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Independent contractor project

Context

Administrators are unclear about the distinction between employment and contract services.  This leads to confusion about which process to follow and which forms to use when engaging individuals to provide services, and there is no central point of contact to assist administrators in determining the above.  We do not have a framework that guides the administrator through a process where they can easily determine the payment type and some definitions (e.g., academic services) are unclear.

This poses a risk to the institution with respect to incorrect payment types and accounting regulations (Canada Revenue Agency).

Certain policies require revisions (HR6235 and Purchasing Policy FM5105).

Forms in transition require streamlining and/or elimination.

There is no clear understanding of the role and accountability of central resources (VPAC, HR, Finance, General Counsel and Purchasing) to provide support to administrators and account holders.

Goal

The goal of this project is to review and improve the processes used to acquire personal services, document and accurately report the engagement of individuals who are deemed to be performing independent contract work/service, and clarify the relationships established between the university and individuals.  These relationships can take the form of personal service contracts or employment.

Scope

  • Analysis of historical payments that fall within the "grey area"
  • Consultation with key stakeholders
  • Policy and form revision and creation of a framework
  • Training and communication pathways created
  • Other forms of payment (e.g., honorariums) and rates of pay (e.g., extra to load) are beyond the scope of this project

Objectives

  1. To consult with groups of stakeholders to understand what types of services faculties and departments are trying to engage by using personal services, academic services and employee versus contractor payments, and to understand the problems they face in doing so.
  2. To analyze service contracts and payments and identify patterns of inconsistency and compliance.
  3. To create clear, concise documents (forms, contracts, website, process, policy) to enable administrators to easily determine the correct form of engagement and payment.
  4. To develop or revise policies, as needed.
  5. To create a framework of how to acquire services in a timely, efficient manner.
  6. To create campus awareness and understanding of policy and procedures through communication and training forums.
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