This page breaks down every proposed change in the 2026 Memorandum of Agreement, section by section. If you're looking for the overall summary, next steps, or background on the revision process, you’ll find that on the main MoA page.
What's new
Here's an overview of the biggest new features in this version of our Memorandum of Agreement with UW. Keep reading below for a section-by-section explanation of all the revisions and what they mean for staff.
Compensation negotiations
The most significant change in this MoA—and our top priority based on member feedback—is a new, fair, enforceable process for determining staff compensation. This strengthens our ability to advocate effectively, reflects the essential contributions staff make, and provides the predictability and clarity you’ve been asking for.
This new structure replaces informal salary conversations with formal negotiations, mediation, and, if needed, binding arbitration.
Association grievances
The 2022 MoA allowed the UWSA—not just individual staff—to file grievances, but it referred to policies that were not designed for institution-level disputes. The 2026 agreement introduces a dedicated section that outlines a clear, reliable process for the UWSA to address potential violations of policy, the MoA, and related commitments. When needed, the process can conclude with neutral, third-party arbitration. While we anticipate this option will rarely be required, it gives the UWSA a fair and enforceable way to resolve issues that affect staff more broadly—not just individual cases.
Other key changes
Beyond compensation and grievances, this MoA makes several other important improvements:
- Dues on your T4: The University will now report UWSA dues directly on staff T4s for tax deduction purposes.
- Stronger participation rights: More UWSA activities are now explicitly protected for member participation.
- Clearer access to support: Staff rights to seek advocacy support from the UWSA are clarified and more explicitly protected.
- Contract transparency: The UWSA will now be notified about changes to standard employment contract language.
- Guidelines engagement: The University will notify and engage with the UWSA as staff‑related guidelines are developed or revised.
- Membership vs. dues: To align with labour law, membership is no longer automatic, but dues remain mandatory for new staff contracts.
Annotated revisions
We've provided explanations for every substantive change. There are also minor edits throughout the MoA, such as correcting typos and renumbering items, that are not noted here. There are no changes to Section 4 (Staff Relations Committee), other than updating one job title.
Download the complete tentative agreement (PDF).
How to read the changes
We'll state whether each section or clause is new, revised, moved, or removed. You’ll see underlines for new content and strikethroughs for removed content—these are only there to help you compare versions. If an entire section or clause is new, it is not formatted as inserted text, for ease of reading.
We've also highlighted the most impactful changes in yellow.
Section 1 – Preamble
Subsection 1.1.3
Revised: The University recognizes the Association as the sole representative of University staff, as defined in Article 2
What's changed in 1.1.3
We added a few words here to make clear what we represent staff about.
This new language protects members by clearly establishing that we are your representative for employment conditions, not just an advisory group or social organization. It also aligns our Agreement with labour‑relations standards and legally establishes our representational jurisdiction, putting the entire agreement on firmer ground. This strengthens our ability to advocate on all issues affecting your work.
Please note that this language does not override anyone's right to negotiate employment contracts or severance, or to file complaints or grievances independent of the UWSA.
Subsection 1.1.4
Moved: The work of the Association is critical to the development and preservation of a healthy working environment and collegial relationship between Staff and the University’s senior administration. The University has a history of cordial and productive staff relations that has resulted in collaboration to ensure we have fair and equitable policies and problem resolution processes. The Association has been pivotal to building and maintaining this relationship.
What's changed
We moved this paragraph about the value of the UWSA up from section 2.3 on release time, as it reflects the spirit of the entire agreement.
Subsections 1.1.7 and 1.1.8
NEW: 1.1.7. In this Agreement:
- 1.1.7.1. “Last Amended Date” means October 25, 2022.
- 1.1.7.2. “Legacy Staff” means Staff employed before October 26, 2022.
- 1.1.7.3. “Effective Date” means [the date on which this Agreement takes effect].
- 1.1.7.4. Any dates (except for May 1) in Section 8 or 9 relating to compensation, compensation negotiations, or mediation-arbitration related to compensation shall be interpreted as the corresponding date immediately preceding the salary year commencing May 1.
NEW: 1.1. 8. Except as expressly provided in this Agreement, rights and obligations accrued under the Agreement effective as of the Last Amended Date are preserved and continue without interruption.
What's changed in 1.1.7 and 1.1.8
This is mostly language to facilitate the transition from the last MoA to the new one. We’ve also introduced the term “Legacy Staff” to refer to staff hired before the last MoA, which will be important in the dues section.
Subsection 1.2
Revised: This Agreement has the following purposes:
- 1.2.1. to foster a mutually beneficial relationship for the betterment of both Parties; and
- 1.2.2. to describe principles and general approaches for developing University Policies and guidelines concerning terms and conditions of employment; and
- 1.2.3. to define and describe the relationship between the University and the Association, to provide for regular communication and consultation between the University and the Association, and to provide a means for resolving differences which may arise between them.
What's changed in 1.2
We’ve added the word guidelines here to reflect that we will now have a role in the development of University guidelines concerning staff working conditions (see subsection 3.1.3.4).
Section 2 – Recognition and Rights of the Association
Subsection 2.1 – Definition of Staff
Revised: 2.1.1. For the purposes of this Agreement, Staff shall include all employees who are assigned a University Support Group (USG) job grade, with the exception of those positions listed in subsection 2.1.3 below 2.1.2 and who are not considered Members.
New: 2.1.2. Executive, governance, human resources, and other employer- representative roles carry confidential and institutional responsibilities, including substantial decision-making authority and autonomy, that directly influence matters the Staff Association may advocate for, creating unavoidable conflicts of interest. Excluding these roles maintains confidentiality, protects institutional integrity, and preserves the independence and credibility of the Staff Association.
Revised: 2.1.3. All members of University Executive Council, all Associate Vice- President, all Associate Provost and the University positions listed below are excluded from membership in the Association: University staff members in the following functional groups are therefore excluded from the definition of Staff, are not eligible for Association membership, and dues shall not be deducted from their salaries:
- Members of the University Executive Council
- Associate Vice Presidents
- Associate Provosts
- Finance Directors
- Director, Special Constables
- Positions at USG 16 and above
- All staff in the following offices:
- Office of the President
- Secretariat
- Legal and Immigration Services
- Office of Faculty and Academic Life
- Human Resources
- Positions within Vice-President Offices that directly report to Vice-Presidents or that otherwise have responsibilities which may put them in a conflict of interest regarding Association matters. For clarity, positions that are part of sub-units that report into Vice-President Offices but are not part of the Vice-President Office itself, are not excluded from Association membership (unless otherwise excluded above).
What's changed in 2.1
The MoA contains a defined list of roles that are not part of the UWSA. This is a standard practice in labour relations and is meant to prevent conflicts of interest—not to diminish anyone’s contributions or value as staff. To have formal negotiations and arbitration rights, we have had to add more roles to this list, to protect the integrity of both sides of the negotiation process. This strengthens the UWSA’s ability to advocate for staff, and it ensures the University can uphold its own responsibilities during negotiations and dispute resolution.
Please note that staff currently in roles affected by this change have already been contacted directly by HR and the UWSA.
The roles that are excluded are those that regularly act on behalf of the University in areas closely tied to labour relations—such as making decisions about employment conditions, discipline, or grievances; supporting labour relations work; or participating in senior level planning that directly affects staff.
While this excludes staff in these roles from UWSA membership benefits and the MoA itself, it does not affect eligibility for employment benefits or anything covered by UW policies. If you have any questions about how this affects you, please reach out.
We recognize that item 8 in the list may be confusing. We spent a lot of time trying to find clear language to reflect the intention for these offices. For example:
- Excluded from UWSA membership: Executive assistants and directors of strategic initiatives who directly support VPs.
- NOT excluded from membership: Staff in sub-units under a VP, such as—but certainly not limited to—Sustainable Transportation, IST, WatCo, or University Relations (unless excluded for another reason, e.g., the USG 16+ criteria).
Subsection 2.2 (Facilities)
Revised: 2.2.1 The University shall provide the following to the Association, without charge: a centrally located, sufficiently sized, set of offices suitably serviced and maintained; use of the University's internal postal service; bookable meeting rooms booked through the room-booking procedures applicable to academic departments; and other such facilities that are normally available to University departments. The University may, for operational reasons, reasonably reassign sufficient and equivalent space or adjust access to services upon ninety (90) days’ notice, or within such other period as the parties may agree in writing, and shall consult with the Association where feasible.
What's changed in 2.2
These small changes protect the UWSA’s access to adequate office space on campus, even if the University someday needs to re-purpose our current space.
Subsection 2.3 (Release time)
Revised: 2.3.1 The University recognizes and supports the need for time away from a Member’s regular University position to fulfill the duties required by the Association. Release time allows the President, incoming president-elect, the outgoing past president, and Association Directors and Officers (as defined by the Association’s By-laws) appropriate preparation time for meetings, research, discussion and administration of their role as the official representatives of Staff in the University. The work of Association Directors and Officers who serve on University Committees and on Association business requires a variety of skills and experience that complement and enhance their personal and professional development. For those granted Release Time, the Universtity Provost Chief Human Resources Officer (CHRO) or designate shall inform the head of the Member’s department in writing that this person is granted this time, that their duties should be commensurately reduced, and emphasize the value of the service to the University.
Revised: 2.3.3 Directors and Officers receive Release Time as determined by the Staff Relations Committee (SRC) and outlined in the UWSA Board of Directors University Service Guideline.
What's changed in 2.3
These changes provide clarity and ensure that the MoA aligns with our current practices and job titles. The amounts of release time are set out in a separate guideline that is determined by the Staff Relations Committee.
We've added that release time memos should specify that duties be "commensurately reduced" to clarify that being elected to the UWSA should not increase a member's overall workload; rather, their workload should be adjusted to accommodate their UWSA work.
Subsection 2.5 (which read only: "Association Officers are those Members as defined by the Association's By-laws") has been deleted and moved here as the inserted text "(as defined by the Association’s By-laws)", following the single reference to the Association's Officers in the MoA. The following sections in Article 2 have been renumbered accordingly.
Subsection 2.4 The President
Revised: 2.4.2. The University agrees to fund 50% of the salary of the President, to a maximum of $70,000, subject to annual scale adjustments the job value of a University Support Group (USG) paygrade 6, 37.5 hrs./wk. position. The remainder of the Association President’s salary shall be paid by the Association.
New: 2.4.3. The President shall receive a stipend in accordance with the UWSA President’s stipend guideline funded by the Association.
New: 2.4.4. Any salary increases or other adjustments applied to Staff during the President's term will apply to the President.
What's changed in 2.4
While we’re not changing the amount the University contributes to the UWSA president’s salary, we've updated the way we describe that contribution. Instead of linking the maximum amount to a staff salary grade, we now simply state the University’s maximum contribution as a dollar amount. The amount will still rise with the scale increase each year.
We’ve made other changes in this section to reflect current practice and renumber items for simplicity. We also removed a reference to the old performance appraisal rating system.
Subsections 2.5 & 2.6 – Membership in the Association & Dues and Payroll Deduction
Please note that all numbers in subsections 2.5 and 2.6 have been changed from 2.6 and 2.7; the original 2.5 was removed as explained above. We’re grouping these two articles together because the changes are closely connected.
The updated MoA separates paying dues and being a member, bringing us in line with labour law. You can read more about why this distinction matters in our FAQ.
Our 2022 MoA introduced mandatory dues for represented staff, with an exception for staff hired before the 2022 agreement was signed. What this means for you:
- If you were hired before October 26, 2022: Both dues and membership remain optional because they weren’t part of employment contracts at that time.
- If you were hired after October 26, 2022: Dues are mandatory, but membership is not. You may choose to resign your membership and give up certain member rights, but dues will continue to be collected.
We've introduced the term "Legacy Staff" to refer to staff hired before October 26, 2022, as a shorthand so that we don't have to keep saying "staff hired before October 26, 2022." You'll see that term used below.
Subsection 2.5 – Membership in the Association
Removed: 2.5.1. This agreement does not change the rights of Staff hired before the signing date of this agreement to become Members or resign membership in the Association.
New: 2.5.1. Membership in the Association is not a condition of employment. However, an amount equal to Association dues will be deducted from wages of Staff except those excluded under subsections 2.1.3 and 2.6.4.
Revised: 2.5.3. The University shall not interfere with the participation of Members in Association meetings, including committee meetings, or other Association business or activities, provided that such participation does not unreasonably interfere with the performance of a Member's duties and other responsibilities to the University, or with University operations.
What's changed in 2.5
The replaced subsection 2.5.1 is redundant with 2.5.2, where it says that all eligible staff “have the right to join the Association.”
The new 2.5.1 is the clause that distinguishes between paying dues and being a member. What it means for you is that membership in the UWSA is voluntary for all staff: newly hired employees will not be added as members automatically, and individuals may opt out at any time. However, dues are required, unless you’re specifically excluded in subsection 2.1 or as Legacy Staff.
In 2.5.3, we added a few words to clarify that members are to be supported in their participation in a broader range of UWSA activities than previously explicitly stated. Please note that this clause has always meant that you cannot be prevented from attending UWSA meetings or other events, or otherwise participating in the UWSA, as long as it's not unduly interfering with your work!
Subsection 2.6 (Dues and Payroll Deduction)
Removed: 2.6.1. As stated in 2.6.1, this agreement does not change the rights of Staff hired before the signing date of this agreement to become Members and pay the associated dues, or resign membership in the Association.
Revised: 2.6.2. The University agrees to administer the dues including collecting the dues amounts from the employee’s salary and remitting the amounts to the Association. Subject to applicable law and to the legacy provisions in subsection 2.6.4, the University shall deduct Association dues from the wages of all Staff who meet the definition of Staff in subsection 2.1.1 and shall remit such dues to the Association.
What's changed in 2.6
2.6.1 was removed because it was redundant.
2.6.2 was reworded to separate dues from membership and add clarity.
New: 2.6.3: The University agrees that, for each taxation year covered by this Agreement, it will accurately record and report all association membership dues deducted from employees’ pay within the appropriate box on the employees’ annual tax slips, in accordance with applicable Canada Revenue Agency (CRA) requirements.
This means that UW will now provide tax documentation for dues. This means you will no longer need a separate document from us stating how much you paid in dues the previous year—it will be right there on your T4, as it is for faculty. And former staff who have left the University won’t need to contact us to request documentation. This change also finally makes clear that UWSA dues are tax-deductible.
For 2026, only dues paid after the MoA comes into effect will be reported on T4s, so you will still receive a statement from us for your 2026 dues up until that point.
NEW: 2.6.4. Legacy Staff are not required to pay Association dues unless and until a Legacy Staff member signs a new Staff employment contract (whether temporary or ongoing) following a temporary contract, or they elect to pay dues under subsection 2.6.5.
REVISED: 2.6.5. Subject to the requirements of the Employment Standards Act, 2000, Legacy Staff who wish to voluntarily pay dues and become a Member may do so by providing written consent to join the Association. The Association is responsible for collecting such written consents and providing copies to Human Resources. The University shall commence deductions within the normal payroll cycle following receipt.
Subject to the requirements of the Employment Standards Act, 2000, the University agrees to collect Association dues from those who were hired before the signing date of this agreement and wish to maintain membership. The Association shall be responsible for collecting written consent from all Members who were hired before the signing of this Agreement. Copies of such written consent shall be provided to Human Resources so as to form part of their employee file.
NEW: 2.6.6. The University shall include a dues deduction clause in:
- 2.6.6.1. all new hire employment contracts for Staff as defined in subsection 2.1; and
- 2.6.6.2. all new Staff employment contracts following existing temporary appointments not including a dues-deduction clause.
Clauses 2.6.4 and 2.6.5 explain how Legacy Staff (staff hired before the last MoA, October 26, 2022) would start paying dues:
- If they choose to join, the University will begin dues deductions on their next paycheque.
- If they sign a new contract after a temporary role or are rehired after a break in service, their new contract will include mandatory dues.
- Note that Legacy Staff who are already in an ongoing/permanent role will not have dues kick in by moving to another role.
Clause 2.6.6 ensures that dues are included in employment contracts to reflect the terms of the MoA.
2.6.7. An employee A Staff member may claim an exception to paying Association dues with a bona fide religious objection. To do this, they must file with the Association a sworn affidavit explaining the objection. The application will be considered by the Association and decided on within 20 work days.The decision to grant or refuse the exception shall be final.
2.6.8. Where an exception to paying Association dues has been granted by the Association, an amount equivalent to the Association dues must still be collected by the University, however, the dues shall be remitted to a registered Canadian charity mutually agreeable to the Association and the employee, as set out in a written direction signed by the Staff member, to be obtained by the Association and provided to Human Resources so as to form part of their employment file.
We rephrased things and added some detail here to make things clearer for staff.
Section 3 – Correspondence and Information
Subsection 3.1.1
3.1.1 The University and the Association recognize that both Parties require access to information for the proper administration of this Agreement and agree to use discretion in dealing with such information. Information sharing under this Article is subject to applicable privacy law and University policy.
What's changed in 3.1.1
There’s a new statement that information shared is subject to privacy law and UW policy.
Subsection 3.1.3
Revised: 3.1.3. The University undertakes to provide the following information to the Association in a timely manner:
- 3.1.3.1. any changes to standard Staff employment contract language;
- 3.1.3.2. a monthly list of all Staff who paid dues in the previous month, including name, USG job grade, position, department, employee type, time type, userid, employee ID, email, hire date, continuous service date, Association dues paid, and contract end date;
- 3.1.3.3. a monthly update giving the same data as in 3.1.3.2, noting the following changes in the previous month, for Staff who have paid or are expected to pay dues:
- 3.1.3.3.1. new Staff hired,
terminated Staff,approved leaves of absence,- 3.1.3.3.2. Staff with changes in employment status,
- 3.1.3.3.3. Staff who change positions or USG job grade,
- 3.1.3.3.4. Staff who are newly or no longer excluded under subsection 2.1.3;
during the first month of the salary year and within one month of any changes to benefit plans, a list and detailed description of all benefit plans applicable to Staff, and the rates charged to Staff for these plans; and- 3.1.3.4. any new or revised guidelines related to staff employment or working conditions, including engagement with the Association; and
- 3.1.3.5. such other information as the Parties agree to from time to time, including ad hoc reports of anonymized data for all Staff.
What's changed in 3.1.3
We updated the list of information the University provides about members to reflect our current data sharing practices and to help ensure our membership list is up-to-date monthly. We use this information to communicate with and support members, and to identify trends in our membership and staff employment.
We’ve added that UW will notify us of any changes to standard staff employment contract language (3.1.3.1). Awareness of what’s in members’ contracts helps us advise staff more effectively—and helps make sure contract language doesn’t inadvertently conflict with policy.
We added that UW will now both notify us of changes to guidelines and engage with us regarding any new or revised guidelines affecting staff (3.1.3.4). This was rated as a high priority by members in our survey last summer. Depending on the nature of the guidelines, this could range from a quick review to fulsome consultations to gather staff input and is an important step in ensuring staff have a say in guidelines that shape our working conditions.
Section 5 – Memorandum of Agreement and Policies
Subsection 5.2 (Policy Application and Changes)
Revised: 5.2.1. Where there are differences between this Agreement and any S,be reviewed
New: 5.2.2. Where there are differences between this Agreement and any S or FS Policy at the date this Agreement comes into effect, the provisions of this Agreement shall prevail, and the Parties agree to revise the existing Policies to harmonize them with this Agreement.
New: 5.2.4. When Policies other than Class S or FS Policies are developed or updated, and where such Policies may reasonably be expected to relate to Staff working conditions, the University agrees to notify the Association.
New: 5.2.6. For clarity, a “difference” does not exist, within the meaning of subsection 5.2.1 or 5.2.2, between this Agreement and a Policy, solely because a Policy grants rights to only certain categories of Staff or because certain categories of Staff are excluded from the operation of, or have more limited rights under, such Policy. The Parties acknowledge the definition of Staff in this Agreement is distinct from the definitions of “staff” used in other University Policies and this fact does not constitute a difference between this Agreement and such Policies.
What's changed in 5.2
We added language to ensure that the MoA—voted on by members—prevails over policy. This ensures that negotiated terms are enforceable and not subject to policy. It also means that new or updated policies will need to comply with the MoA, or we’ll need to agree to update the MoA to concur with policy changes.
5.2.4 ensures that we’re notified of any changes to policies that could affect staff. Note that many such policies—any class F or FS policies—can’t change without our involvement anyway, but this ensures we’re up-to-date on changes to any others.
5.2.6 means that eligibility in policies is not affected by the definition of staff in the MoA. This protects staff in excluded roles and ensures they're still eligible for all the rights and protections afforded by policies.
Subsection 5.3 (MoA Application and Changes)
Revised: 5.3.5. If the proposed change is deemed by the co-chairsSRC
What's changed in 5.3
We replaced “co-chairs of SRC” with the titles of those roles (CHRO and UWSA president) for clarity.
Section 6 – Discipline
Subsection 6.1.1
Revised: The University shall follow Policy 18 – Staff Employment for all matters of discipline or performance management development.
What's changed
We changed “performance management” to “performance development” to reflect the current—and more empowering—usage across the institution.
Subsection 6.1.2
Revised: In all matters of performance improvement, including discipline coaching or progressive discipline, Staff are entitled and should be encouraged to seek assistance from the Association. In matters of discipline or progressive discipline, Staff are also entitled to be accompanied by an Association support person or a colleague who, if requested, can aid in presenting the Member's position.
What's changed
We’ve updated and simplified the language to better align with Policy 18 and clarify our role in supporting staff members.
Please note that only staff paying UWSA dues can access our support, as it constitutes a significant portion of our budget, but you do not need to be a voting member. All staff—including those excluded from the MoA—have the right to support from any University of Waterloo colleague under Policy 18.
Section 7 Grievances
Subsection 7.1 – General
New: 7.1.1. This section establishes procedures for the resolution of disputes concerning the interpretation, application, administration, or alleged violation of this Agreement or University policies, procedures, or guidelines affecting Staff terms and conditions of employment.
Unchanged: 7.1.2. The parties to a grievance shall be the Grievor and the Respondent. The Grievor may be a Staff member, a group of Staff, or the Association. The Respondent may be an individual employee or the University.
New: 7.1.3. There are two distinct grievance processes:
- 7.1.3.1. Individual and Group Grievances, governed by University Policy 36 (Dispute Resolution for University Support Staff) or, where applicable, the formal complaint process under University Policy 33 (Ethical Behaviour).
- 7.1.3.2. Association Grievances, governed exclusively by the procedures set out in this Agreement.
New: 7.1.4. An Individual Grievance is a grievance filed by a single Staff member concerning matters that affect that Staff member’s own terms and conditions of employment.
New: 7.1.5. A Group Grievance is a grievance filed jointly by two or more Staff members where the same issue affects them in a similar manner.
New: 7.1.6. An Association Grievance is a grievance filed by the Association concerning any of the following:
- 7.1.6.1. Alleged violation, misinterpretation, misapplication, or improper administration of this Agreement or University policies that affects Staff terms and conditions of employment;
- 7.1.6.2. Matters of general interpretation or systemic impact, or issues likely to recur; and,
- 7.1.6.3. Matters concerning the rights, obligations, or functioning of the Association under this Agreement or University policy.
New: 7.1.7. An Association Grievance shall not normally include matters that are properly the subject of an Individual Staff grievance. However, the Association may file the matter as an Association Grievance where it directly affects the Association’s rights or obligations under this Agreement, or where an issue arising from a single Staff member raises issues of interpretation, application, systemic impact, or likely recurrence.
Unchanged: 7.1.8. The University and the Association agree to use every reasonable effort to encourage informal and prompt resolution of grievances. There shall be no discrimination, harassment, coercion, or reprisals of any kind practiced against any person involved in the grievance process.
What's changed in 7.1
This has been updated to clarify what qualifies as a grievance, the types of grievances, and the relevant processes for each type.
In particular, we’ve added a definition of an association grievance. Unlike in a unionized environment, individual staff at Waterloo have the right to file complaints and grievances themselves without going through the UWSA. But now the Staff Association can also file grievances when, for example, an issue affects staff more broadly, when we notice a recurring or systemic problem, or when there’s a concern about the interpretation of the MoA itself.
Subsection 7.2 – Individual and Group Grievances (Policies 33 and 36)
Moved: 7.2.1. Staff who are party to a grievance, or are likely to be, are entitled and should be encouraged to seek assistance from the Association. Staff are also entitled to be accompanied by an Association support person or a colleague who, if requested, can aid in presenting the Member's position.
Revised: 7.2.2 Staff should present a dispose of it
Moved: 7.2.3. Staff are encouraged to seek the assistance of any or all of the following in an attempt to settle the potential grievance:
- the Association
- Human Resources
- the Conflict Management Office
Moved/Revised: 7.2.4. Formal Individual and Group grievances shall be filed, processed, and resolved exclusively through Policy 36 or Policy 33, as applicable. Staff choosing to proceed with a formal grievance shall follow either Policy 33 - Ethical Behaviour or Policy 36 - Dispute Resolution for University Support Staff.
New: 7.2.5. These policies remain fully operative and are not displaced, restricted, or modified by this Agreement.
What's changed in 7.2
The original Section 7 has have been streamlined to:
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Reduce duplicated language;
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Clarify what the initial informal stage looks like for individual grievances before progressing to the formal processes in policies 33 (Ethical Behaviour) and 36 (Dispute Resolution for University Support Staff); and
-
Emphasize the UWSA's role in supporting staff through both formal and informal processes.
Please note that only staff paying UWSA dues can access support from us, as it constitutes a significant portion of our budget, but you do not need to be a voting member.
However, all staff—including those excluded from the MoA—have the right to support from any staff colleague under Policy 36. We have agreement with University to extend Policy 36 eligibility to staff on temporary appointments ("contract staff").
Subsection 7.3 – Association Grievances
This is an entirely new section.
While the 2022 MoA introduced the possibility for the UWSA to file grievances, there hasn’t been a clear process for institution-level grievances. This new section outlines such a process, including binding third-party arbitration if we aren’t able to come to a mutually satisfactory resolution with the University.
- The process progresses through an informal stage, where the UWSA brings the issue to the appropriate administrator, and an issue may be discussed at Staff Relations Committee. We expect many concerns will be addressed at this stage, as they are now.
- If we don’t agree on a solution informally, we can proceed through two formal stages, in which we would bring the issue to first the Chief Human Resources Officer, and then the VP Admin & Finance.
- If we don’t agree on a resolution after both of those stages, then we progress to mediation-arbitration, which is outlined in the new Section 9.
Subsection 7.3 Association Grievances — Full text
7.3.1 Association grievances shall be authorized by the Board of Directors of the Association and shall be presented by the Association President (or their delegate). The Respondent to an Association Grievance shall be the University.
7.3.2. Association Grievances may be filed on any matter defined as an Association Grievance under subsections 7.1.6 and 7.1.7.
7.3.3. The processing of an Association Grievance shall follow up to four stages: Informal Resolution, Formal Grievance Step 1, Formal Grievance Step 2, and mediation-arbitration, as outlined in this Section and Section 9.
- 7.3.3.1 Nothing in this Section prevents the Parties from resolving an Association grievance at any stage of the process, including during the informal stage. A settlement reached and signed at any stage of the grievance process shall be recorded in writing and signed by the Association President and the University decision maker responsible for that stage. Once signed, the settlement is binding on both Parties and resolves the grievance in accordance with its terms. Any ambiguity in a settlement shall be interpreted in a manner that best gives effect to the Parties’ expressed intentions.
7.3.4. The Parties may, by mutual written agreement, waive any step in the Association grievance process or extend any time limits set out in this Section. Any agreement to bypass steps shall not prejudice the Association’s access to mediation-arbitration or affect the timelines for referral unless otherwise mutually agreed in writing.
- 7.3.4.1. Notwithstanding the foregoing, no grievance shall be defeated by technical defects or minor procedural irregularities or inadvertent delay where there is no prejudice.
- 7.3.4.2. Except as provided above, where a grievance is not advanced within the prescribed time limits, it shall be deemed to be withdrawn.
7.3.5. Informal Resolution Stage
- 7.3.5.1. The Association should first discuss any potential Association grievance orally and informally at the lowest administrative level having the authority to address the issue. Where mutually agreeable, the Association and the University may bring the matter to the SRC, in an attempt to settle the issue(s) informally.
- 7.3.5.2. Engagement in informal resolution processes shall not prejudice the Association’s ability to proceed with formally. The use of informal resolution processes shall not, without the written consent of the Association President and the CHRO or their delegate, extend the time limits for initiating a formal Association grievance.
7.3.6. Formal Grievance – Step 1
- 7.3.6.1. Within twenty (20) business days from the date of the event giving rise to the grievance, or from the date on which the Association knew or reasonably ought to have known of the event, whichever is later, the Association may submit a formal Association grievance to the CHRO or their delegate. The grievance shall be signed by the Association President, and shall include:
- the date the grievance is presented;
- a description of the matters in dispute;
- the policies or sections alleged to have been violated; and
- the remedy sought.
- 7.3.6.2. The CHRO or their delegate shall meet with the Association within ten (10) business days of receipt of the grievance and shall make reasonable efforts to resolve the grievance.
- 7.3.6.3. If the grievance is not resolved, the CHRO or their delegate shall issue a written decision, including reasons, within the following ten (10) business days. Failure to issue a timely decision shall be deemed a denial of the grievance.
7.3.7. Formal Grievance – Step 2
- 7.3.7.1. If the grievance is not resolved at Step 1, the Association may submit the grievance in writing to the Vice-President, Administration and Finance (VPAF) or their delegate within ten (10) business days of receipt of the Step 1 decision.
- 7.3.7.2. The VPAF or their delegate shall meet with the Association within ten (10) business days of receipt of the grievance, unless the Parties agree otherwise, and they shall make reasonable efforts to resolve the grievance.
- 7.3.7.3. If the grievance is not resolved, the VPAF or their delegate shall issue a written decision, including reasons, within the following ten (10) business days. Failure to issue a timely decision shall be deemed a denial of the grievance.
7.3.8. Formal Grievance – Mediation-Arbitration
- 7.3.8.1. The Association may refer an Association Grievance to mediation-arbitration after Step 2 of the formal grievance process, or earlier by mutual agreement of the Association and the University, in accordance with Section 9 of this Agreement.
- 7.3.8.2. A referral under this section must be made within ten (10) business days of the Association’s receipt of the applicable decision or expiry of the applicable timeline.
Section 8 Compensation Negotiations
An overview of Section 8 – Compensation Negotiations
This section was wholly replaced with a new process for determining changes to staff compensation, including negotiations, mediation, and arbitration. It replaces the Provost's Advisory Committee on Staff Compensation and parts of Policy 5 – Salary Administration, University Support Staff, which will be updated after ratification to account for the MoA changes.
This section also establishes the core components of our new negotiation framework, including factors that must be considered and (at least) two types of increases that will be applied to base salaries: an across-the-board increase for all eligible staff, and an equity adjustment for salaries below job value. Including this level of detail in the MoA is necessary to provide a consistent and transparent structure for how staff salary increases are decided, and to set clear parameters if we proceed to mediation or arbitration.
Subsection 8.1 – General
8.1.1. This Section replaces and supersedes prior advisory or consultative mechanisms related to staff compensation; the Provost’s Advisory Committee on Staff Compensation (PACSC) is dissolved and Policy 5 is amended, accordingly.
8.1.2. The scope of negotiations (the “Compensation Negotiations”) under this Section is limited to (a) the annual Salary Range Adjustment in subsection 8.2.1; (b) the annual Compensation Envelope to be allocated to salary adjustments in Section 8.3.11; and (c) other compensation-related policies and practices listed in Section 8.5.
What 8.1 means
8.1.1 means that Policy 5 will be updated by the Staff Relations Committee to align with the Memorandum of Agreement. Specifically, we expect to change any references to the Provost's Advisory Committee on Staff Compensation and anything that conflicts with or is made redundant by the MoA.
Subsection 8.2 – Salary Range Adjustment
8.2.1. The University and the Association will use the annual change in the Canada Consumer Price Index (CPI) as a starting figure for the discussion of the annual Salary Range Adjustment. The magnitude of the Salary Range Adjustment is also influenced by other economic factors, relevant salary trends, and by the University’s financial position. Salary Range Adjustments, expressed as a percentage change, apply each 1 May. For clarity, this percentage increase shall not apply directly to individual Staff salaries.
- 8.2.1.1. The salary ranges consist of USG job grades. Each USG job grade corresponds with a salary range, composed of a minimum (80%), a job value (100%), and a maximum (120%).
- 8.2.1.2. Each Staff position is assigned a USG job grade through an evaluation of the position’s required skill, effort, responsibility, and working conditions. For clarity, market pay and employee performance are not factors in evaluating a position’s USG job grade.
What 8.2 means
The Salary Range Adjustment is the yearly increase to the job value and pay range for each USG grade. It affects the structure of the salary ranges, not your individual salary—that comes later through the other parts of the process.
The list of factors in this section isn’t a formula we have to follow. Instead, it ensures that key economic indicators and financial considerations are on the table during negotiations and are considered by a mediator‑arbitrator if we reach that stage. This protects staff by making sure the discussion is balanced and grounded in evidence, without locking us into any one factor.
Similarly, documenting how salary ranges and job grades work simply makes these pieces clearer and ensures consistency if a dispute ever goes to arbitration. It also strengthens our ability to uphold the principles of how jobs are evaluated.
8.3 – Compensation Envelope
8.3.1. The University and the Association shall establish, for each fiscal year, an annual Compensation Envelope expressed as a percentage of total base salaries for eligible Staff. The envelope shall not be less than the annual Salary Range Adjustment, but any additional amounts shall be subject to the University’s financial position. The Compensation Envelope shall be allocated in accordance with the methodology set out below.
About the Compensation Envelope
The “compensation envelope” is an amount of money—a certain percentage of all staff salaries—that we will negotiate and that will then be allocated to three components:
Across-the-Board Increase: A base salary increase for all eligible staff.
- Individual Equity Adjustment: An additional increase for salaries that are below job value.
- While there are many reasons that salaries may be below job value (e.g., having less experience), this functions to move staff toward job value each year
- Flexible Increase Pool: A third ‘bucket’ of money that we can negotiate a use for in any given year, such as to address specific circumstances, giving us flexibility in negotiations.
Note that:
- These three components can’t all be maximized in every settlement; they will need to be balanced in each negotiation to add up to the total envelope.
- The compensation envelope cannot be less than the increase to the salary ranges, which will help us to ensure that staff salaries are not structurally left behind as the salary ranges increase.
- Manager discretion is not a factor in either the Across-the-Board Increase or the Equity Adjustment.
8.3.1.1 – The Across-the-Board Increase & eligibility
8.3.1.1 A defined portion of the annual Compensation Envelope (the “Across-the-Board (ATB) Increase”) shall be applied as a percentage increase to the base salary of all eligible Staff on May 1. The ATB Increase shall be applied uniformly (calculated on the April 30 base salary) and shall not be subject to managerial discretion.
- 8.3.1.1.1 To be eligible for the ATB increase, Staff must:
a) have been employed prior to January 1; and
b) be employed in an indefinite-term position without an end date (including those who have transitioned temporarily from an indefinite-term position to a temporary appointment or secondment), or be employed in a definite-term position of 3 years or more. - 8.3.1.1.2 An ATB Increase shall not apply to Staff whose employment commenced or after January 1 or to those employed on contracts of less than 1 year. For clarity, Staff employed prior to January 1 in an ineligible position, but who transition to an eligible position after January 1, shall also not be eligible for an ATB Increase that year.
Eligibility
To be eligible for the increases, staff need to have been employed in an ongoing role, or a contract of at least three years, since January 1 (so, for at least four months as of the salary increase date of May 1). This reflects recent practice for salary increases.
This MoA now makes it clear that staff who’ve temporarily moved from an ongoing position to a short-term contract still receive the annual increases.
Subsection 8.3.1.2 – Equity Adjustments
8.3.1.2. A defined portion of the annual Compensation Envelope (the “Equity Pool”) shall be used to address internal salary equity and market alignment relative to job values through an Individual Equity Adjustment on May 1.
- 8.3.1.2.1. To be eligible for an Individual Equity Adjustment, Staff must: (a) meet the criteria outlined in subsection 8.3.1.1.1; and (b) have a base salary on April 30 which is under the May 1 job value.
- 8.3.1.2.2. Individual Equity Adjustments shall be applied to eligible Staff through the following central calculation and shall not be subject to managerial discretion:
- a) Equity Weights shall be calculated by the University using the formula:
Equity Weight = (April 30 Job Value – April 30 Base Salary) / April 30 Job Value) - b) Where the Equity Weight produces a negative value, the Equity Weight shall be deemed to be zero for the purpose of calculating Individual Equity Adjustments.
- c) The total Equity Pool shall be distributed proportionally among eligible Staff with positive Equity Weights, according to the formula:
Individual Equity Adjustment = (Individual Equity Weight / Sum of All Positive Equity Weights) x Total Equity Pool
- a) Equity Weights shall be calculated by the University using the formula:
- 8.3.1.2.3. To ensure the orderly administration of Individual Equity Adjustments, requests for job evaluation (reclassifications or career path advancement) received between January 1 to April 30 shall be deemed received on May 1. Requests received prior to January 1 will be processed normally.
How the Equity Adjustments work
The Equity Pool is used to move staff members’ salaries closer to job value. Staff who are below job value and meet the general eligibility criteria (in 8.3.1.1.1) receive an Individual Equity Adjustment.
The amount each eligible person gets is calculated centrally and proportionally, based on how far their salary is below their job value. Managers can’t change or influence these amounts—the formulas determine everything automatically. Learn more about the formulas in our FAQ.
What 8.3.1.2.3 means
This means that requests for job evaluation will be held until May 1, so that any resulting salary increases will use the new (higher!) numbers. This is already supposed to happen, but has been inconsistent and not well documented.
This means that job evaluation requests received between January 1 and April 30 will be held until May 1, so any resulting salary changes are calculated using the new (and typically higher) ranges. This approach isn’t new, but it hasn’t always been applied consistently. By including it in the MoA, we’re making the practice clear and predictable going forward.
Subsection 8.3.1.3 – The Flexible Increase Pool
8.3.1.3. A defined portion of the annual Compensation Envelope (the “Flexible Increase Pool”) shall be distributed to base salaries or as one-time lump-sum payments on May 1. The purpose of the Flexible Increase Pool is, for example, to support appropriate progression within established salary ranges, recognize sustained contribution and development in positions, and address pay positioning relative to the applicable salary range.
About the Flexible Increase
Again, this is a third ‘bucket’ of money that we can negotiate a use for in any given year, giving us flexibility in negotiations. It can be applied differentially based on factors specified in the Memorandum of Settlement.
Subsection 8.3.2
8.3.2. Where a base salary, as a result of the allocation of increases from the Compensation Envelope, would exceed 120% of the salary range for their position’s USG job grade, the base salary shall be capped at 120%. Any portion of the adjustment that would otherwise result in the base salary exceeding 120% shall instead be paid as a one-time lump sum payment and shall not be added to the employee’s base salary for the purpose of calculating future salary adjustments or pensionable earnings.
What 8.3.2 means
This clause ensures that, if your increase would bring your salary above 120% of your USG range, you still get the full dollar amount of the increase that year, but your base salary is only increased up to that 120% level and the rest is paid as a lump sum.
Subsections 8.3.3–8.3.5
8.3.3. The allocation of increases to base salary resulting from implementation of the Compensation Envelope will be applied effective May 1 for those who are actively employed (including those on a fully/partially paid leave of absence, but excluding those with Long Term Disability employment status on May 1). For those on an unpaid leave (including those with Long Term Disability employment status on May 1), the increase shall be applied upon return from leave.
8.3.4. For any otherwise eligible Staff employee whose employment ceases, if the effective date of the salary increase(s) noted in subsection 8.3.3 falls after the applicable notice period under the Employment Standards Act, 2000, as amended from time to time, the employee shall not be entitled to the increase.
8.3.5. The University shall be solely responsible for the administration and payment of salary increases to eligible Staff within the annual Compensation Envelope distribution framework. Salary increases shall be effective May 1 but time required for administration and application may result in retroactive payments.
What 8.3.3–8.3.5 mean
If you are actively employed, including on a paid leave, or receiving severance payments, the effective date of your salary increase is May 1. If you are on an unpaid leave (including LTD) and not receiving paycheques from the University, your increase takes effect as soon as you’re being paid again.
If a settlement is delayed, or the University isn’t able to process increases by the May pay date, they will still be effective May 1, and you will receive retroactive pay, even if you are no longer employed at UW when they do process the increases.
All of this reflects current practice and employment law, but documenting it in the MoA makes things clearer and more predictable for staff.
Subsection 8.4 – Increases for temporary appointments
8.4. Staff employed prior to January 1 in a position with a contract of less than 3 years but more than 1 year may be eligible for the ATB Increase on May 1, subject to satisfactory performance and the affordability of such an increase to their department. If applicable, the department will initiate the ATB Increase through a request to Human Resources.
What 8.4 means
This clause introduces the possibility of salary increases between contract renewals for temporary staff—something that hasn’t been available before. The exact process still needs to be worked out with the University, and we’ll be engaging directly with contract staff as we do that. We’ll keep everyone updated as the details come together over the coming months.
Subsection 8.5 – Other compensation-related changes
8.5. The University and the Association may propose changes to compensation-related University Policies or practices. If the proposed changes are quantifiable in nature but not approved through Policy changes or the applicable University Committee, the negotiated amount shall be awarded through an addition to a future annual Compensation Envelope, the timing of which shall be subject to the University’s financial position.
- 8.5.1. Compensation-related University Policies and practices means the following:
- Policy 5 – Salary Administration, University Support Staff (S)
- Policy 6 – Vacation – Staff (S)
- Policy 16 – Overtime, University Support Staff (S)
- Policy 39 – Leaves of Absence for Staff Members (S)
- Staff Excellence Fund (SEF)
- Vacation Exchange Program
- Group Benefits Program plan design provisions and/or payroll deductions/contributions
- Any other mutually-agreed upon compensation-related University Policies and practices
What 8.5 means
In addition to salary increases, we can also negotiate changes to compensation-related policies and practices, including the policies listed in 8.5.1.
In some cases, such changes would need to go through a committee for approval, such as an increase to benefits going to the Pension and Benefits Committee since they’re responsible for making decisions about our benefits plan. If the change isn’t approved at the committee for some reason, we wouldn’t lose the value of that negotiated benefit—that value would be added to the next settlement.
Subsection 8.6 Memorandum of Settlement
8.6.1. The outcome of each cycle of compensation negotiations is a Memorandum of Settlement, which shall be subject to approval by the applicable University Committee.
8.6.2. The Memorandum of Settlement shall be for one year, two years, or three years. In the absence of agreement between the Parties on a longer period, the Memorandum of Settlement shall be for one year. The years in the Memorandum of Settlement shall begin on May 1 and end on April 30, coincident with the salary year
8.6.3. Each Memorandum of Settlement shall specify the following:
- 8.6.3.1. The annual Salary Range Adjustment expressed as a percentage change each May 1.
- 8.6.3.2. The annual Compensation Envelope expressed as a percentage of total base salaries for eligible Staff and the defined portion of that envelope allocated to each of the following categories:
- ATB Increase
- Equity Pool
- Flexible Increase Pool
- 8.6.3.3. Any factors that enable the Flexible Increase Pool to be distributed on a differentiated basis across eligible Staff.
- 8.6.3.4. Proposed changes to compensation-related University Policies or practices, if applicable.
8.6.4. Other terms and conditions of employment remain governed by individual employment agreements, University Policies, and this Agreement.
What 8.6 means
This subsection explains what needs to be captured in each Memorandum of Settlement (MoS). Some things to note in this section:
- That the MoS is “subject to approval” is effectively a formality to make things official.
- Having settlements that last one to three years is consistent with other employee groups on campus, and standard across the sector.
- Specifying when the year starts and ends in the settlement ensures that salary increases are effective each May 1.
Subsection 8.7 Timelines
8.7.1. By the August 15 immediately preceding the expiry date of the Memorandum of Settlement, each Party shall inform the other of the names of its Chief Negotiator and the other two members of its Negotiating Team.
8.7.2. Negotiations shall commence as soon as can be arranged by the two Chief Negotiators, and at the latest by October 1. The Chief Negotiator and at least one other member of each Negotiating Team shall be present at each negotiation session.
8.7.3. By mutual agreement, the Parties may alter any of the dates specified in this section.
8.7.4. The Parties agree to negotiate in good faith and to make every reasonable effort to reach an agreement. If the Parties reach agreement, a Memorandum of Settlement shall be prepared and signed by the Chief Negotiators and at least one other member of each Negotiating Team.
8.7.5. If the Parties have not reached agreement by December 1, the Parties will proceed to mediation in accordance with Section 9 of this Agreement.
What 8.5 means
This subsection lays out the timeline for negotiations beginning October 1, with a December 1 deadline for reaching a settlement before we move to mediation under Section 9. The timeline is modelled on FAUW’s, but better suited to our annual cycles, and designed to ensure plenty of notice to staff of the increases in advance of May 1. See our FAQ for details of how our negotiating team will be selected.
2026 negotiations
While the timeline will be different, we will be able to exercise our new negotiation rights in the MoA this year. Negotiations are scheduled to begin immediately following ratification of the MoA. We anticipate reaching a settlement by May 1.
Section 9 Mediation-Arbitration
This is another completely new section. It sets out a combined mediation-arbitration process to be used for both Association Grievances (subsection 7.3) and Compensation Negotiations (Section 8). In mediation-arbitration, the same person serves as mediator and arbitrator, which can save time and money, compared to having separate mediators and arbitrators.
Subsection 9.1
9.1.1. This Section establishes the mediation-arbitration process applicable to Association Grievances under Section 7.3 and unresolved issues from Compensation Negotiations under Section 8 of this Agreement.
9.1.2. The Parties shall maintain a roster of mutually agreed upon mediator-arbitrators (“the Roster”). The Roster shall be used for the applicable processes under Section 7.3 and Section 8 of this Agreement, where applicable, unless the Parties mutually agree to make additions or amendments.
9.1.3. The Parties shall begin the process of establishing the Roster of at least three (3) mediator-arbitrators by the June 1 prior to Compensation Negotiations. The Parties shall review and update the Roster each time the Agreement is opened for Compensation Negotiations. All individuals on the Roster must be external to the University and acceptable to both the Association and the University.
9.1.4. Upon referral to mediation-arbitration, the Parties shall attempt to agree on a mediator-arbitrator from the Roster within ten (10) business days. If the Parties do not select a mediator-arbitrator by mutual agreement within the ten (10) business days, a mediator-arbitrator shall be selected at random from the Roster until one is available to serve.
What 9.1 means
Maintaining a roster of mediator-arbitrators means we can move more quickly to engage their services when a mediator is needed. The compensation negotiation cycle will prompt us to update the roster, but it can also be amended at any time if needed.
Importantly, this section notes that only the unresolved issues from Compensation Negotiations would progress to mediation-arbitration, which means that if we’ve agreed on some elements of the Memorandum of Settlement, we don’t need to spend time on them in mediation-arbitration (or risk losing them in arbitration).
Subsection 9.2 – Procedural Authority and Governing Principles
9.2.1. Subject to the duty of procedural fairness, the mediator-arbitrator shall have the authority to determine their own procedure, including the manner in which evidence is presented, the format of the proceedings (in person, virtual, or hybrid), and the timelines for written submissions. The mediator-arbitrator may issue procedural directions to ensure a fair, efficient, and timely process.
9.2.2. Settlement discussions, proposals, and admissions made during mediation shall be without prejudice and inadmissible in arbitration or any other proceeding, except where required by law or mutually agreed in writing. The mediator-arbitrator shall not reference such communications in any arbitration award.
What 9.2 means
The mediator‑arbitrator can set their own procedures—as long as the process remains fair—including how evidence is presented and how the hearing is run. This subsection also confirms that anything said during mediation stays confidential and cannot be used in arbitration, unless required by law or agreed to by both parties, which is standard practice.
Subsection 9.3 – Mediation Stage
9.3.1. For all matters referred to mediation-arbitration, the mediator-arbitrator shall first attempt to facilitate a mutually acceptable resolution through mediation.
9.3.2. Mediation Timelines for Compensation Negotiations under Section 8:
- 9.3.2.1. Mediation shall commence no later than January 15.
- 9.3.2.2. Mediation shall terminate by the earliest of February 15, the date on which an agreement is reached, or the date on which either the mediator-arbitrator or both Parties decide that further mediation would not be useful.
What 9.3 means
Recall that Section 8 – Compensation Negotiations specifies that negotiations must begin by October 1, and we will ideally have a settlement by December 1.
This section continues the timeline in the event we don't reach agreement by December 1 and proceed to mediation-arbitration. Mediation must begin by January 15, with a February 15 deadline. This means that, even if we proceed to mediation-arbitration, we should still have a Memorandum of Settlement by February or early March, well in advance of any salary changes coming into effect on May 1.
Subsection 9.4 – Arbitration Stage
9.4.1. If mediation does not resolve all matters in dispute, the mediator-arbitrator shall proceed to arbitration. The mediator-arbitrator shall have full authority to determine the outcome of all matters properly before them and is not limited to selecting between the Parties’ proposals.
9.4.2. The mediator-arbitrator shall issue a written award within thirty (30) calendar days of the close of the hearing or the receipt of final written submissions, whichever is later, unless the Parties mutually agree to extend this deadline.
9.4.3. In rendering an award for addressing unresolved issues from Compensation Negotiations under Section 8, the mediator-arbitrator shall consider:
- 9.4.3.1. The University’s financial position and long-term fiscal sustainability; and
- 9.4.3.2. Economic indicators, including the annual change in the Canada Consumer Price Index and relevant salary trends.
9.4.4. The mediator-arbitrator shall have the authority to adjudicate all matters in dispute and shall have jurisdiction to issue such remedies as are fair and reasonable in the circumstances, consistent with this Agreement.
9.4.5. The mediator-arbitrator shall not have the authority to alter, amend, or add to the terms of this Agreement, nor render an award inconsistent therewith. However, the mediator-arbitrator may interpret ambiguous or conflicting terms or policies where necessary to resolve the grievance under subsection 7.3 or the unresolved issues from Compensation Negotiations under Section 8.
9.4.6. For Association Grievances brought under subsection 7.3, the mediator-arbitrator may award any remedy that is just and reasonable in the circumstances, including declaratory relief, orders for compliance, and monetary compensation. The mediator-arbitrator shall not award punitive or exemplary damages.
9.4.7. The mediator-arbitrator shall retain jurisdiction for sixty (60) calendar days following issuance of a mediated settlement or award for the sole purpose of resolving disputes concerning its interpretation, implementation, or calculation, unless extended by mutual agreement.
9.4.8. The Parties shall share equally the mediator-arbitrator’s fees and expenses. The costs of presenting a case shall be borne by the respective Parties to the mediation-arbitration. Where the mediator-arbitrator determines that one Party acted in bad faith, the mediator-arbitrator may award costs.
9.4.9. The University shall provide suitable meeting or hearing space on campus.
What 9.4 means
The important piece here is 9.4.1, which specifies that, if we reach the arbitration stage, the mediator-arbitrator “is not limited to selecting between the Parties’ proposals,” which means they can craft a solution from each party’s proposals rather than being restricted to picking one complete package or the other. This encourages more balanced outcomes instead of an all‑or‑nothing result.
The rest of section 9.4 outlines how the mediator‑arbitrator conducts the process: They must issue a written award within a set timeline, consider financial and economic factors when deciding compensation matters, and may issue any fair remedy so long as it is consistent with the MoA. It also sets limits on their authority, allows them to retain jurisdiction for follow‑up questions, and clarifies how fees, costs, and potential bad‑faith findings are handled.
Section 10 – Pension and Benefits
Subsections 10.1 & 10.2
REVISED:
10.1 The University shall maintain a Pension Plan and a Group Benefits Plan.
10.1 The University of Waterloo has a common pension plan for all eligible employees, including eligible Staff.
10.2 The University of Waterloo has a group benefits program for all eligible employees, including eligible Staff.
What's changed
In response to concerns from members, we've tried to make it clearer that both the pension plan and the group benefits program are ongoing commitments from the University for all eligible staff. Eligibility is determined by Policy 23 – Eligibility for Pension and Insured Benefits.
The existing item 10.2 has been renumbered to 10.3.
Provide feedback
We've launched a survey to collect your:
Questions: Let us know what we can explain better about the MoA and we'll update our FAQ or annotations.
Suggestions: We can re-open the MoA for further changes or additions in two years, and make minor revisions in the meantime. We encourage you to share your ideas to help make the next version even stronger!
Negotiation priorities: The survey also asks for input to shape our negotiating priorities for 2026, which will begin immediately following ratification.