This document is intended to serve as a best practice guide to provincial Adjustment Advisory Program staff and managers, to be used in unionized downside adjustment situations. This is a working document and will be revised regularly.

These guidelines have been endorsed by the Ontario Ministry of Training, Colleges and Universities and its Adjustment Advisory Program. They were developed with the participation of and in consultation with representatives of the Ontario Federation of Labour and Canadian Labour Congress (Ontario) and the Ontario Region of Human Resources & Skills Development Canada.

1. It is recognized that labour unions have a central and vital role in the labour adjustment process. This legitimate role of labour unions will be recognized in the drafting of adjustment project contracts between government and stakeholders, including employers, union worker representatives and others.
2. When a labour union is the legal representative of a group of workers facing layoff, such union is entitled to name the worker representatives to the adjustment committee and to designate person(s) assigned to work in an action centre if the committee establishes one. In the case of a disagreement over the designation of a worker representative, the various National union representatives should be contacted for resolution.
3. It is recognized that employers bear sole responsibility for the layoff of employees and the associated financial costs including those related to worker adjustment (except in special circumstances). A union’s contribution to an adjustment project is usually made on an in-kind basis and no financial contribution is required.
4. It is recognized that unions have preferred service providers. These providers should be given notice of any tenders and appropriate consideration in the tender process.
5. National/International/Provincial unions and government ministries responsible for adjustment should advise each other of their key designates for initial contact with respect to adjustment projects and any issues arising in the course of a project. If contact with designated union is unsuccessful, the Canadian Labour Congress or Ontario Federation of Labour should be contacted. The contact list will be updated annually.
6. The Peer Helper (and Peer Coordinator) model is central to labour adjustment and should be supported, including their necessary skills development.
7. The Action Centre model is another vital and effective element of labour adjustment and should be supported in all aspects of its work.
8. Legitimate expenses of an adjustment project include lost time from work and/or honorariums to employees participating in committee meetings, action centre work, skills development or other work as assigned by the committee.
9. Committees will define their own form of governance subject to financial accountability. If an outside chairperson is hired, there must be flexibility in his/her role and such role may be increased/decreased over time by the committee.
10. Each adjustment project has its own unique set of circumstances. Flexibility is key. Affected workers’ needs should be the principal driver in the process and government rules should facilitate solutions.
11. The goal of labour adjustment projects is to address as full a range of adjustment needs as possible and as identified by the adjustment committee. Appropriate assistance should be provided for laid-off workers who seek immediate re-employment or self-employment, bridging to retirement, or educational, skills, and literacy upgrading. This may require a number of vocational and non-vocational supports, as identified by the committee, some of which may necessarily overlap. And there must be scope to address the special needs of women, older workers, ESL/FSL workers, equity groups, etc.
12. Government representative(s) will respect both the collective bargaining process between the employer and union and any agreement reached between the two parties relating to labour adjustment.

Signed on November 24, 2004