation in the process.”
TNO will provide accommodation up to the point of undue hardship in all its processes for the full
participation of any existing or potential employee or Board member.
TNO shall support the decision of any employee or Board member who, regardless of any
potentially disabling illness or condition they may have, chooses to actively maintain their
involvement with the agency and will be able to meet work performance standards, when
appropriate accommodation is provided.
Furthermore, TNO will provide accommodation on any grounds requiring so, such as creed (i.e.
religious beliefs, practices, and observances) and family status (i.e. for childcare or elder care
arrangements) as defined and required by the Code.
By communicating with the individual in question, TNO will make every attempt to provide
individualized accommodations, up to the point of undue hardship. TNO recognizes that
accommodation requires the full participation of the individual in question and the employer. It is
a process that will be reviewed and revised regularly and case by case.
Persons requiring accommodation through this policy should discuss the matter with Human
Resources.
Information that is shared regarding the need for accommodation shall be kept confidentially in
the individual’s personnel file. Relevant information such as an employee’s limitations on specific

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job tasks so that the tasks can be properly adjusted may sometimes be disclosed to relevant parties,
e.g., a Supervisor/colleague. This will help prevent the person being accommodated from
experiencing oppressive/discriminatory behavior related to their accommodation. Prior to
disclosure, the approval of the person being accommodated must be sought.
REFERENCES
Section 2: Guiding Policies
4.2 Personnel Files
4.4 Hours of Work
8.1 Paid Holidays

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Accessibility 2.6
September, 2015 REVISION: DATE:
PURPOSE
In fulfilling its mission, TNO - THE NEIGHBOURHOOD ORGANIZATION (TNO) ensures at
all times to provide its services in a way that respects the dignity and independence of persons with
disabilities. We are committed to ensure that persons with disabilities have access to TNO’s
services and to benefit from those services.
Applicability
This policy applies to all employees, volunteers, placement students, agents, clients and other
representatives of TNO.
Definitions
“Persons with disabilities” as per the act means a person with:
 Any degree of physical disability, infirmity, malformation or disfigurement that is caused by
bodily injury, birth defect or illness and, without limiting the generality of the foregoing,
includes diabetes mellitus, epilepsy, a brain injury, any degree of paralysis, amputation, lack of
physical coordination, blindness or visual impediment, deafness or hearing impediment,
muteness or speech impediment, or physical reliance on a guide dog or other animal or on a
wheelchair or other remedial appliance or device,
 A condition of mental impairment or a developmental disability,
 A learning disability, or a dysfunction in one or more of the processes involved in understanding
or using symbols or spoken language,
 A mental disorder, or
 An injury or disability for which benefits were claimed or received under the insurance plan
established under the Workplace Safety and Insurance Act, 1997
 And includes disabilities of different severity, visible as well as non-visible disabilities, and
disabilities the effects of which may come and go.
POLICY
This Policy applies to every person who deals with members of the public or other third parties
on behalf of TNO in any capacity. TNO will:
 Establish practices and procedures for providing accessible customer service, and meet other
document requirements set out in the standard.
 Make reasonable effort to ensure that all other TNO policies, operational procedures, and
practices are consistent with the core principles of independence, dignity, integration and
equality of opportunity for all persons with disabilities.

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 Allow persons with disabilities to use their own personal assistive devices to access our goods
and use our services, as well as any other measures TNO offers (assistive devices, services, or
methods) to enable them to access our services.
 Communicate with the person with a disability in manner that takes into account their disability.
 Allow persons with disabilities to be accompanied by their guide dog or service animal in those
areas of the premises we own or operate that are open to the public, unless the animal is
excluded by law. If a service animal is excluded by law, TNO will use other measures to provide
services to the person with a disability.
 Permit persons with disabilities who use a support person to bring that person with them while
accessing goods services in premises open to the public or third parties.
 Where admission fees are charged, provide advance notice regarding what admission fee, if
any, will be charged for such a support person.
 Provide notice when facilities or service that clients with disabilities rely on to access or use
our goods or services are temporary disrupted.
 Train all staff, agents and any other persons who are involved in developing TNO policies,
operational procedures, and practices, as well as those who interact with the public or other
third parties on behalf of TNO, on a number of topics as outlined in the customer service
standard.
 Establish a process to provide feedback to TNO regarding our services to clients with
disabilities, as well as a process for responding to feedback and taking action on any complaints.
 Notify clients that documents required under the customer service standard are available upon
request.
 When providing documents required under the customer service standard to a person with a
disability, provide the information in a format that takes into account the person’s disability.
REFERENCES
Section: Guiding Policies
2.4 Accommodation

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SECTION 3: CODE OF CONDUCT

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ORGANIZATION CODE OF CONDUCT
Client Confidentiality 3.1
PURPOSE
To ensure that TNO - THE NEIGHBOURHOOD ORGANIZATION business interests and the
interests of its clients and employees are protected.
POLICY
Confidentiality is regarded as a trust as well as a legal obligation in the social service, youth service
and settlement professions. Individuals have the right to protection of personal disclosures made
within a professional or service relationship. TNO staff shall be responsible for the safe keeping
of all personal information disclosed to them by their clients.
All employees, volunteers and board members shall keep confidential and shall not, during their
employment or any time after the termination thereof, without the express written consent of TNO
or the written consent of the client, disclose to any person or organization any information related
to TNO’s business or its clients and employees, which an employee may have acquired during the
course of employment. In accordance with legal obligations regarding clients’ consent,
information may be shared internally with TNO staff. In accordance with legal obligations
regarding client consent, information may be shared externally with professional staff at
appropriate partnership agencies only on a written consent of client, except when there is a legal
obligation to report. TNO staff shall have the duty to report any information regarding clients as
per the duty to report policy of TNO and when legally required.
All employee information must be treated as confidential and TNO will respect the employee’s
right to privacy at all times.
REFERENCES
None

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Collection, Use and Disclosure of Client Information 3.2
February, 2016 REVISION: DATE:
PURPOSE
To protect the confidentiality of client information accessed during employment at TNO and to
define TNO’s commitment to report confidential and/or personal information about persons
receiving services from TNO. TNO ensures that:
 Persons receiving services from TNO are protected from physical harm to themselves or others
 TNO staff comply with the duty to report personal and or confidential information requirements
as set out in various legislation in Ontario
 TNO staff comply with the duty to report as required by other legal requirements
POLICY
All staff, volunteers and placement students and partners have a responsibility to hold in the
strictest confidence all client information acquired during the performance of their duties and after
leaving their position.
Definition of Client Information:

TNO defines client information, including personal health, as facts, assessments, information on
services and or activities, opinions, advice or instructions that are gathered or maintained in any
identifiable form by TNO about any individual or family that is receiving or has received services
or is using or used TNO’s resources. For purposes of this policy an individual or family is
considered as receiving services or using resources from their initial contact with TNO. This first
contact may be by telephone, in person, by correspondence from the person(s), or by someone
acting on behalf of the individual or family.
Sharing of Information Internally:

Confidential and or personal information about client may be shared internally by TNO employee
only on a ‘need to know’ basis. ‘Need to know’ is defined as circumstances where there is direct
involvement of the staff receiving the information in the provision of the service to the client or
supervision of employee(s) providing the service and employee involved in consultations about
the service. The nature and level of information shall be limited to that which is necessary to
perform the services. Written consent from clients shall not be required, however they must be
informed of the information sharing practices of TNO before sharing of information.
Consent from clients shall be required before sharing of information with another employee (when
program requires) or other service providers.

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Duty to Report Externally:
TNO employees have a duty to report confidential and or personal information about clients
externally to appropriate authorities under the following circumstances or situations:
Threat of Harm, Abuse or Violence:

When there is a reasonable ground to suspect that the client is currently being harmed or affected
by abuse or violence or under threat or potential threat of harm, abuse or violence, the employee
must:
 Immediately report the matter to a Supervisor or program Manager
 Must notify the intended or foreseeable victim of this threat
 In cases where the client is under 18 years of age, report directly to a designated
Children’s Aid Society as per the ‘Duty to Report’ section of the Child and Family
Services Act of Ontario. For more information please refer to:
http://www.elaws.gov.on.ca/html/statutes/english/elaws_statutes_90c11_e.htm#BK113
 Document the reporting which shall include information on the nature of threat and
details of the reporting including identification of authority reported to and date and time
of reporting
Threats or Risk of Violence to TNO Employees:

Any threat to the physical safety of TNO staff or property is to be immediately reported to a
Supervisor and/or Program Manager. If not available, employee are expected to use their own best
judgement about calling the police.
Requests for Reports:

TNO shall honour court ordered access to records and to requests. When providing access to
clients’ information, TNO shall ensure that:
 Subpoenas are made in the name of TNO through the Executive Director or the respective
employee
 When an appropriate court subpoena has been received TNO will make an exact copy of
the file to remain at the agency
 Every attempt will be made to contact and notify clients of the subpoena. Opportunity will
be offered to the client to review their file on agency premises, with an appropriate staff
person present
Breach of confidentiality
 Misuse of any of the said information in any of its forms without the consent of the client
is a basis for discipline. If the staff has a reason to believe that the client information has
been compromised or stolen by any method, they will immediately contact the Executive
Director or designate
 Confidentiality of client information is an important condition of employment with TNO,
failure to comply may result in the termination of employment or may also result in legal
action being taken against the employee by the organization.

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REFERENCES:
1. All applicable federal, provincial or territorial privacy and access to information
legislation
2. Privacy & Security Obligations clause of Immigration Refugee Citizenship Canada
funded programs (Refers to Personal Information Protection and Electronic Documents
Act-PIPEDA).
3. Health Access Thorncliffe Park-funded by the Ministry of Health and long term care
(Refers to Personal Health Information Protection Act - PHIPA)
4. Partnership Agreements with TDSB, Flemingdon Health Centre, Michael Garron
Hospital, Toronto Public Library

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Social Media 3.3
PURPOSE
To ensure that all employees of TNO – THE NEIGHBOURHOOD ORGANIZATION are aware
of their rights and responsibilities with respect to organizational and personal use of social media
and to protect TNO from any legal or reputation related risks.
POLICY
TNO defines social media as web-based or mobile-based technology platforms that allow for
interactive communication between individuals, associations or organizations. Presently the
following medias are recognized as social media under this policy:
 Professional and social networking sites
 Video and photo-sharing websites and apps
 All types of blogs (personal and professional)
 Online forums and discussion boards
 Professional and personal websites
This includes programs officially used by the agency may also be considered social media by the
above definition. Exclusion from this list of any technology or site which reasonably fits the
description of social media as defined in this policy does not exclude the technology or the site
from provisions of this policy.
3.2a Official Use of Social Media

TNO, as part of its communication strategy, engages with different social media as a tool for
communication. Employees may communicate, share or express – and ultimately publish -
informational and/or media content that is relevant to the mission and objectives of the agency and
its programs, services, clients and the communities served; partners and funders only through
TNO’s official social media channels.
For the purposes of this policy, TNO distinguishes between informational and media content
because of the nature of the subject matter contained within these forms. Informational content
includes program/service information that is internally approved and intended for public
consumption, such as calendars and flyers (ie. outreach materials). Media content includes
photographs and any other type of audio/visual recording that depicts TNO’s activities (programs,
services, events, etc.); sites and spaces; employees and volunteers; partners and funding
organizations; clients, community members and participants.
Practices pertaining to the collection and use of media content are covered in Section 3.2b.

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When engaging with and publishing to TNO’s official social media channels, employees must
ensure the following at all times:
 Adhere to provisions of the following TNO policies: Collection Use and Disclosure of Client
Information Policy (3.2), Client Confidentiality Policy (3.1), Conflict of Interest Policy (3.7),
Computer and Electronic Media Use Policy (3.10), Ant-Racism & Anti-Oppression (ARAO)
Policy, Anti-Harassment & Anti-Violence (AHAV) Policy Freedom from Harassment Policy
(2.5) and Copyright Policy (3.6)
 Prior to publishing any content on social media approval should be sought and obtained from a
Committee Member or Manager
 Accurately and clearly state, represent or report all of said content as well as content from other
sources
 Follow other accounts/profiles that are relevant to the agency, clients and communities served,
etc.
 Maintain the privacy of individuals who chose to follow TNO’s social media profiles.
 Refer all requests for information about TNO or any of its organizational aspects to a
Committee Member or Manager
 Refrain from responding to posts or comments that criticize TNO or any of its organizational
aspects, but refer all such matters to the attention of the Executive Director or designate
The above points are overarching and provide a framework for identifying best practices. Further
best practices can be found in the TNO Social Media Guide (Appendix III).
TNO recognizes that in some cases employees may require the use of a social media profile
attached to their role within the organization in order to communicate with clients, participants and
community members because it allows more effective and direct communication. Employees
wishing to utilize social media for this purpose should bring this to the attention of their Manager
and upon approval from the Social Media Committee prior to setting up a profile.
3.2b Collection and Use of Media Content

As mentioned in section 3.2a, media content includes photographs and any other type of
audio/visual record/ing that depicts TNO’s activities (programs, services, events, etc.); sites and
spaces; employees and volunteers; partners and funding organizations; clients, community
members and participants. This content is often collected for internal documentation purposes,
sharing via official social media, and appearance in promotional material.
When the subject of potential media content is a person’s image, name, program work, or
performance, TNO requires that the person(s) be fully aware of their right to give consent to the
collection and use of this material. Employees are required to follow the following provisions:
 Obtain written consent for the collection of media where the subject is a person (refer Media
Consent & Release Form for adults and children). Written consent can only be given by
individuals over the age of 18 for themselves or on behalf of another individual under the age
of 18 if they are the parent or guardian.
 In the case where written consent is difficult to obtain (i.e. at a public event) verbal consent will
suffice, provided that the subject is fully aware of being photographed/recorded. Signs

24
indicating that TNO is photographing/recording (use Media Notice) should also be visible to
participants.
 The manner in which the media will/may be used by the agency is made clear to the
individual(s) either verbally or in writing.
 Employees may not collect media of TNO’s clients for personal use or on personal social media.
Media content obtained using TNO’s technology/tools is the property of TNO and therefore
covered under the Copyright Policy.
3.2c Personal Use of Social Media

TNO recognizes employees as individuals with the need to privately express and communicate
their ideas and opinions however employees using social media for personal use should exercise
caution when communicating, presenting or displaying content relating to TNO, its programs and
services, clients and communities served, employees and volunteers, partners and funding
organizations. The privacy and confidentiality of clients, partners, funders, volunteers and
employees is paramount and can be easily compromised, even with the best intentions. The
provisions stated here are meant to reduce the vulnerability of employees and volunteers and limit
the opportunity for encounters that could compromise the safety of either party. Employees should
be mindful of the following when engaging in personal social media:
 Adhere to provisions of the following TNO policies: Collection Use and Disclosure of Client
Information Policy (3.2), Client Confidentiality Policy (3.1), Conflict of Interest Policy (3.7),
Computer and Electronic Media Use Policy (3.10), Ant-Racism & Anti-Oppression (ARAO)
Policy, Anti-Harassment & Anti-Violence (AHAV) Policy Freedom from Harassment Policy
(2.5) and Copyright Policy (3.6)
 Any public statement, opinion or criticism, that relates to TNO, its services, clients or
communities it serves, its employees & volunteers and partner or funding organizations, must
be accompanied by a disclaimer that explicitly states that the statement, opinion or criticism
expressed is solely that of the individual employee and does not represent the views of TNO,
mitigating the risk to TNO’s reputation.
 Refrain from using any of TNO’s official logos or trademarks in the posting or communication,
unless sharing a posting from TNO’s official social media via personal social media.
 Accurately state, represent or report any TNO public information or communication.
 Abstain from non-professional interaction with clients, partners, funders, and volunteers over
social media.
If an employee does share content relating directly or indirectly to TNO via personal social media,
they would be held responsible under the provisions of this policy. The above points are
overarching and provide a framework for identifying best practices. Further best practices can be
found in the TNO Social Media Guide (Appendix III).
REFERENCES
Section: Code of Conduct
3.11 Computer, Telephone & Electronic Media Use Policy

25
Expectation for Professional Behaviour 3.4
PURPOSE
To ensure that all employees of TNO - THE NEIGHBOURHOOD ORGANIZATION (TNO)
demonstrate behaviour that is ethical and professional and aligned with TNO’s values and business
principles at all times.
POLICY
This policy applies to all employees, including contractors, volunteers, and other placement
students.
Employees at all times shall not engage in behaviour that are hazardous to the safety of others,
criminal in nature, creates a negative influence on workplace morale and or detrimental to the
success of TNO’s services and programs.
Employees shall:
 At all times use English or French (where appropriate) while communicating with co-workers
 At all times maintain professional internal and external communication
 Shall not arrive to work late without providing advance notice and/or without reasonable cause
or fail to report an absence
 Shall not use alcohol or illicit narcotics on or off TNO’s premises that adversely affects the
employee’s work performance, the employee’s own safety or the safety of others at work, or
TNO’s reputation in the community
 Shall report to management the use of any prescribed drug which may alter the employee’s
ability to safely perform their duties
 Shall meet stated goals, objectives and/or performance targets required for their position
 Shall not enter into a personal relationship including relationships that are romantic or sexual
in nature with clients of TNO, or between employees where one individual has influence or
control over the other's conditions of employment. If such a relationship begins to develop the
employee must immediately report and discuss this with Human Resources.
It is recognized that in certain circumstances, it may be necessary for employees to contact clients
outside of regular business hours. In these situations, it is recommended that employees do not
give out personal contact information.
REFERENCES
3.5 Dress Code and Use of Chemical Fragrances

26
Dress Code and Use of Chemical Fragrances 3.5
PURPOSE
TNO requires all employees to present themselves in a professional manner, with regard to attire,
personal hygiene and appearance.
POLICY
Employees are expected to maintain high standards of neatness and personal hygiene. Clothing
should be in good condition and appropriate to the role and activities of the employee:
 Employees are expected to dress in business, smart casual attire unless the day’s tasks or
program nature require otherwise.
 Employees must always present a clean, professional appearance. Everyone is expected to
be well-groomed and wear clean clothing, free of holes, tears, or other signs of wear.
 Clothing with offensive or inappropriate designs or stamps are not allowed.
Additionally, in order to respect people’s sensitivities to chemical fragrances, employees are

encouraged to be sensitive to other staff, placement students, volunteers, and clients’ allergies in
their use of scented products such as perfumes, colognes, aftershave, hair-styling products, lotions,
etc. prior to arriving for TNO duty and while on duty at TNO.
TNO trusts that employees will use their good judgement in regards to cleanliness and appearance.
Employees with questions regarding dress code can be directed to their Supervisor or Human
Resources.
REFERENCES
3.4 Expectation for Professional Behaviour

27

Whistle Blower 3.6
PURPOSE
To ensure that all employees understand that they may report any wrongdoing that may adversely
impact the TNO - THE NEIGHBOURHOOD ORGANIZATION (TNO), clients, employees,
funders, or the public at large, without fear of retaliation or a negative impact on their employment
status at TNO.
POLICY
This policy applies to all Board of Directors, employees, including, volunteers, and other
placement students.
Employees, Volunteers and Placement students who believe they have witnessed or suspect illegal,
unethical behavior or practices, an act or acts of wrongdoing (as defined above) should report the
incident(s) immediately to TNO Management or Human Resources.
The Whistleblower can report the event with their identity or anonymously.
Employees who believe they experience any retaliation due to reporting of an act or acts of
wrongdoing shall report the same immediately to Human Resources. Recipients of the report(s)
shall assist the employee in reporting the incident or event.
When such reports are made, Management should take all appropriate steps to prevent and stop
wrongdoing in their areas of responsibility. Any Supervisor or Manager who is subjected to,
witnesses, or is given written or oral complaints of wrongdoing or retaliation shall also
immediately report it to the appropriate authority.
Employees, volunteers and placement students who believe they have witnessed an act/s of
wrongdoing/s by the Executive Director should report the incident/s to the Chair of the Board or
their designate.
REFERENCES
3.4 Expectation for Professional Behaviour

28

Copyright 3.7
PURPOSE
To ensure protection of business interests of TNO - THE NEIGHBOURHOOD ORGANIZATION
(TNO), its employees, volunteers and its clients.
POLICY
TNO is the owner of the copyright and of all copyright works produced by any employee who has
been engaged by TNO to prepare such works for TNO or any of its clients, or part of whose normal
responsibilities to TNO is the preparation of such works. Copyright works include brochures,
flyers, proposals, reports, training materials & manuals, presentation materials and any other
publications that may be deemed as copyrighted material by TNO.
Employees shall not use without prior approval any of TNO’s copyrighted material for any purpose
except for those of TNO’s business.
Employees shall not make, store, transmit or make available, unauthorized copies of copyrighted
material on TNO’s or employee’s personal systems, equipment or storage media. Employees shall
not download, upload, store or make available unauthorized copies of copyrighted material via the
internet using TNO’s or employee’s personal systems, equipment or storage media.
REFERENCES
None

29
Conflict of Interest 3.8
PURPOSE
To ensure the integrity of TNO’s work environment by establishing clear rules of conduct
regarding conflict of interest for all employees of TNO - THE NEIGHBOURHOOD
ORGANIZATION.
This policy and any reference to “individual” applies to TNO Board members, committee
members, employees, volunteers, as well as any immediate family members or close friends of the
above-mentioned individuals.
POLICY
Conflict of Interest Definition
A conflict of interest situation exists whenever an individual has a direct or indirect personal
interest in a matter involving TNO.
It is further defined as a situation where an individual uses or is perceived to use information,

influences, or resources of TNO:
 For personal benefit, including financial gain
 As insurance against personal loss
 To benefit organizations to which they belong without prior disclosure of affiliation
 To provide any type of advantage to immediate family or close friends
When a conflict of interest arises, it does not always mean that there has been wrongdoing.
However, it is the responsibility of the individual to disclose the conflict, whether real, potential,
or perceived, so that it can be dealt with effectively.
Board Members
A member of the Board of Directors will disclose the conflict to the Board and make pertinent
explanations as requested by the Board. The member will not participate, vote, or be involved in
any matter involving a conflict of interest. The minutes of the meeting will record the disclosure
of the conflict of interest and that the proper procedure was followed.
Employees & Volunteers

Employees and service volunteers will not sit on the TNO Board of Directors. Employees will
disclose any conflict of interest to their Manager, who will be responsible, in conjunction with
other management, for dealing with the matter and making any appropriate record of the action
taken.

30
Expectations of the Executive Director
The Board of Directors is familiar with the sections of the Ontario Corporations Act and the
Income Tax Act that relate to the conflict of interest issues. The Executive Director may sit as a
non-voting member of the Board of Directors.
Examples of Conflict of Interest Situations

The following are some examples of activities, which may place the Board members, staff,
volunteers or placement students in positions of conflict of interest:
 A Board member applying for a paid position at TNO without notifying the Board of their
intentions
 An individual being involved in the Hiring process of a relative or close friend
 An employee sitting as a voting member of the Board of Directors without a specific bylaw
condition in the incorporating documents or constitution stating under which conditions an
employee can fill such positions
 An individual being involved in awarding contracts to various bodies in which they or their
relatives or friends have a financial interest
 Accepting gifts from clients in exchange for services
 Using or keeping gifts provided by third parties intended for clients
 An employee or volunteer/placement student entering into a romantic relationship with a
Manager or with a client
 Using allotted sick days to work at another job
 Using TNO property, including computers, for personal or personal business interests
 Conducting private activities involving remuneration using TNO premises, facilities, resources
or during work hours
 Conducting political activities using TNO premises, facilities, resources or during work hours
Conflict of Interest becomes a problem when it is not disclosed and dealt with. When a
Conflict of Interest situation arises, it is expected that:
 The individual will immediately declare the conflict of interest, in writing, to their immediate
Manager and/or other relevant parties
 The Board of Directors will seek out advice on handling the situation when necessary
Any employee who is found to knowingly breach these guidelines shall be subjected to
disciplinary action, including possible immediate dismissal.
REFERENCES
5.7 Nepotism

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Conflict Resolution and Grievance Management 3.9
PURPOSE
To ensure that all employees of TNO - THE NEIGHBOURHOOD ORGANIZATION’s (TNO)
can relate to each other free of conflicts and to ensure that employees’ grievances are handled
fairly and effectively so as to maintain a positive work environment.
POLICY
TNO defines conflict as any type of conflict which takes place within a workplace or among
employees, potentially during work hours. TNO defines grievance as any complaint by any of
TNO’s employees that concerns the interpretation, application, operation or alleged violation of
the terms and provisions of TNO’s HR policies.
Informal Conflict resolution and Grievance handling process:

Employees who experience a work related conflict or who have a grievance should first attempt
to discuss the matter with their Supervisor. In some situations this may be difficult or inappropriate.
In these cases, the employee may request a meeting with Human Resources or the Executive
Director to discuss the problem.
Formal conflict resolution and Grievance Handling process:

If the conflict or complaint was not resolved through the informal process, employees can initiate
a formal problem resolution process. Employees must prepare written documentation, with
supporting details, of the conflict situation or grievance and submit it to the Supervisor. The written
complaint should include information about:
 The nature of the conflict or grievance
 Background circumstances
 The remedy sought
Supervisors and Managers should follow the conflict resolution/grievance handling procedures as
outlined in the Managers HR guide in resolving the conflict or managing the grievance.
REFERENCES
3.9 Staff Discipline

32
Staff Discipline 3.10
PURPOSE
To ensure that TNO - THE NEIGHBOURHOOD ORGANIZATION (TNO) employees maintain
high standards of professional conduct, performance and work related behaviour and to outline the
process for dealing with violation related to such conduct and behaviour.
POLICY
TNO strongly believes in progressive discipline focusing on correcting the problem, preventing
recurrence, and rehabilitating the employee in question. However, in rare situations where
continuing an employee’s employment at TNO could pose a serious threat to the safety of other
TNO staff, volunteers and clients and or TNO property, the employee may be terminated
immediately with due diligence to the process outlined by relevant legislations. It is important to
note that the level of discipline that is applied is dependent on the specific incident or violation.
While disciplining an employee the Supervisor/Manager shall take numerous factors into
consideration prior to deciding whether and what disciplinary action is warranted. These factors
include, but are not limited to:
 Seriousness/impact of offence
 Whether the employee intentionally violated a policy
 Prior incidents/violations
 Disciplinary action applied to other employees for a similar violation in the past
As part of TNO’s commitment to progressive disciplining the following steps should be followed:
Counselling: The first step in the disciplining process is to have a counselling session, with clear
communication of the undesirable behaviour or performance and consequences if continued.
Corrective action should be agreed upon. A written record of the action is to be maintained.
Verbal Warning: If the problem behaviour persists, a verbal warning would be issued. Stronger
than counselling, a verbal warning is generally a direct notice to cease or correct behaviour. The
Supervisor and employee shall discuss:
 The specific incident
 The explanation given by the employee
 Expected performance/action to be taken to correct and/or prevent recurrence
 Potential consequences if the incident recurs and/or escalates
A written record of the action is to be maintained.

33
Written Warning: If the problem behaviour is not corrected a formal discipline notice would be
issued to the employee and a copy is placed in the employee’s personnel file. The Supervisor will
prepare a letter that shall detail:
 The prior verbal warning
 The incident in question (what, when, etc.)
 Potential consequences if no corrective action is taken
 A plan of action to assist the employee to improve their performance
 A time frame for the required improvements
 The employee’s signature acknowledging receipt of the letter and acceptance of the
suggested action
A completed unsatisfactory job performance evaluation shall be considered as a form of a written

warning.
Disciplinary Probation: an employee who has not responded to previous attempts at discipline
may be formally placed on probation, generally for a period of up to three (3) months, with the
understanding that failure to correct and maintain the behaviour at issue may result in the next
level of disciplining.
Suspension: When an employee has failed to correct their behaviour through the previously
outlined disciplinary actions or depending on the seriousness of the incident, the employee may
be suspended with or without pay. The decision to suspend an employee shall be made by the
Supervisor jointly with Human Resources and the Executive Director. The purpose of the
suspension is to allow the employee an opportunity to correct their behaviour outside the work
environment and then return to work.
Notice of a suspension will be given in writing detailing the reasons, circumstances (pay/no pay,
benefits, etc), length, and expectations upon the employee’s return to work. The employee shall
sign the letter to acknowledge its receipt. This letter shall be placed in the employee’s file and the
employee shall keep a copy of the notice.
Termination: termination should only be considered as a last resort and only after all the
previously outlined disciplinary actions have failed to produce a change in behaviour or
performance. The decision to terminate an employee will be made by Human Resources and the
Executive Director. A written notice of termination will be presented to the employee in
accordance with current employment legislation detailing the reasons and circumstances of
termination.
Termination can occur if the employee has failed to implement corrective behaviour through prior
steps of progressive discipline. Termination can also be the first disciplinary action applied to an
employee if the incident is serious enough.
Human Resources shall meet with the employee and discuss the notice of termination. The
Manager shall keep documentation of the discussion and the letter shall be placed in the
employee’s personnel file. The employee shall sign the letter to acknowledge its receipt. The
employee shall keep a copy of the letter.

34
REFERENCES
3.8 Conflict Resolution and Grievance Management

35
Computer, Telephone & Electronic Media Use 3.11
PURPOSE
To ensure that computer systems and electronic media, including email, fax machines, software,
etc. are used safely, sensitively and for TNO - THE NEIGHBOURHOOD ORGANIZATION’s
(TNO) business purposes only. To ensure that employees understand usage and privacy procedures
for electronic mail, internet systems, hardware/software and TNO's computer network.
POLICY
TNO adopts a relatively good-faith policy of computer use. In order to provide staff with a
consistent, stable, secure working environment, TNO has established general rules of conduct with
regards to computer, hardware/software, and network use. TNO staff members are responsible for
managing their use of IT equipment and are accountable for their actions relating to IT security.
Users are also responsible for reporting any suspected or confirmed violations of this policy to
management.
Telephone Usage
TNO recognizes that, on occasion, employees may have to make or receive personal telephone
calls. Personal telephone calls that need to be made or received during work hours should be kept
brief, to a minimum, and should not interfere with the employee’s work. Long distance calls may
be made only with the prior approval of the employee’s Supervisor, and the employee would be
required to reimburse TNO for any long distance charges incurred upon being advised of the
amount of the charges. Employees, unless authorized by their Supervisors, should avoid calling
numbers or service providers that may charge in any way for the calls made to their number. TNO
employees shall not accept collect calls without prior approval.
Refer to Appendix II: Mobile phone sign out policy and for Guidelines for using your TNO cell
phone effectively at work
Downloading
Installation and/or download of software is strictly prohibited. All installations must be organized
by management and the Administrative Coordinator, and conducted by IT or other designated
staff. TNO equipment may not be used to access, obtain or download any material that may be
seen as insulting, disruptive, or offensive by other persons, or harmful to morale, including any
message or graphic that can be construed to be harassment or disparagement of others based on
their sex, race, sexual orientation, age, natural origin, religion, ethnicity, colour, physical or mental
disability, political affiliation, marital status, gender identity or any other characteristic protected
by the Human Rights Code.

36
Computers/Equipment/Electronic Media Use
All of TNO’s computers, computer accessories, fax machines and photo copiers may only be used
for TNO’s ordinary business purposes. Making copies of system configuration files, any other
business related software or any electronic files from TNO’s computer systems for personal use
or to provide to an external user is forbidden. Excessive or inappropriate use of social networking
or other websites that may have no relevance whatsoever to TNO’s business is prohibited, as
determined by immediate Supervisor. Usage and messages must be accurate, appropriate, and must
not subject TNO to potential liability. Excessive and inappropriate use or visiting, as identified by
the immediate Supervisor, of social networking sites and or other websites that have no relevance
to TNO’s business is strictly prohibited.
E-mail
All email correspondence of employees may be subjected to monitoring. Email correspondence at
all times must be professional in tone. Abusive, fraudulent, harassing or obscene messages and
materials or messages and materials that violate TNO’s anti-oppression or anti-discrimination
policies shall not be sent from, to, or stored on TNO’s systems. Everyone at TNO is encouraged
to send personal e-mail and conduct similar activities on their own time whenever possible.
However, the occasional personal use of e-mail and other shared information systems during
working hours is permitted within reasonable limits as determined by the immediate Supervisor.
Employees are permitted to use only those network addresses (email I.D.) issued to them by TNO
for all matters related to TNO.
Passwords
Passwords must not be shared with anyone and must be treated as confidential information.
Unauthorized use of passwords of other employees to gain access to others sensitive or personal
data is prohibited.
Storage
All documents should be stored in designated directories (i.e. folders). Network users should store
files in the appropriate network drives to ensure backups and access from other workstations. All
files and documents are the property of TNO, and may only be accessed in accordance with this
policy. All information created or stored on TNO equipment is the property of TNO. This
information may be accessed at any time by your Supervisor, TNO management or designate.
Network Use/Security
Staff must not extend or re-transmit network services in any way including installing a router,
switch, hub or wireless access point to the TNO network. Staff are not permitted to alter network
hardware in any way including changing drives or moving/deleting folders within drives. Staff
shall not attempt to access any data or programs contained on TNO systems for which they do not
have authorization or explicit consent. TNO is not responsible for hardware or software brought
from an outside source, including CD's, USB flash drives, memory cards, etc. All software brought
from an outside source must be scanned for viruses. If personal software causes the computer to
be unusable or creates viruses, it will be removed it from the computer and will be confiscated.

37
Portable Computers & Mobile Devices (cell phones, PDAs and laptops)
Only TNO approved portable computing devices may be used to access TNO’s network systems.
Portable computing devices must be password protected, and TNO data that is of sensitive nature
stored on portable computing devices should be password protected. All remote access to TNO
must be either through an approved modem pool or via an Internet Service Provider.
Agency Property
Upon termination of employment for any reason, all items of any kind created or used pursuant to
the employee’s service or furnished by TNO including but not limited to equipment, property and
work products or other materials shall remain and be considered the exclusive property of the
Agency at all times, and shall be surrendered to the Agency, in good condition, promptly and
without being requested to do so.
REFERENCES
3.2 Social Media
Appendix II: Mobile phone sign out policy

38
SECTION 4: EMPLOYMENT

39
ORGANIZATION EMPLOYMENT
Employee Classification 4.1

PURPOSE
To define the status of individuals working with TNO.
POLICY
Permanent Full-Time
Staff working a regularly scheduled week for 28 hours and above. Permanent full-time staff are
hired for an indefinite period of time and are paid an annual salary.
Permanent Part-Time
Staff working a regularly scheduled week for up to 27 hours per week. Permanent part-time staff
are hired for an indefinite period of time and are paid an annual salary.
Contract Full-time
Staff hired for a period up to 12 months and working at a regular scheduled week for 28 hours and
above. Contract may be extended and/or amended before or on the end date if agreed upon by
both the employee and the agency.
Contract Part-time
Staff hired for a period up to 12 months and working at a regular scheduled week for up to 27
hours or less per week. Contract may be extended and/or amended before or on the end date if
agreed upon by both the employee and the agency.
Casual/Supply/Relief/Locum
Staff working on an occasional basis for a total of less than 12 weeks per year. They are paid on
an hourly basis and eligible for vacation pay
Independent Contractor/Consultant
Individuals or businesses paid on a fee-for-service basis to perform certain specified services or
projects, usually funded through special grants. They are not considered employees and are,
therefore, not covered by the policies this Human Resource Manual. To receive payment, invoices
must be submitted to the agency.
REFERENCES
6.3 Benefits

40
Personnel Files 4.2
PURPOSE
TNO ensures that personnel files are consistent for all employees and files should be confidential,
complete, and accurate. Human Resources keeps personnel files for all paid employees.
POLICY
Human Resources will maintain confidential personnel files on every employee in a secure place.
Each file will include, but not be limited to:
 Personnel File Cover Sheet
 Job posting
 Submitted resume
 Letters of reference submitted
 Proof of mandatory certificates as per the job posting
 Contact and emergency contact information
 Copy of their offer of employment (including all details)
 Copy of employment confirmation letter
 Copy of employment contract renewal letter
 Performance reviews
 Records of disciplinary action
 Sheet detailing access granted to the personnel file
 Other appropriate documentation
Employees may review their personnel file by submitting a written request to Human Resources
at least one week prior to the date of desired access. A mutually agreeable time will be decided
on when the employee can review their file in the presence of Human Resources. No material is
to be removed from the file.
When access is granted to a personnel file, the following details must be, noted:
 Who was granted access
 Why was access granted
 When was the file viewed
 Who was present when the file was viewed
Example:
April 22, 2006: Employee’s name, reviewed job description, HR was present.
REFERENCES
None

41
Job Descriptions 4.3
PURPOSE
To ensure every employee has a job description for their position that details the duties,
requirements, and qualifications for fulfillment of their position’s demands.
POLICY
TNO shall ensure that every employee receives a job description and shall provide an opportunity
for the employee to review and acknowledge the job description at the start of their employment
at TNO.
Additionally, employees who belong to jobs that are common in all aspects would have generic
job descriptions. Job descriptions are to be reviewed at annual performance reviews, or when
significant changes occur, or when deemed necessary by a Supervisor or by TNO’s management.
Additionally, changes may be made when they are necessary to meet the obligations required by
funders and/or to meet the changing demands of service to clients.
An employee can discuss questions and/or concerns regarding a job description with their Manager
at any time.
The Executive Director’s approval must be sought when the program Manager has written a job
description for a newly created position that has never existed at TNO.
REFERENCES
5.1 Recruitment

42
Hours of Work 4.4
PURPOSE
To ensure that all offices and programs are staffed when operative.
POLICY
The hours of TNO are Monday to Saturday, 8:00am to 8:00pm. The operating hours of
individual and satellite TNO locations may vary depending upon program delivery requirements.
TNO reserves the right to reduce or modify your number of hours and/or the specific times that
staff work, based upon program needs and available funding. During these times, all offices and
programs should be staffed.
Attendance at staff meetings during a regular working day is required. Attendance at

board/committee meetings or agency committees, programs, or events may be necessary as the
nature of an individual's work dictates their hours of work.
Regular hours of work for full-time staff are 28 hours per week to 35 hours per week. Full-time
employees are required to take a one hour unpaid lunch break in the middle of their day. They are
also entitled to two paid 15-minute breaks, one to be taken in the morning and the other in the
afternoon.
Part-time employees work an agreed upon number of hours per week 27 hours or less. Part-time
schedules may vary in length from day-to-day. Part-time employees working five or more hours
per day must take a 30 minute unpaid lunch break. Employees cannot shorten or omit their breaks
in order to come in late or leave early.
Part-time employees who work 7 consecutive hours are required to take a one hour unpaid lunch
break in the middle of their day. They are also entitled to two paid 15 minute breaks, one to be
taken in the morning and the other in the afternoon.
The number of hours of work for part-time employees shall be stipulated in the offer of
employment.
Employees cannot shorten or omit their breaks in order to come in late or leave early.
If an employee will be arriving to work late or is unable to report to work, it is their responsibility
to contact their Supervisor. If the employee is going to be late, they must indicate the expected
arrival time. If unable to call in, the employee is responsible for ensuring that someone calls on
their behalf.

43
REFERENCES
2.4 Accommodation

44
Overtime/Lieu Time 4.5
PURPOSE
To ensure that employees are available to work to meet the programs’ schedules, deal with
unforeseen circumstances and most importantly to meet with the TNO - THE
NEIGHBOURHOOD ORGANIZATION services and community services as per clients’ needs.
POLICY
TNO has the right to determine and schedule overtime and shall give notice of overtime as far in
advance as practical. Overtime work is deemed as work over and above scheduled hours and more
than 1 hour daily. Employees are not permitted to work more than 3 hours of overtime in a week.
All overtime work must be authorized by the Supervisor in advance of its occurrence. Only such
authorised overtime can be recognized for lieu time. Employees who foresee the requirement to
work overtime must communicate in writing with their Supervisor for approval.
Employees cannot accumulate overtime hours in excess of five hours in a pay period and the
overtime hours worked must be taken as lieu time within the following pay period. Record of
overtime hours worked and lieu time taken would be maintained by Supervisors for their respective
team/program staff.
TNO does not permit monetary compensation for overtime. Overtime is compensated with time
off at straight time in lieu of the extra hours worked. [Compensatory time is variously referred to
as "lieu time” or "comp time"]. Lieu/comp time must be taken at a time agreeable to the Supervisor,
and should take into account TNO’s requirement for minimum levels of staff on site.
Overtime may sometimes be distributed on a voluntary basis; however, compulsory overtime may
be required to meet legitimate agency needs. Coordinators (except those who as a regular part of
their duties perform frontline work), Managers and Directors would not be eligible for overtime
compensation.
REFERENCES
4.4 Hours of Work

45
Retirement 4.6
PURPOSE
To ensure that all TNO - THE NEIGHBOURHOOD ORGANIZATION (TNO) employees are
aware of their rights and responsibilities regarding retirement from employment and to provide
fair and consistent treatment to all retiring employees.
POLICY
TNO does not discriminate against any employee due to age and as such does not have a mandatory
age limit for retirement of its employees.
All employees upon reaching the retirement age will be allowed to continue working for TNO
provided:
 They desire to continue their employment with TNO

 Are fit and able to do so
 Meet the agreed job requirements as outlined in the respective job description
 Conform to TNO’s policies regarding Discipline and Termination
REFERENCES
None

46
Termination of Employment 4.7
PURPOSE
To ensure that all TNO - THE NEIGHBOURHOOD ORGANIZATION (TNO) employees are
treated fairly, consistently and with dignity and to help employees understand their rights and
responsibilities while terminating their employment
POLICY
Resignation and Voluntary Separation
To ensure continuity of service, TNO encourages employee(s) to provide an appropriate notice
period as per the employment contract to find a suitable replacement and complete other
administrative work.
The notice of resignation shall be submitted in writing.
Discharge or Involuntary Separation

Discharge is generally for unacceptable job performance or misconduct. Misconduct can include
insubordination, excessive absence or tardiness, or any action that is in conflict with company
policies. Normally, dismissal for unacceptable performance or misconduct would be as a result
of a disciplinary process.
Employment relation(s) will also be terminated if the program funding ceases for that
position(s).
TNO will provide an employee with reasonable notice of termination or pay in lieu of notice
period as per the Employment Standards Act, 2000 or Common Law where applicable.
The exception will apply if the employee is being terminated for “cause”. The onus is on TNO to
prove that an employee’s conduct or behaviour was so unacceptable that it justifies dismissal
without notice or compensation.
REFERENCES
3.9 Staff Discipline

47
SECTION 5: HIRING

48
ORGANIZATION HIRING
Recruitment 5.1
PURPOSE
It is the policy of TNO to attract, recruit, select and promote the most qualified people to achieve
its strategic objectives and commitment to providing excellent services to the clients and
communities.
POLICY
In its attraction, recruitment, selection and promotion processes, TNO ensures that it reflects the
core competencies of excellence, innovation, community, and diversity.
TNO believes in equal opportunity in employment practices and is committed to the principles of
the Ontario Human Rights Code and other applicable laws.
TNO’s recruitment and selection procedures will:
 Ensure equal access and equal opportunity through the uniform and transparent
application of attraction, recruitment, selection and promotion procedures
 Embrace the requirements of the Accessibility for Ontarians with Disabilities Act
(AODA) in all recruitment activities
 Ensure prospective employees requiring accommodation will be assessed based on the
essential duties of the job
 Embrace the Anti-Racism and Anti-Oppression (ARAO) principles
 Ensure that persons selected will have the qualifications required to provide appropriate
services to our clients and communities
REFERENCES
2.2 Anti-Oppression
2.3 Employment Equity
3.7 Conflict of Interest
5.5 Probation
5.7 Nepotism

49
ORGANIZATION HIRING
Selection 5.2
PURPOSE
To provide guidelines for selecting an individual to fill a posted vacancy for a position at TNO.
POLICY
Information provided by candidates shall be held in the strictest confidence.
The Hiring Committee shall review all applications and contact appropriate candidates to schedule
an interview.
The Hiring Committee shall assess a candidate’s eligibility based on:

 Essential criteria (Bona fide Occupational Requirements (BFOR) as per the Ontario
Human Rights Code) for performance of the job as described in job posting
 Responses to interview questions
 Demonstrated skills and abilities through position-related tests, where relevant (eg. typing
speed/accuracy test, Computer program knowledge, role-play, etc.)
 Relevance of education/training, skills, and experience to the position being sought
 Professional qualifications/certifications (if required or an asset)
Furthermore, all interviewed external candidates will submit a minimum of two references that are
accessible and immediate, of which only one can be a written reference. When an internal
candidate has been chosen for an interview, their current Manager will be used as a reference;
however, the Hiring Committee maintains the discretion to request that the internal candidate also
submits an external reference.
Once all interviews have been conducted and references have been checked, the Hiring Committee
will send their “recommendation to hire” to the Executive Director for the final approval.
When the Executive Director position is being filled, then the recommendation is sent to the Board
of Directors for approval.
Upon approval, Human Resources will make a formal offer of employment to the chosen
candidate.
REFERENCES

50
2.3 Employment Equity
5.6 Nepotism

51
ORGANIZATION HIRING
Offer of Employment 5.3
PURPOSE
To specify the required procedure when making an offer of employment.
POLICY
Once a formal offer of employment has been made and accepted, the departmental Manager will
prepare a written offer of employment that is signed off by the Executive Director. Written offers
for Management positions will be prepared by the Director and signed off by the Executive
Director. When the position is that of the Executive Director, the Chair of the Board of Directors
will prepare and sign the letter.
The offer of employment will include:

 Job title
 Job description
 Start date
 Salary
 Benefits information
 Hours of work
 Details of probation
 Requirement to conduct a criminal record check, when necessary for the position
 Candidate’s obligation to review the Human Resources Manual
 Form: Acknowledgement Receipt & Comprehension of the TNO - THE
NEIGHBOURHOOD ORGANIZATION Human Resources Manual
Human Resources will begin background checks as per necessary for the position. TNO will cover
the costs of the background check(s). When a new employee already has an official copy of their
criminal record check, TNO will consider it valid if its date of issue will be within one year based
on the anticipated end date of the employee’s probationary period. TNO will also pay for renewals
of criminal record checks.
The offer of employment/ employment contract, and the Human Resources Manual will be given
to the new employee. The new employee signs two copies of the offer of employment to indicate
acceptance of the terms of the position. The new employee keeps a copy and the second copy is
filed in her/his personnel file.

52
REFERENCES
5.5. Probation
Form: “Acknowledgement Receipt & Comprehension of the TNO - THE NEIGHBOURHOOD
ORGANIZATION Human Resources Manual”

53
ORGANIZATION HIRING

Orientation 5.4
PURPOSE
TNO recognizes the importance of welcoming new employees into the agency to ensure that they:
 Feel comfortable in their new working environment
 Can become familiar with TNO’s mission, values, and policies
 Are aware of resources available to them to do their job
 Have an opportunity to ask questions and address any initial concerns
POLICY
Each new employee shall be provided with an orientation within the first two weeks of
employment at TNO. Their immediate Supervisor or departmental Manager shall schedule and
conduct the orientation as per the process outlined in the TNO Managers’ HR Guide.
The orientation shall cover the following areas:

 Review of the contents of their offer of employment, including the Human Resources
Manual
 Review of probationary period, performance evaluation process, and pay administration
 Tour of facilities and working area
 Introduction to co-workers, management, senior management, and partners, when possible
 TNO information technology and database
 Review of the agency’s mission and values, history, and organizational structure
 Relevant policies at TNO and trainings
The employee shall have an opportunity to ask questions during the orientation.
Internal employees who have changed job roles at TNO and contract workers will be provided
with a modified orientation as deemed necessary.
REFERENCES
Section 5: Hiring
6.2 Salary Administration
7.1 Performance Reviews

54
ORGANIZATION HIRING
Probation and Reviews 5.5
June, 2010 REVISION: DATE:
PURPOSE
To provide a new employee with an opportunity to learn and fulfill the requirements of their
position and to allow a new employee and their Supervisor to evaluate their suitability to the
position filled.
The Executive Director maintains the discretion to apply this policy to internal employees who
have completed their initial probation and take on a new job role at TNO. Such employees will
continue to be entitled to their previously awarded benefits during the new probationary period.
POLICY
All new employees shall serve a review or three-month probationary period. All new management
employees, including the Executive Director position, shall serve a six-month probationary period.
The employee shall undergo monthly performance review as an opportunity to receive and provide
feedback on their job performance. At the end of the probationary period, the employee shall
undergo a final probationary performance review to determine whether they will continue to work
for TNO.
The performance review shall be:

 Conducted by the employee’s immediate Supervisor Manager
 Acknowledged through signature by the employee and Supervisor/Manager
 Recorded and placed in the employee’s personnel file
As well, the Supervisor/ Manager shall provide regular, informal feedback throughout the
probationary period.
During the probationary period, the employee can be terminated without cause or notice.
The probationary periods for part-time staff, short-term contract staff, and occasional employees
shall be prorated based on TNO’s standard probationary policy and will be noted in the offer of
employment.
While staff shall accumulate vacation time during the probationary period, they will not be entitled
to take vacation leave until their probation has ended.
With the written approval of the Executive Director, the probationary period may be extended
when extenuating circumstances present themselves, such as illness, change of
management/supervision, etc.

55
REFERENCES
5.1 Recruitment
7.1 Performance Reviews

56
ORGANIZATION HIRING
Professional Registration & Liability 5.6
PURPOSE
The policy aims to ensure that individuals have the right qualifications for the job and as
appropriate, are registered with the relevant regulatory bodies as required for each position.
POLICY
For employment positions that require the incumbent to possess a valid professional license,
affiliation with college, membership of professional/regulatory bodies or designation to practice,
TNO shall put that as a requirement during the hiring process. Employees will be responsible to
demonstrate that they have valid license, professional affiliation, and membership prior to hiring
and maintain them in good standing throughout their employment with TNO.
Employees once hired have the responsibility to ensure that all professional registration and
liability insurance requirements must remain in effect for the duration of employment and if not
done so are grounds for discipline up to and including termination. Maintaining any required
membership in respective professional bodies or associations is the responsibility of the employee.
Human resources is responsible for verifying that the candidate has up to date professional
qualifications and is in good standing to practice in the Province of Ontario prior to employment.
Employees are responsible for notifying Human Resources immediately if their college,
professional membership or credentials is not in good standing.
REFERENCES
None

57
ORGANIZATION HIRING
Nepotism 5.7
PURPOSE
To ensure that there is no conflict of interest when immediate family members of current
employees or board members apply for vacancies at TNO by defining the capacity in which they
may be hired and employed.
POLICY
Immediate family members are defined as a spouse (including common-law or same-sex), parent,
child, niece, nephew, sibling, aunt, uncle, first cousin, corresponding in-law relation,
corresponding “step” relation, or any person living in the same household.
When an immediate family member of a current employee or board member applies and/or is hired
by TNO, the following guidelines apply:
1. The current employee or board member may not sit on the hiring committee for the
position.
2. There cannot be any Supervisory/reporting relationship between the family members,
including indirect supervision through a chain of command (i.e. with several levels of
management that report to each other between the two individuals).
3. The family members cannot work on the same team.
4. Employees who become immediate family members during their employment at TNO are
subject to this policy and should make their new relationship known so as to avoid a
conflict of interest.
REFERENCES

58
SECTION 6: COMPENSATION

59
ORGANIZATION COMPENSATION
Salary Administration 6.1
PURPOSE
To set guidelines to define pay grades of TNO - THE NEIGHBOURHOOD ORGANIZATION
staff.
POLICY
Pay grade shall be approved by the Board of Directors with the advice of the Executive Director
and the Human Resources Manager.
The Board of Directors may grant a cost of living increase that corresponds to that established by
Statistics Canada for that calendar year or portion thereof.
REFERENCES
None

60
Payroll Administration 6.2
PURPOSE
To ensure that employees are paid in a consistent and timely manner.
POLICY
At the beginning of the calendar year, the Finance Administrator publishes and distributes a
schedule of pay dates to all departments.
All employees are paid by direct deposit every second Friday. When hired, new employees must
provide a void cheque or required banking information to the Finance Administrator so that direct
deposit can be set up. When a regular pay deposit day falls on a public holiday, pay will be
deposited on the preceding workday.
Cheques are not normally dated prior to regular paydays. Exceptions may be made and pay
advanced in extraordinary or emergency situations, with the permission of the Executive Director.
A written request must be submitted.
Should TNO make an error occur in an employee’s pay, TNO agrees to make reasonable effort to
correct the error within twenty-four (24) hours.
REFERENCES
None

61
Benefits 6.3
PURPOSE
To explain the benefits offered by TNO - THE NEIGHBOURHOOD ORGANIZATION to
eligible permanent full-time staff.
POLICY
TNO is committed to providing and maintaining a competitive health benefits package for all
eligible staff. The particulars of benefit packages will be given to staff as part of the orientation
procedure.
Staff are entitled to their benefits once they have completed their initial probationary period. While
TNO shall make every attempt to provide staff with benefits, however due to funding constraints
or due to other unforeseen circumstances benefits may be modified or discontinued for all staff or
for one group of staff.
The extended benefits will be terminated on the following conditions:

 When the employee is terminated
 The day after the last official working day
 Employees going on unpaid leave of more than six weeks (excluding parental and sick
leave)
 When employees are on Long Term Disability, the benefits will be terminated at the end
of two years from the start date of LTD
REFERENCES
4.1 Employee Classifications
5.4 Orientation
5.5 Probation

62
RSP Contribution 6.4
PURPOSE
As a part of total compensation, TNO ensures contributions to the retirement funds of its
employees.
POLICY
This policy applies to all permanent full-time employees.
All permanent full-time employees are eligible to participate in the RSP contribution after one full
year of ongoing employment with TNO based on funding availability for the respective positions.
Part-time and contract employees are not eligible to receive the RSP contribution.
The Finance Department will calculate the RSP contribution for all employees annually based on
the terms set each year by TNO management. In order for the funds to be released, the employee
must complete a form which provides direction regarding the financial institution and account
number for their personal RSP. Under no circumstances will an RSP contribution or amount in
lieu be paid out to the employee directly.
REFERENCES
Section: Compensation
6.3 Benefits

63
SECTION 7: PERFORMANCE
MANAGEMENT

64
ORGANIZATION PERFORMANCE
MANAGEMENT
Performance Reviews 7.1
PURPOSE
To set guidelines for evaluating the performance of all TNO employees.
POLICY
TNO undertakes annual performance evaluation with all of its employees, as well as periodic
performance reviews as necessary
The overall goal of performance evaluations is to improve the employee’s immediate value and
potential within TNO and to aid in the professional development of the employee. It also gives an
opportunity for both employee and management to identify strengths and weaknesses in the
employee’s work performance, and to review work and Supervisory relationships that affects the
performance. They are also intended to establish expectations for the coming year, and to identify
opportunities for training and personal growth. TNO also encourages all employees, including
Supervisors to provide constant informal feedback to each other in their daily interactions.
A formal performance review includes:

 Discussion of job duties and expectations
 Dialogue that allows strengths and weaknesses to be identified
 Problem-resolution
 Creation of work plans and goals
 Employee self-evaluation
As well, situational performance reviews may occur at other times as deemed necessary. TNO
also encourages all employees, including Managers to provide constant informal feedback to each
other in their daily interactions.
Procedure
This is a confidential process whose information shall only be shared with the relevant parties
mentioned below.
An employee’s immediate Supervisor/Manager shall conduct the formal performance review. All
Managers’ performance reviews shall be conducted by Directors/Executive Director. The
performance review for the Director and core Managers shall be conducted by the Executive
Director.

65
The performance review for the Executive Director shall be conducted by the Board of Directors
or assigned to the Executive Committee. The Executive Committee of the Board of Directors or
assigned ad hoc committee is responsible for reviewing the Executive Director’s
performance evaluation.
A meeting (of at least 1 hour in length) shall be scheduled to discuss the performance review. In
all cases, the corresponding Supervisor/Manager shall use a standardized performance review form
(available in TNO database). If needed, the employee being reviewed shall have been given a self-
evaluation form to complete and bring to the meeting.
All Supervisors and Managers are expected to follow the guidelines from performance
management as outlined in Managers’ HR Guide.
At the meeting, the discussion shall be lead based on the evaluation made using the standardized
performance review form and the employee’s self-evaluation form.
The decisions made and the views expressed at the meeting shall be recorded and then signed by
the employee and the Supervisor/Manager, with each retaining a copy. The Supervisor/Manager
will forward a copy to the Human Resources Manager who will read and sign the review and place
it in the employee’s personnel file. If an employee disagrees with the performance review, they
can follow the grievance procedure to file a complaint.
The Board of Directors will file the performance review of the Executive Director’s.
REFERENCES
3.8 Conflict Resolution and Grievance Management
5.5 Probation

66
ORGANIZATION PERFORMANCE
MANAGEMENT
Professional Development 7.2
PURPOSE
To ensure that TNO - THE NEIGHBOURHOOD ORGANIZATION (TNO) employees are
provided opportunities to develop their job related, management and other professional skills.
POLICY
TNO recognizes that its most important resource is its employees. It is committed to the training
and development to increase the skills and knowledge of its staff and to produce confident, highly
qualified staff working as an effective and efficient team and to help satisfy their career
development needs.
The individual training and development needs will be identified through:

 A training needs analysis questionnaire
 Annual performance appraisal
 Requests from employees
Time and budget permitting, employees will be provided the following professional development
opportunities:
 Job specific training – On-the-job-training that increases employee skills and abilities to
meet the requirements of their current position
 Career development – funding for all or part of training sessions, conferences, workshops
or seminars that build employee competencies to prepare them for existing and future
positions
 Educational development – funding for all or part of courses through a credited educational
institution
Employees are required to take prior approval from the immediate Supervisor/Manager and
Human Resources Manager before applying or attending any of the aforementioned training
opportunities. No reimbursements would be allowed without this prior approval.
Workshops, Conferences and Training

An Annual budget and or Program budget will be established/developed that will include
allocation for staff development, workshops, conferences and other training opportunities. Staff
wishing to attend a workshop, conference or training opportunity will submit a written request to
their direct Supervisor, who will review to ensure appropriateness of training; the request will be

67
forwarded to Finance Department for approval and to ensure funds are available and that all staff
have an opportunity for staff development and then to HR Manager for personnel file.
External courses and professional qualifications may be partly funded by the organization
depending on the nature of the training and the availability of funding. This would exclude
membership fees which staff would be expected to pay.
Employees are responsible for their own development and as such may inform the organization of
their development needs and take part in prescribed development activities.
As part of the organization's continuing commitment to training and development, employees are
asked to provide feedback on the value and effectiveness of the training and development they
undertake. This information will be used to assess and improve the training process. Employees
will also be asked to share their knowledge/training experience with other staff.
Tuition Refund
Employees enrolled on their own time in a course related to their professional responsibilities may
apply for full or partial reimbursement of course costs. Reimbursement, if approved, will be made
upon proof of successful completion of the course. All such reimbursements are subject to funding
availability.
Staff Development / Education Leave

After each period of three years of continuous employment with TNO, professional staff will be
considered for staff development/educational leave of up to one year leave without pay subject to
the following conditions:
 The employee shall submit a written proposal for leave to their Supervisor/Manager, who
will then discuss with the Director/Executive Director two months in advance of expected
commencement of the leave.
 The Director of Programs shall review the proposal and make a recommendation to the
Executive Director of the benefit to TNO of approving the proposal. In the case of the
Executive Director, such application would be made to the Chair of the Board.
 There is provision in the budget for a replacement or alternative arrangements can be made
to distribute the employee’s work among other staff
 The employee agrees, in writing, to return to TNO for a period of not less than one year
after completing the educational leave.
During staff development / educational leave, TNO may allow employees to continue their pay
benefits at their own cost.
An employee who fails to return to TNO for a period of one year following the completion of staff
development/educational leave is indebted to TNO for the reimbursement of any funding received.
REFERENCES
Cross-reference with other policies here.

68
SECTION 8: ABSENCES & LEAVES

69
ORGANIZATION ABSENCES & LEAVES
Paid Holidays 8.1
PURPOSE
To identify the holidays that TNO recognizes as paid holidays.
POLICY
The following days are observed as paid holidays to employees:
1. New Year’s Day
2. Family Day
3. Good Friday
4. Easter Monday
5. Victoria Day
6. Canada Day
7. August Civic Holiday
8. Labour Day
9. Thanksgiving Day
10. Christmas Day
11. Boxing Day
REFERENCES
Employment Standards Act
2.4 Accommodation

70
Vacation 8.2
PURPOSE
TNO acknowledges that employees must have time to rest and be away from work.
POLICY
TNO provides vacation credits to employees as vacation pay or as vacation days based on the
requirements of the position and funding availability.
Applicability
Permanent full-time employees earn vacation days as set out in the accrual section below.
Permanent part-time employees will earn vacation days pro-rated with their work schedule.
LINC and all contract employees will earn vacation pay as stipulated in the Employment Standards
Act, 2000 and are subject to unpaid shut down periods as specified in the funding contracts.
Accrual
Vacation entitlement for permanent full-time employees is as follows:
Years of Employment with TNO Vacation Entitlement Rate of Accumulation of Vacation Days
1 to 3 years 15 days 1.25 days/month
4 to 9 years 20 days 1.66 days/month
10 years or more 25 days 2.08 days/month
Employees who are on unpaid leave of 4 weeks or more do not accrue vacation time for the period
of the leave.
Procedure
An employee who would like to take less than 3 days of accumulated vacation must make a written
request from their Supervisor/Manager with as much advance notice as possible.
Employees must apply to their immediate Supervisor/Manager, in writing, a minimum of 4 weeks

in advance in order to take up to 10 days of accumulated vacation.

71
For vacations of 10 days or more, employees are required to submit their request a minimum of 8
weeks prior to the requested dates. Only in emergency situations will requests received with less
notice be considered.
All approvals are granted by Supervisors/Managers on a “first come, first served” basis, taking
into account:
 Previously accrued vacation time
 Agency and program staffing needs
 Other previously approved absences of other team members for the same time period
 Requesting employee’s vacation requests/approvals of previous years
 Seasonal fluctuations in workflow
 Any other special events or circumstances which would require the employee to be at work
Vacation days are accumulated on a calendar year basis and must be used during the year of their
accumulation or within the first 3 months of the following year. The request for accumulation and
carry over if any, must be made before the beginning of the vacation year. Accumulation of
vacation days beyond this time frame must be negotiated with and approved by the immediate
Supervisor/Manager and the Director of Programs and Services. Vacation time is accrued during
the month that vacation is taken.
If a statutory holiday falls during a vacation period, the statutory holiday is counted as a statutory
holiday rather than a vacation day.
Though employees on probation accumulate vacation time during their probationary period, they
are not entitled to take vacation leave until the probation has ended. This does not apply to internal
employees who are serving a 2nd probation as a result of changing job roles in response to an
internal posting.
Once a permanent full-time employee starts their 4th year of employment at TNO, they have the
option of banking up to 10 days of vacation time every 2nd year. This vacation accumulation must
be taken during the following calendar year. Application for this carry-over must be made in
writing and approved by the immediate Manager and the Executive Director.
(For example, as of March 2nd, 2006, Alex started their 4th year of employment at TNO. They are
entitled to 20 days of vacation for that year, but they only want to use 13 days this year and bank
the remaining 7 days for next year because they anticipate needing lots of time off for their wedding
and honeymoon. They submit their written request and it is approved by their Manager and the
Executive Director. So, for the year following March 2nd, 2007, Alex will have their allotted 20
days of vacation + they carry-over of 7 days from there 2006 allotment = 27 days. They cannot
bank any days for use in the year following March 2nd, 2008.)
REFERENCES
None

72
Sick Leave 8.3
PURPOSE
TNO has allotted paid days away from work that employees can use due to personal illness or for
the purpose of caring for an ill family member.
POLICY
Sick Leave credits may only be used in full or half day increments and for matters related to
personal illness or medical treatments or when the employee must care for an ill family member.
In this case a family member is defined as a spouse (including common-law or same sex partner),
child or step-child. Sick leave may also be used for caring for a parent, step-parent, in-laws, sibling
or step-sibling who live in the same household as the employee or anyone for whom an employee
holds guardianship. If time off is required for other reasons, employees must use other forms of
permitted absence as described in this policy section: ABSENCES & LEAVES.
An employee still absent from work due to illness beyond the earned sick leave benefits may be
eligible to apply for Employment Insurance. Employees should check with Employment Insurance
for details.
Applicability
Permanent full-time employees hired from March 1, 2016 will earn sick leave at a rate of 1.5
days/month (up to 18 days per year) unused sick days continue to accrue up to a maximum of 45
days. Employees hired before March 1, 2016 will hold the current balance as of March 31, 2016.
Employees hired before March 1, 2016 upon using their sick leave of the current balance below
45 days will accrue up to maximum of 45 days.
Permanent part-time employees will earn sick leave for up to 18 days per year prorated to their
part-time status, unused sick days continue to accrue up to a maximum of 45 days.
Subject to contract provisions, paid sick leave for LINC employees will be specified in their offer
of employment contract, these days do not accrue from year-to-year and any unused credits are
forfeit at the end of the contract term.
All contract full-time and part-time employees will earn sick leave at a rate of 1.5 days/month
prorated to their status.
Sick leave will not accrue while an employee is in receipt of sick benefits in excess of 30 days or
on unpaid of leave 4 weeks or more.

73
Procedure
As soon as an employee intends to be absent due to illness, they are required to immediately notify
their direct Supervisor/Manager or the Director/Executive Director. with at least 1 hour notice
before they are expected at work. They should also inform the Supervisor how long they anticipate
being away from work so that staffing can be re-arranged accordingly, if necessary.
TNO may request a Doctor’s Certificate from an employee.
A Doctor’s Certificate:
 May be required for any personal illness that exceeds 3 consecutive working days
 May be required when there appears to be a chronic pattern of regular absence from work due
to sick leave which may signal the need for another form of permitted absence as described in
this policy section: ABSENCES & LEAVES or the need for accommodation consistent with
the Ontario Human Rights Code.
 If excessive absenteeism occurs then the organization reserves the right to have the employee
checked by a doctor of the organization’s choosing.
Unused sick leave benefits cannot be converted into a financial payment. Any accumulated sick
leave at the end of a staff’s employment at TNO shall expire without any financial value.
When an employee has insufficient or no sick leave credits to cover the granting of sick leave with
pay, credits may be advanced at the discretion of the Director/Executive Director to a maximum
of 5 days subject to deduction from sick leave credits subsequently accumulated. In the event of
termination this salary advance must be repaid to the employer.
Long Term Disability

The Long-Term Disability benefits may take effect once an employee has been absent due to
illness for a period of 120 days and subject to approval and conditions of the insurance provider.
Prior to this period the employee must have:

 Used all of their accumulated sick leave AND
 Applied for EI sick leave benefits in order to bridge the gap until the end of the 90-day waiting
period
REFERENCES
Section: Absences & Leaves

74

Personal Emergency Leave (PEL) 8.4
PURPOSE
To ensure employees have an opportunity to take paid time off to attend to illness, injury, death
and certain emergencies and personal or urgent matters.
POLICY
All employees are entitled to two days of personal emergency leave (previously known as Personal
Paid Leave), in accordance to the Employment Standards Act, 2000. PEL may be used for illness,
injury, medical emergency or personal or urgent matters, also relating to a family member.
TNO may request supporting/additional document(s).
In this case, a family member is defined as: Spouse (includes both married and unmarried couples,
of the same or opposite genders) and siblings.
Parent, step-parent, foster parent, child, step-child, foster child, grandparent, step-grandparent,
grandchild or step-grandchild of the employee or the employee's spouse. Spouse of the employee's
child.
These personal emergency leave days cannot be carried over to subsequent years.
REFERENCES
4.1 Employee Classifications

75
Leaves of Absences 8.5
PURPOSE
To list leaves of absence that each employee of TNO - THE NEIGHBOURHOOD
ORGANIZATION (TNO) is eligible and to set guidelines for managing the following leaves of
absence.
POLICY
All employees of TNO would be eligible for the following leaves of absence:
Pregnancy and Parental Leave

All employees who have completed a minimum of 13 weeks of service at TNO shall be entitled to
pregnancy or parental leave without pay, in accordance with the Employment Standards Act. TNO
shall continue to pay the employee's extended benefits while on this leave of absence. The
employee must advise the Supervisor in writing of their expected inclusive dates of maternity,
adoption or parental leave at least two weeks prior to commencing the leave. Where possible TNO
highly recommends that staff planning to go on maternity leave or parental leave inform their
Supervisor at least two months prior to commencing the leave.
Family Medical Leave

All employees are entitled to family medical leave without pay (some benefits may be available
through Employment Insurance) for up to eight weeks in a twenty six week period. Family medical
leave is to provide care or support to family members for whom a qualified health practitioner has
issued a certificate indicating that they have a serious medical condition occurring with a
significant risk of death occurring within a period of 26 weeks.
In this case, family members are defined as per the Employment Standards Act, 2000.
Critical Illness Leave

All employees are entitled to Critical illness leave without pay. Critical illness leave may be taken
to provide care or support to a critically ill minor child or adult who is a family member of the
employee, in accordance with the Employment Standards Act, 2000.
Family Caregivers Leave

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All employees qualify for family caregiver leave. Family caregiver leave may be taken to provide
care or support to certain family members for whom a qualified health practitioner has issued a
certificate stating that they have a serious medical condition.
Family members for whom a family caregiver leave may be taken are in accordance with the
Employment Standards Act, 2000.
Crime-related child disappearance leave

All employees who have completed at least six months consecutive service at TNO shall be entitled
to crime-related child death or disappearance leave without pay, in accordance with the
Employment Standards Act, 2000.
Child Death Leave

All employees who have completed at least six consecutive months is entitled to a leave of absence,
if a child of the employee dies, without pay and in accordance with the Employment Standards
Act, 2000.
Domestic or Sexual violence leave

All employees who have completed at least thirteen consecutive weeks of service are entitled to
domestic or sexual violence leave, in accordance with the Employment Standards Act, 2000. It
provides time off to be taken for specific purposes when an employee or an employee’s child has
experienced or been threatened with domestic or sexual violence.
Time Off for Jury Duty

At TNO, staff who is called to jury duty will be granted a leave with pay and benefits for the
duration of their jury duty. However, all fees/monies received by the employee for jury duty must
be reported to TNO. The employee can either turn over the full amount to TNO or choose to have
the amount deducted from their pay.
Time Off to Vote

All eligible TNO staff in compliance with the requirements set out in the Elections Ontario
Election Act and Canada Elections Act shall be provided up to three consecutive hours off work
to vote in provincial or federal elections. This time would be made available only if the employee
does not have three consecutive hours of their own time for voting. Employees who wish to avail
the three hours off work must:
 Make a written request to the Supervisor

 Ensure that the time is convenient to the employer
All requests for such time off must be granted. For more information on the legislation affecting
time off to vote, see Section 6 of the Ontario Election Act.
Bereavement and Compassionate Leave

In the event of the death or serious illness of a member of the employee's immediate family, paid
leave of up to three (3) days is granted. Immediate family is normally defined as parents, grand-
parents, spouse/partner, siblings, grandchildren, in-laws, children and immediate family of spouse

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as defined above. At the discretion of the Director/Executive Director, bereavement compassionate
leave may be granted for other relationships, taking into account different cultural practices.
Other Absences
All other leaves for personal reasons shall be unpaid leave. In order for a leave request to be given
consideration, the requesting employee must have been actively employed by TNO for at least
three years and not have been granted such a leave within the three year period preceding the
request.
All applications for unpaid leave shall be made in writing to the Program Director/Executive
Director through their respective Supervisor. A request for an unpaid leave must be received a
minimum of three months prior to the proposed date of leave. Requests for Leave of Absence are
determined on a case-by-case basis. There is no automatic qualification for a Leave of Absence
and the decision to grant or deny a leave in one case or based upon one set of circumstances will
have no bearing upon any other request, except to the extent that program staffing levels are
impacted.
REFERENCES

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SECTION 9:
OCCUPATIONAL HEALTH & SAFETY

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ORGANIZATION OCCUPATIONAL
HEALTH & SAFETY
Health & Safety 9.1
PURPOSE
To protect workers against health and safety hazards on the job.
POLICY
It is the policy of TNO to regard the health and safety of its employees, volunteers and clients as
the number one priority and as a continuing objective for the organisation. TNO will make every
effort to provide a safe, healthy work environment. All employees, Supervisors and workers
must be dedicated to the continuing objective of reducing risk of injury.
It is the policy of TNO to comply with legislative requirements and to make all our locations a
safe place to work. TNO will strive to eliminate any foreseeable hazards which may result in
personal injuries or illnesses, fires, security losses, property damage and accidents.
Loss prevention is the direct responsibility of all who are associated with TNO. We expect and
encourage their active participation in identifying and eliminating hazards, minimizing accidents,
working safely at all times, and following procedures necessary for the protection of all. Through
cooperation and the full acceptance of the responsibility to consider health and safety in every
activity, we will be able to make TNO a safe place to work.
Joint Health and Safety Committee

TNO has a Joint Health and Safety Committee (JHSC), including a worker representative and a
management representative, that deals with health and safety matters in the workplace. The JHSC
members are to receive training and be certified with Basic Certification and Workplace-Specific
Hazard Training. The worker representative is selected by the non-management staff of TNO
The JHSC is co-chaired by the two representatives and meets at least once every three months and
is required to inspect the workplace each month. Minutes of the committee’s proceedings must be
kept and be available to a Ministry of Labour inspector.
The JHSC has the following functions:

 Identify potential health and safety problems
 Make recommendations on ways to improve health and safety in the workplace
 Recommend the establishment, maintenance and monitoring of programs, measures and
procedures related to the health and safety of workers

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The JHSC has the right to:
 Investigate work refusals
 Investigate serious accidents
 Inspect the workplace at regular intervals
Incident/Accident Reporting
An incident/accident report will be completed as needed and submitted to the Executive Director.
The management team will review all incident/accident reports and send a copy of all to Joint
Occupational Health and Safety team for review.
In the event of an accident, the first thing to do is to attend to the employee.

 First aid should be administered by a qualified person.
 If a physician or hospital is required, TNO will immediately arrange for transportation to
a doctor or Emergency at the closest hospital
Any accident should be reported to the immediate Supervisor.
If the accident involves a critical injury or fatality, the accident site must be sealed off until cleared
by a Ministry of Labour inspector. A critical injury is one that:
 Places life in jeopardy
 Produces unconsciousness
 Results in substantial loss of blood
 Involves the fracture of an arm or leg
 Involves the amputation of a leg, arm, hand or foot
 Consists of burns to a major portion of the body
 Causes the loss of sight
An investigation into a safety-related incident should begin immediately after an employee is given
medical attention. If the employee injury results in disability or the need for medical care, the
accident must be reported to the WSIB (Workplace Safety and Insurance Board).
If the accident involves a critical injury or fatality, then it must be reported to the Ministry of
Labour.
Any unsafe conditions identified by the investigation are to be immediately corrected by the
responsible Supervisor.
REFERENCES
Occupational Health and Safety Act
TNO Health and Safety Training Materials

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HEALTH & SAFETY
Drug and Alcohol Use, Smoking 9.2
PURPOSE
To set guidelines for drug, alcohol, and smoking (including vaping) at TNO facilitates.
POLICY
This policy is applicable anytime that an employee or Board member is on duty for TNO or
representing TNO, including breaks, and to those who work in TNO sites.
All TNO staff are responsible for maintaining a safe environment for all, therefore staff, students
and volunteers are not to be impaired by a substance at work given that impairment can affect
productivity, professionalism, judgement, morale and quality of work.
Written proof from a medical doctor is required from an employee who must consume controlled
substances for medical purposes.
Employees are strictly prohibited from non-medical use of controlled substances and consumption
of alcohol at all times while on duty for TNO. Any staff working while under the influence of
alcohol or the non-medical use of drugs may be subject to immediate dismissal. Where addiction
to controlled substances requires accommodation, TNO will comply with related accommodation
legislation.
Furthermore, employees are strictly prohibited from manufacturing, selling, and distributing
illegal/controlled substances and alcohol while on duty for TNO.
Alcohol consumption may only be permitted on agency premises or at agency functions with the
prior approval of the Executive Director for staff social functions. All events hosted by TNO are
smoke-free and drug-free.
TNO maintains a smoke-free working environment at all of its work sites and employees are only
allow to smoke at TNO premises in accordance with provincial and city building regulations.
The Canadian Human Rights Commission uses the following characteristics to help identify
impairment due to a substance (please note, the following are not limited to and do not always
indicate impairment due to a substance):
 Personality changes or erratic behavior (e.g. increased interpersonal conflicts; overreaction

to criticism);

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 Appearance of impairment at work (e.g., odour of alcohol or cannabis, glassy or red eyes,
unsteady gait, slurring, poor coordination);
 Working in an unsafe manner or involvement in an accident/incident;
 Consistent lateness, absenteeism, or reduced productivity or quality of work.
All employees of TNO are obligated to advise Management if their ability to safely perform their
work is impaired for any reason. These abilities include working in a safe manner, being safety
conscious on the job, and cooperating with the health and safety measures established.
If an individual has been identified or is suspected of being impaired at work, by a substance, their
immediate Supervisor should be notified immediately. The Supervisor, in collaboration with
Human Resources will initiate an immediate investigation of the concerns raised.
The process for the investigation is as follows:
 The Supervisor and Human Resources will determine if the staff is fit for duty.
 If staff is not fit for duty, they will be removed from any safety related responsibilities.
 The Supervisor and Human Resources will conduct an investigation to gather information
and determine the appropriate next steps.
Throughout the investigation, staff may be temporarily re-assigned to another role or
placed on leave.
 The following actions taken by TNO may lead to disciplinary action up to and including
termination of employment.
 Throughout the process, the staff is encouraged to seek advice or access supports through
the Employee Assistance Program, consulting a personal physician, or seeking information
on resources from Human Resources.
REFERENCES
2.4 Accommodation
Canadian Human Rights Commission

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HEALTH & SAFETY
Workplace Abuse, Violence and Harassment Prevention 9.3
May 2009 REVISION: DATE:
June, 2019 April, 2022
PURPOSE
TNO - The Neighbourhood Organization is committed to preventing workplace violence and
harassment including sexual harassment. This policy defines behaviour that constitutes workplace
violence and harassment, and establishes proactive procedures for preventing, reporting and
resolving such incidents.
The joint health and safety committee (JHSC) at TNO is committed to ensuring that the
workplace is free of abuse, violence, and harassment including sexual harassment. This policy
complies with legislation governing workplace violence and harassment in Ontario:
 The Occupational Health and Safety Act

 The Criminal Code of Canada
 The Ontario Human Rights Code
 The Workplace Safety and Insurance Act, 1997
 Ministry of Social & Community Services
 Human Rights Act
 Ontario's Child and Family Services Act (CFSA)
Policy Statement
TNO recognizes the potential for violence and sexual harassment in the workplace. We will
therefore make every reasonable effort to identify all potential sources of such risk to eliminate or
minimize them through our workplace violence and harassment program.
TNO will make every reasonable effort to:
 Train management and staff;
 Identify sources of violence and sexual harassment;
 Establish reporting requirements and procedures designed to address violent acts, threats
of violence and harassment;
 Reduce or eliminate the risk of violence and;
 Implement policies and procedures to be adhered to by the workforce
 TNO will not tolerate any type of violence or harassment within the workplace or during
work related activities
TNO is committed to allotting whatever time, attention, authority and resources necessary to
ensure a safe and healthy working environment for all employees and clients to whom we provide
care.

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The protection of employees from work place violence and harassment are established under the
Ontario Occupational Health and Safety Act. It is an occupational health and safety hazard when
occurring in the workplace. It is defined as:
 The exercise of physical force by a person against a worker that causes or could cause
physical injury
 An attempt to exercise physical force against a worker that could cause physical injury
 A statement or behaviour that a worker would have reason to interpret as a threat to exercise
physical force and that could cause physical injury
 Domestic violence is workplace violence if it occurs in the workplace.
TNO shall take every reasonable step to protect employee(s), if the Employer is aware, or ought
reasonably to be aware, that domestic violence would likely expose an employee to a physical
injury. TNO will take every reasonable precaution in the circumstances to protect the individual
and other employees.
Definitions Associated with Workplace Violence and Harassment
Verbal/Emotional/Psychological abuse: is a pattern of behaviour that makes someone feel

worthless, flawed, unloved, or endangered. Like other forms of abuse, it is based on power and
control. Examples include: swearing, put-downs/name calling over a period of time, labelling the
victim in a derogatory way such as stupid, crazy or irrational, acts of humiliation, extreme jealous
behaviour, attacking the victim’s self-esteem in other ways. It can also include harming pets and
damaging property.
Threat: (verbal or written) is the communicated intent to inflict physical or other harm on any
person or to property by some unlawful act. A direct threat is a clear and explicit communication
distinctly indicating that the potential offender intends to do harm, for example, “I am going to
make you pay for what you did to me.” A conditional threat involves a condition, for example, “If
you don’t leave me alone you will regret it.” Veiled threats usually involve body language or
behaviours that leave little doubt in the mind of the victim that the perpetrator intends to harm. It
can include stalking behaviours. Various electronic social media may be included in forms of either
threats or abuse. Physical Attacks: is aggression resulting in physical assault/abuse with or without
the use of a weapon. Examples include hitting, shoving, pushing, punching, biting, spitting,
groping, pinching, or kicking the victim, unwelcome displays of affection or inciting an animal to
attack.
Psychological Abuse: is an act that provokes fear or diminishes an individual’s dignity or self-
worth or that intentionally inflicts psychological trauma on another. Assault: is any intent to inflict
injury on another, coupled with an apparent ability to do so; any intentional display of force that
causes the victim to fear bodily harm.
Sexual Abuse/Harassment: is any unwelcome verbal or physical advance or sexually explicit

statement, such as jokes, displays of pornographic material, pinching, brushing against, touching,
patting or leering that makes a person feel humiliated, intimidated or uncomfortable, thus
interfering with work performance. Incidents involving sexual harassment include unwelcome

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sexual advances, requests for sexual favours, or other verbal or physical conduct of a sexual nature
when:
 Such conduct might reasonably be expected to cause insecurity, discomfort, offence or
humiliation to another person or group; OR
 Submission to such conduct is made either implicitly or explicitly a condition of
employment, appointment, approval of privileges, an educational/training opportunity, or
receipt of services or a contract; OR
 Submission to or rejection of such conduct is used as a basis for any employment,
reappointment, or advancement decision (including, but not limited to, matters of
promotion, raise in salary, job security and benefits affecting the employee); OR
 Such conduct has the purpose or the effect of interfering with a person’s work performance
or creating a difficult, intimidating, hostile or offensive work environment.
 Within this context, types of behaviour which constitute sexual harassment include, but are
not limited to:
 Sexist jokes causing embarrassment or offence
 Leering (suggestive staring)
 Sexually derogatory or degrading remarks directed towards a person because of their sex,
sexual orientation, and gender identity or gender expression
 Sexually suggestive or obscene comments or gestures
 Unwelcome inquiries or comments about a person’s sex life
 Inappropriate or unwelcome focus/comments on a person’s physical attributes or
appearance
 Persistent or unwelcome sexual flirtation(s), advance(s), proposition(s)
 making unwelcome sexual advances where the offender is in a position to confer, grant or
deny a benefit or advancement against a worker
 Displaying printed material of a suggestive or sexually offensive nature.
 An implied or expressed promise of a reward, benefit or advancement in return for sexual
favours, or reprisal if such favours are not given
 Persistent unwanted contact or attention after the end of a “consensual” relationship
 Unwanted touching or patting
 Verbal abuse or threats
Sexual Assault: is the use of threat or violence to force one individual to touch, kiss, fondle or
have sexual intercourse with another. Examples of sexual assault include, but are not limited to:
 Touching which is committed in circumstances of a sexual nature; and
 The threatened use of violence to force a person to engage in sexual conduct
Near Miss: is an act of acting out and or striking out, but missing the target. This may include: a
punch or hit thrown but missed, object thrown but missed, lurking and stalking.
Poisoned Work Environment: is a hostile and abusive work environment resulting from
harassment by comment or conduct that ridicules or demeans an individual or specific group of
employees: for example, racial slurs or derogatory comments about sexual orientation. It can also
include actions or inactions witnessed that create or can be interpreted as creating an offensive
term or condition of employment or continued employment. The offending action does not need
to be directed at the individual who claims to be harassed.

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Harassment: is acting in a manner contrary to the prohibited ground for discrimination in
employment and services as established under the Ontario Human Rights Code. The Ontario
Human Rights Code
recognizes the inherent dignity and equal and inalienable rights of all members of the human
family. The aim is to create a climate of understanding and mutual respect for the dignity and
worth of each person so that each feels part of the community and is able to contribute fully to the
development and well-being of the community and the Province.
Every person has a right to equal treatment with respect to employment without discrimination
because of race, ancestry, place of origin, colour, ethnic origin, gender, citizenship, creed, sex, and
sexual orientation, age record of offences, marital status, family status or disability. Every person
has a right to freedom for sexual harassment. Harassment and sexual harassment, includes
instances of conduct that is known or ought to reasonably be known to be unwelcome and
unwanted.
Harassment may include words, use of social media, gestures, jokes, remarks, innuendo, taunting
about a person’s body, attire, age, marital status, ethnic or national origin, religion and so on.
Harassment extends to incidents occurring at or away from the workplace, during or outside
normal working hours when such incidents are employment related.
Examples of harassment include, but are not limited to:

 Remarks, jokes, taunts, or insults about a person or a group of people identified by a
Prohibited Ground (i.e., such things as race, colour, place of origin, ancestry, ethnic
background, gender, creed, disability, etc.);
 The displaying of racist, sexually suggestive or other offensive or derogatory pictures,
cartoons or material
 Insulting gestures or practical jokes based on sexual, racial or ethnic grounds which cause
embarrassment or awkwardness
 Knowingly making a false complaint
 Insisting that employees only speak English if it does not negatively affect the work being
done
 Making ridiculing, taunting, belittling, humiliating or insulting comments;
 Physically intimidating behaviour or threats;
 Use of profane, abusive or threatening language;
 Harassment does not include appropriate direction, evaluation, appraisal or discipline of an
employee by a supervisor or manager.
Workplace Bullying: this is repeated, and persistent negative acts towards one or more
individuals, which involve a perceived power imbalance and creates a hostile work environment.
Workplace bullying can include, social isolation, personal attacks on a person’s private life or
personal attributes, over monitoring of work, intentionally withholding information required for
the performance of the job, rumours, excessive criticism, verbal aggression, with holding job
responsibilities and the inappropriate use of social media. Bullying extends to incidents occurring
at or away from the workplace, during or outside normal working hours provided such incidents
are employment related.

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Domestic Violence: is also known as personal relationship violence in the workplace. It is
normally from someone who has or has had a personal relationship with an employee. They
employ a pattern of coercive tactics meant to hurt, intimidate by or the threat of physical force,
verbal harassment or manipulation (i.e. financial or emotional).
Employees: Unless otherwise noted in this policy, employees shall mean such individuals as but
not limited to directors, managers, supervisors, front line staff, board members, contractors,
subcontractors, volunteers and placement students.
Responsibilities: Human Resources/Health & Safety Officer shall provide the guidance to
Management and the Joint Health and Safety Committee and involve the employee(s), in the
assessing of workplace violence and harassment hazards in all jobs and in the workplace as a whole
including homebound client care. The risk assessment of workplace violence and harassment shall
occur at least annually, whenever new situations of risk occur or when new jobs are created or jobs
are substantially changed. The assessment of risk is communicated to the employees affected.
All employees in their work are expected to be vigilant of risks of violence/harassment and are
required to report risks/hazards to their supervisor in a timely fashion. Employees who are victims
of violent incidents in the workplace are advised to consult a physician for treatment or referral
for counselling. Staff who may be victims or exposed to violence/or harassment are encouraged to
make use of the confidential Employee Assistance Program (EAP).
TNO is committed to working with its employees to develop strategies and practices for the
ongoing reduction of risks of workplace violence and harassment. These include but are not limited
to training, education, information exchange and annual and periodic reviews of practices and
procedures.
Roles and Responsibilities of Workplace Parties

TNO recognizes all employees, volunteers, clients, visitors, independent contractors as covered
under this policy
Employer:
 Provide orientation to all new staff concerning Workplace Abuse, Violence and
Harassment Prevention Policy and Program
 Ensure that measures and procedures in the violence and harassment prevention program
are carried out. Hold management accountable for responding to and resolving complaints
of violence
 Ensure compliance by all who have a relationship with the agency, such as community
partners, contractors, volunteers, etc.
 Post a copy of this policy in the workplace.
 In consultation with the JHSC, conduct regular risk assessments
 In consultation with the JHSC, establish control measures.
 In consultation with the JHSC, establish and deliver training and education for all
employees.
 Integrate safe behaviour into day-to-day operations.
 Develop a reporting process for incidents of workplace violence and harassment.

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 Investigate all reports or threats of violence/harassment in a prompt, objective and sensitive
way in collaboration with the JHSC
 Report incidents of workplace violence to the JHSC within four days if an employee is
disabled from performing their own work or receives medical attention because of an
incident.
 Take corrective action.
 Provide response measures
 Facilitate medical attention and support for those involved directly or indirectly.
 Ensure any deaths or critical injuries are reported to a Ministry of Labour (MOL) inspector,
the police (as required) or JHSC representative, as well as investigated with JHSC. Send
the report explaining the circumstances to all parties in writing within 48 hours of the
occurrence. Include information and particulars prescribed by the Occupational Health and
Safety Act and regulations.
 Ensure a report goes to WSIB of all accidents where a worker loses time from work,
requires healthcare, earns less than regular pay or performs modified work at regular pay
for more than seven days.
 Supervisors/Managers/Directors:
 Shall enforce policy, procedures and monitor worker compliance.
 Not permit any worker to do work if it is likely to endanger the worker or another worker.
 Not engage in or condone any acts or behaviours that are in conflict with this policy.
 Investigate all workplace violence using the organization’s accident investigation
procedure and form, and contact the police as required
 Shall complete the WSIB Form 7 when required
 Shall notify and request police involvement as required
 Provide for first aid and/or medical attention if required
 Debrief those involved in the incident either directly or indirectly
 Contact Human Resources/Health & Safety Officer to ensure the employee receives further
counselling about her/his legal rights
 Request other supports through the Employee Assistance Program
 Track and analyze incidents for trending and prevention initiatives.
 Immediately report a death or critical injury to an MOL inspector, the police (as required),
JHSC, H&S representative and trade union, and investigate with JHSC Report the
circumstance to all parties in writing within 48 hours. Include information and particulars
prescribed by the regulations. Copies of accident information where there is no critical
injury must be provided to the JHSC and the Executive Director within four days of the
occurrence, as prescribed by the Occupational Health and Safety Act.
 Issue a report to the employer and WSIB on all lost-time accidents where an employee
requires healthcare, earns less than regular pay for regular work, requires modified work
at less than regular pay or performs modified work at regular pay for more than seven days.
Copies of accident information where there is no critical injury must be provided to the
JHSC and the trade union within three (3) days of the occurrence, as prescribed by the
Occupational Health and Safety Act.
Employees:
 Participate in education and training programs so you can respond suitably to any incident
of workplace violence or harassment.

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 Understand and comply with the violence and harassment prevention policies and related
procedures.
 Report all incidents or injuries of violence/harassment or threats of violence/harassment to
your supervisor immediately, Complete the Accident/Incident Form
 Inform the JHSC or the employee member of the JHSC about your concerns regarding the
potential for violence/harassment in the workplace
 Contribute to risk assessments.
 Seek support when confronted with violence/harassment or threats of violence.
 Not engage in or condone any acts or behaviours that are in conflict with this policy
 Shall refuse to do work if they have reason to believe that it is likely to endanger themselves
or another worker.
 Report all incidents of violence and/or threats of violence to their supervisor immediately.
 Seek appropriate support from available resources, when confronted with violence or
threats of violence.
 Shall not voluntarily get directly involved in any actions to deter robbery, violent acts or
other serious criminal behaviour where such involvement would result in violence directed
at them. This does not include immediately notifying police.
 Shall, except for the duty to report violence, maintain this type of sensitive personal
information as confidential.
 Be supportive of staff that may be experiencing forms of harassment especially domestic
violence.
 At least once a year, participate in a review of the workplace violence and harassment
prevention program.
Joint Health and Safety Committee (JHSC):

 Consult with all stakeholders in the process of development and implementation of
violence prevention measures and procedures (the violence and harassment prevention
program).
 Make recommendations to the employer for developing, establishing and providing
training in violence prevention measures and procedures
 At least once a year, take part in a review of the workplace violence and harassment
prevention program.
 Investigate all reports or threats of violence/harassment in a prompt, objective and sensitive
way in collaboration with the Employer
 The worker-designate should investigate all critical violence-related injuries.
 Immediately review reports of critical injury or death. Outline in writing the circumstances
and particulars within 48 hours of the occurrence. Within four days, review written notices
of lesser injuries where any person is disabled from performing his or her usual work or
requires medical attention.
Reporting and Investigations

Reporting all reports of incidents or potential incidents of violence will be taken seriously and
dealt with in an appropriate, respectful and timely fashion.

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Reporting Emergencies: (Immediate danger; weapons involvement; physical injury related to
violent behaviour; and obvious signs of abusive and/or threatening behaviour):
1. Staff who are being physically threatened or feel there is a potential for violence, are to
CALL 911 immediately. Critical information will be required by the 911 Attendant (i.e.
offender still present; whether weapons are involved; etc.). If possible, the staff in question
should contact his/her supervisor. After the emergency has been handled, an
Accident/Incident Report must be completed.
2. In the Developmental Services, Supervised Access and Transitional Housing programs,

staff will follow written protocols/behaviour escalation continuums including on-call
emergency procedures for dealing with client-related physical & verbal aggression directed
towards staff or other clients.
Reporting:
 Employees are to report all violence-related incidents including abuse, assault, near misses,
threats, verbal abuse, domestic violence and harassment to their manager, supervisor and
the JHSC. This report can be made confidentially at the employee’s request. However,
sharing information to ensure the safety of others and prevent recurrence may be necessary
(e.g., contents of a police report) etc.
 The reporting worker may make the report confidentially indicating the need for
confidentiality to her/his direct manager, supervisor, director (or in that person’s absence,
to another manager or supervisor)
 Managers, supervisors, directors will promptly notify the JHSC to all reports and incidents.
 Workplace violence incidents shall be reported by completing the Accident/Incident
Report Form and following the steps in the Internal Complaints Protocol (Grievance
Policy)
 Safety alerts to all staff will occur when required
 The employer reports all injuries to the MOL and WSIB as required by the Occupational
Health and Safety Act and Workplace Safety and Insurance Act.
 Work refusals and critical injury reporting shall be in accordance with the Right to Refuse
Policy
 The supervisor will investigate and ensure that appropriate and reasonable measures are
taken to safeguard employees.
 TNO is committed to providing support services to victims of violence. Confidential
counseling through the Employee Assistance Program (EAP) shall be available to
employees who are victims of violence and to those who are experiencing personal
problems in relation to violence.
 No employee shall be disciplined or reprisal taken for an employee reporting an incident
of violence or refusing to perform work as a result of a health and safety concern.
 Failure to adhere to this policy, engaging in acts of violence or failing to report violence or
high-risk situations, may be subject to disciplinary measures up to and including dismissal
for cause.
Investigation
 If an incident of violence or harassment represents a potentially dangerous situation, the
Director/Manager/Supervisor shall notify the Executive Director immediately to ensure
appropriate safety plans are initiated.

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 The Executive Director may, as necessary, instruct the supervisor/manager(s) to inform
other employees in their department to protect their health and safety.
 The Executive Director will initiate the investigation of any incidents relating to workplace
violence or harassment as per the Internal Complaints Protocol (TNO Grievance Policy)
and assign completion the Violence & Harassment Incident Report Form.
 The Executive Director will decide on the appropriate involvement of Human Resources,
Directors, Managers and/or Supervisors in the investigation process as appropriate.
 The Executive Director or equivalent may involve other managers or supervisors in the
investigation as appropriate (e.g., when the incident involves clients or employees under
another managers or supervisors area of responsibility).
 The Joint Health and Safety Committee will be informed, make any recommendations and
participate in investigations and any related matters, including reports, trends etc.
The right to refuse work

A worker may refuse to work or do particular work where they have reason to believe that such
work is likely to endanger themselves or another worker. This includes when they believe they are
in danger from workplace violence, in accordance with the Occupational Health & Safety Act. A
worker who in accordance with this policy reports workplace violence or refuses to perform work
will not be subject to any form of reprisal or disciplinary action. However if a worker may not
refuse if it is a normal condition of the worker’s employment or when the worker refusal would
directly endanger the life, health or safety of another person.
Example: workers in a residential group home or other facility for persons with behavioural or
emotional problems, or physical mental or developmental disability. Refer to Section 43 (1)(2) of
the Occupational Health and Safety Act.
Consequences
Violence is a serious offence. Any individuals found to have perpetrated an act of violence may
be subject to disciplinary action up to and including dismissal for cause. In addition, individuals
may be subject to action under the Criminal Code of Canada.
Reporting
Using the Violence & Harassment Incident Report Form, the employee, director, manager or
supervisor documents all reports of workplace violence/harassment, hazards and measures taken
to address them.
 The Executive Director or equivalent reviews reports of workplace violence/harassment
and ensures that actions are taken
 All findings are reported to the complainant and all parties involved with recommendations
 The JHSC upon receiving the report may further investigate to ensure that measures are
taken to safeguard employees and curtail the violence or harassment.
 If the resolution of the incident is beyond the authority of the JHSC, they must make the
Executive Director or equivalent aware of the report.
 These findings are shared with the management, which are consulted regarding revisions
to the violence and harassment prevention-training program.
 The JHSC members who investigate the reported incident inform managers or supervisors
to warn all staff who might be affected about dangerous situations. They also tell the

92
reporting employee about the outcome of the investigation to help minimize the chance of
similar incidents.
 Where action is required by affected individuals they must ensure that all appropriate
measures are approved by the Executive Director (seek counselling, disciplinary actions
etc.) before communicated
 If a violent incident results in critical injury to a worker, the JHSC representative or worker-
designate investigates the incident or injury (section 9(31) OHSA) and reports to the MOL
and the JHSC.
 The JHSC and Executive Director will review all workplace violence or harassment
reports, monitor trends and make recommendations for prevention and changes to the
Workplace Violence and Harassment Prevention Program Policy.
 No report of workplace violence/harassment or risks of violence may be the basis of
reprisal against the reporting employee.
 The appeal process follows TNO’s Staff Grievance Policy- Supervisor, Manager, Director
of Programs, Executive Director and the Board in respect to false allegations or any
undesirable outcome
Support for Employees Affected by Workplace Violence

Managers, Supervisors, Directors will respond promptly, assess the situation and ensure that these
interventions are followed:
 Facilitation of medical attention;
 Debriefing (by skilled professional);
 Referrals to community agencies, treating practitioner and employee assistance program;
 Completion of incident reports, WSIB reports, reports to the MOL (critical injury or
fatality);
 Reporting to police (as required); and
 Team debriefing
Risk Assessment
Managers, Supervisors, Directors (with worker involvement) assess workplace violence on all
jobs, and the workplace as a whole. It reviews risk assessments annually, as well as when new jobs
are created or job descriptions are changed substantially.
Education
New employees will receive both general and site specific orientation to the workplace violence
and harassment prevention program. In addition, all employees will receive an annual review of
the programs general and specific components
Any training developed, established and provided will be done in consultation with, and in
consideration of, the recommendations of the JHSC.
Program Evaluation
The effectiveness of the workplace violence and harassment prevention program is evaluated
annually by the Employer and reviewed by the JHSC ensuring amendments to the policy are
implemented.

93
Workers, managers, supervisors and directors are accountable for establishing and implementing
the policy and procedures related to workplace violence and harassment. Responsibility for
complying with the health and safety policy is part of a managers, supervisors and workers job
description. Included in the health and safety components of job descriptions are management
responsibilities for enforcing policies and procedures, investigating and responding to workplace
violence and harassment.
Accountability
All workplace parties are accountable for complying with the policy, program, measures and
procedures related to workplace violence.
Records
All records of reports and investigations of workplace violence and harassment are kept for five
years.
Policy Review
This workplace violence and harassment prevention policy and program will be reviewed
annually.
Workplace violence reporting procedures, refer to Appendix I
REFERENCES
The Occupational Health and Safety Act
The Criminal Code of Canada
The Ontario Human Rights Code
The Workplace Safety and Insurance Act, 1997
Ministry of Social & Community Services
Human Rights Act
Ontario's Child and Family Services Act (CFSA)

94
SECTION 10: TRAVEL

95
ORGANIZATION TRAVEL
Expenses & Allowances 10.1
PURPOSE
To set guidelines for reimbursement for out-of-pocket expenses incurred by staff and allowable
expenses incurred while on TNO - THE NEIGHBOURHOOD ORGANIZATION (TNO) business
travel within or outside of the GTA.
POLICY
Requests for reimbursement /expenses must be received 1 week prior to the cheque run in order to
be processed by the Finance Department. All expenses need prior Supervisory approval before the
expenditure.
The following expenses would be considered as reimbursable:
Program Expenses
Minor expenses for a specific program/department may be recouped from that
program/department’s petty cash through submission of receipts to the immediate Manager.
Public Transportation
Staffs who use the TTC for job-related travel will be reimbursed at the rate of a single TTC fare
to the monthly maximum of the cost of a Metropass provided, in which proof of payment is
required.
Personal Vehicle
Kilometers are chargeable when an employee is requested by TNO to use their personal vehicle
for business travel. The current reimbursement rate per kilometer is $0.50 and is subject to change
upon periodic review. This rate is intended to cover the cost of gas, depreciation, repairs,
maintenance and insurance. A record must be kept of the total kilometers driven per trip. Kilometer
reimbursement will not be made to those employees provided with a car allowance.
Ground Transportation
TNO will reimburse reasonable expenses associated with ground transport, including personal
automobile, taxi or car rental, as business circumstances warrant.
Taxi
Transportation to and from airports, trains stations and other destinations for business purposes is
an allowable expense. Car-pooling and/or public transit should be used if reasonably convenient
and more economical. When using a taxi for business transportation, a receipt must be obtained to
support the expense claim. Tips are based on service and can range from 0% to 15%.

96
Rental Car
Car rentals are chargeable when public transportation is not available or is impractical and is
approved by the direct Supervisor. TNO authorizes the rental of a midsize vehicle and will not
reimburse rental of navigational systems, etc.
Meals
Meal costs are allowable expenses that occur as a result of an employee conducting business
away from the office and/or on a business trip for a period of 24 hours or longer. For day trips
that don’t include an overnight stay, lunch is chargeable to TNO. Dinner is chargeable if travel
after 6:00 p.m. is required. Alcoholic beverages will not be reimbursed.
The following are considered reasonable and acceptable meal expenses and should be used as a
guideline:
Breakfast $10.00
Lunch $15.00
Dinner $20.00
Hotel Accommodation
Employees are entitled to be reimbursed for overnight accommodation if their business travel
reasonably requires an overnight stay in a location that is not their primary location of residence
or travel to and back to their primary location of residence could pose significant difficulty.
Chargeable accommodation includes hotel room and room tax only. TNO will cover the cost of a
standard room. Use of the in-room mini bar and movies will be at the employee’s expense.
In situations where accommodation is provided (Ex- accommodation provided by conference

organizers) employees must make use of such facilities.
Miscellaneous Expenses
The following chargeable expenses fall under the miscellaneous category:
 Parking Costs
 Airport Improvement Fees
 Laundry and dry cleaning for trips over 7 business days
 Telephone charges (business related calls while traveling)
Unallowable Expenses
TNO does not cover the following expenses:
 Traffic and parking violations
 Toiletry articles
 Cancellation or change fees on travel unless as a result of TNO’s decisions
 Expenses for personal activities while on a business trip (i.e. in-room movies, sightseeing,
recreational activities, theatre and sporting event tickets and souvenirs)
 Car washes, windshield-washing fluid, vehicle maintenance
 Personal credit card interest charges and late fees
 Spa or massage charges

97
 Childcare, daycare or babysitting
For reimbursement of all expenses, employees must use applicable TNO expense form(s) and have
it approved by their immediate Supervisor/Manager before submission to the Finance department.
REFERENCES
Section: Compensation

98
ORGANIZATION TRAVEL
Expense Claim 10.2
PURPOSE
To set guidelines for reimbursement of out-of-pocket expenses incurred by employees on behalf
of TNO - THE NEIGHBOURHOOD ORGANIZATION.
POLICY
All TNO employees who wish to be reimbursed for expenses incurred should complete the
expenses report form available from the Finance department. The purpose of the expense report is
to keep a record of all chargeable expenses incurred on behalf of the agency. In completing expense
forms, employees must allocate expenses to the appropriate program budgets.
The immediate Supervisor/Manager must approve all job-related travel and other out of pocket
expenses.
An approved expense form must be submitted to Finance department. Reimbursement of expenses
can be expected one week after submission date, or the following cheque run.
Minor expenses for a specific program/department may be recouped from that

program/department’s petty cash through submission of receipts to the immediate Manager.
The Finance department audits expense reports. This includes a review for completeness, proper
and adequate supporting documents. It is imperative that all supporting receipts are attached.
Where there is a discrepancy or insufficient information, Finance department will return the
expense form to the individual for further information and follow-up. This will result in a delay of
payment.
REFERENCES
Section: Travel
10.1 Expenses & Allowances

99
APPENDIX

100
APPENDIX I: Workplace Violence reporting procedures
Any member of TNO who believes that they are threatened or who experiences or witnesses any
workplace violence is defined in the Workplace Violence Prevention Policy number 9.3 must
promptly report it using the Workplace Violence Incident Report form. In the event of immediate
danger, refer to steps outlines in the Emergency Response Procedure.
When threatening or violent behaviour is connected to TNO or carried out on TNO property, the
employee must report incidents immediately using the following procedure:
1. All employees are responsible for reporting threats or violence to their supervisor or
manager and the JHSC. If the employee is direct supervisor is involved in the act, the
employee contacts the human resources department and Executive Director. In all cases,
the Workplace Violence Incident Report form needs to be completed.
2. If the perpetrator has no relationship to the organization or has a personal relationship with
an employee, the supervisor consults with the human resources department and the
Executive Director and contacts the police department. The police are also to be called
incidents involving serious, life threatening injuries to any client or employee.
3. Report incidents of client abuse immediately and complete the Workplace Violence
Incident Report form. The supervisor must immediately be notified.
4. JHSC must investigate all reports of violence. If cases of staff to staff, staff to management,
or management to staff incidents, contact human resources and the Executive Director.
5. TNO takes all the reported incidents of violence seriously and will not ignore, condone, or
tolerate disruptive, threatening or violent behaviour by any member of the agency
6. Managers, supervisors, staff or visitors engaged in such behaviour shall be removed from
the premises as quickly as safety permits. They shall be banned from access to TNO
premises pending the outcome of an investigation, members of the JHSC will conduct the
investigation or a response team that will be assembled at the direction of the manager/
Executive Director or his/her delegate.
7. TNO will do its best to preserve and protect the anonymity of those involved and
confidentiality in the alleged case. However, it may not be possible to preserve the
confidentiality or anonymity of those involved as it may be necessary for TNO to take
action, including consultation with others.
8. 8. If an individual involved believes the matter has not been resolved in a satisfactory
manner, the individual may file a grievance in accordance with the employee grievance
policy number 3.7. In no circumstances, will any person who in good faith reports an
incident of threats, intimidation or violence, or assists in its investigation, are subject to
any form of retribution, retaliation or reprisal.
9. Any person who makes or participates in such retribution or retaliation, directly or
indirectly, will be subject to disciplinary action. A person who believes they have been or
is being subjected to retribution or retaliation should immediately notify the Executive

101
Director or their designate or file a reprisal complaint with the Ontario Labour Relations
Board or file a grievance.
Prevention programs
TNO will confidentially support full-time employees with a list of service providers that are able
to assist with personal problems located in the human resources office.
TNO also provides training for recognition and prevention of violence through ongoing training,
workshops and printed materials for all employees.
The human resources department or their designee will conduct exit interviews when employees
retire, resign or are transferred or terminated, to help identify potential workplace violence-related
threats or problems.

102
APPENDIX II: Mobile phone sign out policy
For job related communication, TNO-The Neighbourhood Organization will assign mobile phones
to certain programs. In accordance with our mandates and policies, this cell phone is only for the
use of the assigned TNO staff not for any other (Eg: friend or family) and only for the purpose of
work - not personal use, gaming, streaming, illegal Download or upload of inappropriate, illegal
or obscene materials. TNO retains the right to monitor employees for excessive or inappropriate
use of their phones
Bell Cell Phone plan:

Shared minutes
Bell-to-Bell customer free calls
Unlimited incoming calls/text messages
Message centre (including call display)
Wi-Fi enabled
You are liable (must pay any charges) for:

 Long distance services
 Roaming Services
 Downloading applications etc.
 Extended Services (picture texting)
 Broken/Lost Phones
Policy Overview:
TNO-The Neighbourhood Organization cell phone policy offers general guidelines for using
personal and company cell phones during work hours.
The purpose of this policy is to help us all get the most out of the advantages cell phones offer our
organization while minimizing distractions, accidents, and frustrations improper cell phone use
can cause.
This policy applies to all TNO employees.
Cell Phone Use Guidelines:

The following are TNO-The Neighbourhood Organization’s basic guidelines for proper employee
cell phone use during work hours. In general, cell phones should not be used when they could pose
a security or safety risk, or when they distract from work tasks.
 Never use a cell phone while driving.
 Never use a cell phone while operating equipment.
 Do not use cell phones for surfing the internet or gaming during work hours.
 Avoid using work cell phones for personal tasks.
 Avoid using personal cell phones for work tasks.
 Do not use cell phones during meetings.
 Do not use cell phones to record confidential information.
We realize the cell phones can be great tools for our employees. We encourage employees to use
cell phones when:
 For making or receiving work calls in the appropriate place and situation to do so.

103
 For other work-related communication, such as text messaging or emailing, in appropriate
places and situations.
 To schedule and keep track of appointments.
 To carry out work-related research.
 To keep track of work tasks.
 To keep track of work contacts.
Disciplinary Action:
Improper use of cell phones may result in disciplinary action. Continued use of cell phones at
inappropriate times or in ways that distract from work may lead to having cell phone
privileges revoked.
Cell phone usage for illegal or dangerous activity, for purposes of harassment, or in ways that
violate the company confidentiality policy may result in employee.
GUIDELINES for USING YOUR TNO CELL PHONE EFFECTIVELY AT WORK

 The 'vibrate' function is your best friend. When working in a professional atmosphere,
the vibrate function should be a default. No one likes a loud ringer – especially when left
unanswered.
 Letting calls go to voicemail is not a sin. According to a survey of 1,500 adults by the Pew
Research Center, 24 percent of them said they felt obligated to take a call – even if it
interrupted an important meeting. Voicemail, however, can be just as efficient in
communicating with others outside of work.
 Maintain low tones. There are few things more annoying than a loud phone conversation,
and that rings doubly true when people are trying to get work done. Clearly explain to
employees to keep a low voice if they must answer their cell phones, or find a quiet area to
talk. It might also be helpful to designate a specific area, like a lobby or cafeteria.
 The reduced expectation of privacy. It’s reasonable to say that work issued phones are
subject to inspection and all calls, texts, website visits, pictures etc are monitored
 Immediately report lost, stole, or broken devices. As soon as you realize an agency-owned
phone has been lost or stolen: report it, so that service can be immediately turned off. You
may be subject to cost
 Camera Use: Most mobile devices today come equipped with cameras, taking pictures of
clients and youth without consent –written if under 18. Be careful where you take pictures
as well, some areas may be restricted. Pictures of confidential information can hold you
liable
 Public Conversations: Client conversations are part of client files. You must maintain
confidentiality: where all conversations, should be held in private – not in an elevator or
open space
 Talking and Texting While Driving: Ontario has strict laws that completely ban the use
of hand-held mobile devices while operating a vehicle. Using a TNO cell phone during
work hours- while driving is prohibited
 Harassment: Employees should immediately report to management if they feel harassed
through texts or e-mails sent from another's cell phone. Legal action can be taken if
someone feels they are being harassed

104
APPENDIX III: Social Media Guide
TNO, as part of its communication strategy, engages with different social media as a tool for
communication. Employees may communicate, share or express – and ultimately publish -
informational and/or media content that is relevant to the mission and objectives of the agency and
its programs, services, clients and the communities served; partners and funders only through
TNO’s official social media channels.
In addition to the guidelines outlined in the Social Media Policy, TNO recommends the following
to help employees appropriately use social media in their work and personal life.
1) Work and personal use should be separate
a. When publishing original TNO content, official TNO accounts must be used by staff,
including those tied to specific programs. All content posted should adhere to provisions
outlined in other policies (see Social Media Policy for list of related policies). In the event
that a post is deemed non-compliant, it may be removed.
b. Employees using social media for personal use should exercise caution when
communicating, presenting or displaying content relating to TNO, its programs and
services, clients and communities served, employees and volunteers, partners and funding
organizations.
c. If sharing TNO-related content on personal social media, use a disclaimer that explicitly
states that the statement, opinion or criticism expressed is solely that of the individual
employee and does not represent the views of TNO.
d. When sharing TNO-related content on personal accounts, it should be shared from TNO’s
accounts, rather than as an original post to avoid confusion around personal versus private
use.
2) Consider content public and permanent
a. Content that is shared in online communities cannot always be guaranteed to be private

and could be shared without your knowledge or permission.
b. Confidential or sensitive material pertaining to TNO’ programs and services, clients and
communities served, employees and volunteers, partners and funding organizations should
not be posted through the agency’s social media or personal social media accounts.
c. A good rule of thumb is that if you would not say or write something publically or if you
have any doubt, do not post it online and/or seek a second opinion.
3) Consent is key

105
a. Obtain written consent when possible when sharing photos on TNO’s social media,
especially when children are involved.
b.
c. Obtain verbal consent from photo subjects when they are clearly identifiable, especially
from parents when children are involved.
d.
e. In some public settings (such as events) written/verbal consent is not necessary, provided
that the pictures are respectful of privacy. At TNO events when it is not possible to obtain
written/verbal consent, agency Media Notices must be posted.

106
APPENDIX IV: Acknowledgement of Receipt
TNO – THE NEIGHBOURHOOD SECTION:
ORGANIZATION ----
POLICY NAME:
Acknowledgement of Receipt & Comprehension of TNO - THE
NEIGHBOURHOOD ORGANIZATION Human Resources Manual

June 2006 REVISION: DATE:
This Human Resources Manual is an important guide formulated to assist you in understanding
TNO - THE NEIGHBOURHOOD ORGANIZATION. Please read and sign the following
statement to indicate that you have received, read, and understood this Manual. Once signed, this
form will become part of your personnel file.
I, (print name)________________________________________________________________,
have received and read the copy of the Human Resources Manual. I understand that the policies
described in this manual are subject to change at the discretion of the Board of Directors. I
understand that this Manual supersedes all other previous employee manuals of TNO as of May
2010.
I understand that if the content of this manual is changed in any way, TNO may require an
additional signature from me indicating that I am aware of the new policies.
I acknowledge that I have read and understand the TNO Human Resources Manual.
EMPLOYEE (print name) _______________________________________
EMPLOYEE SIGNATURE _______________________________________
DATE _______________________________________
WITNESSED BY: (print name) _______________________________________
WITNESS SIGNATURE _______________________________________
DATE _______________________________________

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THE NEIGHBOURHOOD

Human Resources Policy Manual

TNO - THE NEIGHBOURHOOD ORGANIZATION© 2019. All Rights Reserved

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POLICY NAME: POLICY NUMBER:

APPROVED BY THE BOARD: MOST RECENT NEXT REVIEW

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Oppression is any intentionally or unconsciously negative discriminatory behaviour towards an

Oppression negatively influences an individual’s or a people’s equitable access to opportunities in

Oppression exists systematically and in numerous intersecting combinations in Canadian society

As an employer, TNO’s commitment to anti-oppression is demonstrated in the following ways:

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Definition of Client Information:

Sharing of Information Internally:

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Threat of Harm, Abuse or Violence:

Threats or Risk of Violence to TNO Employees:

Requests for Reports:

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POLICY NAME: POLICY NUMBER:

3.2a Official Use of Social Media

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3.2b Collection and Use of Media Content

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3.2c Personal Use of Social Media

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Additionally, in order to respect people’s sensitivities to chemical fragrances, employees are

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POLICY NAME: POLICY NUMBER:

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POLICY NAME: POLICY NUMBER:

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It is further defined as a situation where an individual uses or is perceived to use information,

Employees & Volunteers

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Examples of Conflict of Interest Situations

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Informal Conflict resolution and Grievance handling process:

Formal conflict resolution and Grievance Handling process:

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A written record of the action is to be maintained.

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A completed unsatisfactory job performance evaluation shall be considered as a form of a written

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