December 2022 Newsletter

December 07, 2022
News and Updates


As 2022 winds to an end, we reflect on the uniqueness of the past year. An ever-evolving pandemic, new Covid-19 variations and vaccinations, mandates and restrictions that affected College campus work/life, and collective agreement bargaining for academic and full-time support staff that occurred virtually and face-to-face. Throughout all the changes and the constant need to pivot, the College sector remained strong and came together to ensure students and employees stayed safe while operations continued.

In this newsletter, we look to the future by providing an update on upcoming webinars, changes to full-time support staff benefits, and an important arbitration award on College staffing and economic viability. 

Follow the CEC on Twitter, Facebook, and LinkedIn to stay informed in between newsletters.

What's going on?

On December 12th, CEC and Sun Life will host a webinar that will introduce a change to the methodology in calculating the LTD elimination period. The session is for anyone who manages the STD/LTD process at the colleges. For those who can’t attend, the webinar will be recorded and posted on CEC’s secure website. Phase two of the new CEC website is currently being developed. The secure portion of the website (currently available here) will be migrating to SharePoint in 2023.


Bargaining Update

Full-Time Support Staff: Benefit Changes

On September 29, 2022, College Full-Time Support Staff employees voted in favour of ratifying a new Collective Agreement. As a result, the negotiated enhancements to the Support Staff benefit plan will take effect on December 29, 2022:


Paramedical Services

  • The combined paramedical annual maximum will increase from $2,000 to $3,000.
  • Registered Dietician will be added as an eligible provider to the current list of paramedical practitioners.


Medical Cannabis

Medical Cannabis will be added to the Plan, subject to a $4,000 annual maximum per individual per benefit year (January 1st to December 31st). 

Cannabis for medical treatment must be prescribed by a licensed physician and is subject to prior authorization from Sun Life.



  • Dental implants will be added as an eligible service under the existing major benefit coinsurance and annual maximum coverage.

 Blue screen with cut out people figures

Case Study

College Staffing & Economic Viability 


In a recent arbitration award, an Arbitrator considered whether the College violated the collective agreement because it had not replaced a retiring full-time professor by hiring another full-time professor in the same program.  


Why is this case important? This is the first decision in the College sector that considers the new language from 2014 that added ‘economic viability’ as one of the operational requirements that would relieve a College of its obligation to hire full-time teachers in preference over partial-load and sessional. It provides an excellent rationale supporting Colleges’ management right to direct their operations in the manner they consider appropriate. It does not permit the Union or an Arbitrator to substitute their own opinions on what steps a College should take to increase economic viability.  


The Facts: Lambton College’s three-year Child and Youth Care Program (“CYC”) has operated for many years at the College. The program operated with three full-time faculty, but after a faculty retirement in 2019, the College did not replace them with another full-time faculty. The Union subsequently filed a Grievance under Article 2 – a collective agreement article that says Colleges must show a preference for hiring full-time over partial-load teachers. While there was sufficient teaching available to trigger the preference language in Article 2 – the College argued that it was relieved of the obligation to give preference because of the operational requirement of economic viability.  

The enrolment in the program had been steady at 49-60 first-year students for several years. In 2016, however, first-year enrollment started to decline, and enrolment was down to 31 students by 2021. The second and third years of the program also experienced declining numbers.  

The College had taken steps to try and stop the enrolment loss and increase the program's viability, including assigning faculty time to find efficiencies, supporting accreditation efforts, providing additional marketing funds, and offering Dean’s office supports to faculty and students. Despite these efforts, the decline persisted. 


The College’s Position: Due to the declining enrollment, the College argued that adding another full-time faculty was not economically viable, an exception to the preference language in Article 2. A common expectation across the public College sector is that most programs contribute 30% of program revenue to the overhead expenses of the College. This provides the College with the revenue necessary to maintain land and buildings required to house their programs and to offer student services that are not connected specifically to any one program (e.g., tutoring, counselling, libraries, athletics, etc.). 30% is also the contribution rate expected by Ontario's Ministry of Colleges and Universities. The CYC contribution had declined to just 11% by 2021-22, and if the College hired a new full-time teacher, the program would have a net contribution of negative 13%. 


The Union’s Position: The Arbitrator outlined the Union’s position as “essentially that the College should do more before it can be permitted to rely on an exception specified in Article 2, and that the “more” is to assign faculty specific recruitment duties as part of their workload.” The Union also argued that the 2017 faculty strike and COVID-19 pandemic – which occurred alongside the decline in enrolment – were discrete and distinct events that should not be given meaningful weight.  


The Decision: The Arbitrator held that the onus was on the College to establish an operational requirement related to economic viability that justifies the College’s decision not to hire a full-time teacher. However, in doing so, the College doesn’t need to make herculean efforts to salvage a program or efforts beyond the norm for any program at the College. If the Arbitrator accepted the Union’s position that time on the SWF should be added for marketing endeavours, they would be substituting their own opinion about how the College should manage its operations which would be inconsistent with the limitations on the scope of arbitral review.  


A College’s expectation that programs contribute to overhead was found to be a reasonable one, and the Arbitrator also accepted that the contribution requirement of 30% was justifiable.  


The final point worth highlighting is that economic viability is a point in time consideration, and speculation about future recovery is not relevant. As many economic experts anticipate a recession on the horizon, it is prudent for Colleges to remember that this finding can go both ways and to be mindful that concerns that cannot be supported by evidence may not be considered. 


Ultimately, the Arbitrator concluded that the College was not obligated to hire additional full-time faculty due to the operational requirement of economic viability. This decision is a firm reminder that College management has ultimate decision-making authority to run programs in a fiscally prudent and responsible manner, and arbitrators will not insert their own or others’ opinions on how decisions should be made.