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It’s hard to believe it’s been almost a month already since my last report! Here’s what we’ve been talking to admin about this month.

What’s happening with the heat

The University is emphasizing to managers that staff should have flexibility to work elsewhere (either somewhere else on campus, or at home) when offices are unbearably hot, and we’re glad to see many departments implementing this well. Unfortunately, there isn’t a quick fix for the cooling issues, so this is likely to crop up throughout the summer. Part of the issue is we are limited on how much power we can draw, and that is further throttled when demand is up across the region. The University has to prioritize particular power loops on campus, such as the ��ݮ��Ƶ Centre and certain research infrastructure.

If you need somewhere to cool off for a bit on campus, our meeting room in DC is cold (I guess all the computers in DC must be on the priority list). There’s usually someone around but maybe give us a shout before dropping by (and yes, this is a real offer!).

In related news, the University is reviewing its Weather Closing Guidelines, and we’re hoping to see them really encourage flexibility and understanding from supervisors—let us know if you have feedback on the guidelines that you’d like us to share.

Memorandum of Agreement

We have an opportunity to revisit our Memorandum of Agreement (MoA) with the University this fall. We are hoping to establish a compensation agreement process equivalent to what the Faculty Association has in their Agreement. Let us know what else you’d like to see in the MoA.

Merit transition inequities

In the transition away from the merit process to new methods of staff recognition (which the Strategic Talent Development Framework project is working on!), newer staff who were actively working toward job value are not getting the significant increases they were promised at hiring. We have highlighted this issue to the administration, and they have agreed to work on a solution to address this; we are currently waiting to hear what they plan to do for these staff members.

New labour relations role at UW

You may have noticed—in the new Jobs Hub in Workday—a job posting for a . This new role will be responsible for “overseeing employee and labour relations including collective bargaining, bargaining strategy, contract administration and grievance resolution” across all employee groups.

While it’s still early days, we see this as a potentially positive step toward a more structured and transparent approach to labour relations at the university. We’re hopeful that this signals a commitment to strengthening relationships with employee groups, and we look forward to engaging constructively with whoever steps into this important role.

University Pension Plan

The university is in the very early stages of exploring the possibility of joining the University Pension Plan (UPP), which is a jointly sponsored pension plan serving five (so far) Ontario universities. There is an update on page 34 of the June Board of Governors meeting agenda (PDF) if you’d like to learn more about the current state of these explorations. That update specifically mentions “a campus-wide communication…about the initiative and information sessions to be planned for Fall 2025.”

We are meeting with both UPP and university reps to gather as much information as possible in the meantime, and aiming for staff-specific information sessions so you have ample opportunity to ask your questions.

Hybrid and Flexible Work

I don’t have much to add to my June 20 and July 4 updates on this topic, unfortunately, but here’s a recap of what we know and what we’re doing on this front.

The University is working to clarify the current flexible work guidelines to ensure they are applied more evenly and fairly across campus.

While the UWSA does not have an official role in drafting or approving guidelines (as we do with policies), we continue to advocate strongly on all issues that impact staff working conditions, including this one, and we are making your voices heard.

We are urging the university to provide as much notice as possible so you have time to prepare for any possible adjustments to your own arrangements—but don’t expect any formal announcement until fall, for changes no earlier than January 2026. Here’s what we suggest in the meantime:

• While we haven't seen new guidelines yet, we are not expecting a major departure from the current guideline in terms of hybrid work options, so make sure you’re familiar with that and prepared for your own arrangements to be in line with it, if they aren’t already.
• If you are currently working more than two days from home each week, we suggest you start preparing to commute more frequently in the coming months, as the current guideline does stipulate a maximum of two days.

What we’re telling admin

We are currently updating our survey results with the second round of responses now and sharing those with administrators (again) to help them understand what is at stake for staff, and for the university. You can see the preliminary results (based on the first 745 responses—we now have almost 1,100) in my July 4 update.

Our survey results make one thing clear: This issue is fundamentally about staff feeling valued and respected by the university. Whether it’s the desire to be trusted with autonomy and flexibility, concerns about mental health and the strain of unpredictable work environments, or the fear of losing personal time and work-life balance to more commuting—staff are asking to be seen and supported as whole people, not just as workers.

If the university is serious about rebuilding a positive in-person working community, it must engage meaningfully with these concerns. We are asking them how they plan to support staff in ways that reflect their needs and lived experiences.