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  1. 1. Annual Training and Organizational Development Report Draft January – December 2006 January - December 2005 Submitted To: Larissa Allen Executive Director, Human Resources Submitted By: Carol Pask Manager, Organizational and Employee Development
  2. 2. Submitted to: Larissa Allen, Executive Director, Human Resources Annual Training and Organizational Development Report Table of Contents 1. Statement of Purpose 3 2. Major Responsibilities 3 3. Accomplishments: January – December 2006 3 4. Training Activity Report for 2006 4 5. Comparative Training Summary from 2002 –2006 5 6. 2006 Summary of Learning Events 6 7. Client Specific Consulting Projects 7 8. Tuition Waiver and Tuition Rebate Statistics 8 9. Future Training and Organizational Development Considerations 8 and Their Impacts 10. Conclusion 8 Appendices Appendix I 10 Appendix II 11 Appendix III 12 Appendix IV 13 Appendix V 14 Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 2 of 14
  3. 3. Submitted to: Larissa Allen, Executive Director, Human Resources Annual Training and Organizational Development Report January 1, 2006 – December 31, 2006 Human Resources: Organizational and Employee Development __________________________________________________________________________ 1. Statement of Purpose Organizational and Employee Development seeks to collaborate with members of the Ryerson Community to ensure that employees possess the knowledge and skills to perform effectively in their jobs or to advance their career in the University. Our overall goal is to contribute to the University's organizational effectiveness. This is accomplished through university-wide training programs, client-specific consultation services, and coaching and training in personal and professional development. We also strive to partner with our clients to understand their business priorities and challenges in order to develop solutions responsive to their needs, resulting in the successful achievement of their departmental/faculty and University goals. All Organizational and Employee Development programs and initiatives are aligned to achieving the University’s vision, mission, values and priorities. 2. Major Responsibilities Organizational and Employee Development contributes to achieving our Human Resources strategic goals by: • Leading and supporting institutional change and transformation, aligned to achieving Ryerson’s vision and mission. • Increasing the commitment, capacity and capability of Ryerson’s workforce by working with employees to develop the needed competencies to support workplace change, in order for them to be successful in their roles. • Developing and implementing university-wide training and organizational development (effectiveness) strategies aligned to University priorities. • Promoting effective management practices by providing professional expertise in the planning and execution of training and development programs for academic and administrative leaders, along with the management tool kits to support transfer of learning to their workplaces. • Partnering with academic and administrative leaders to support ongoing organizational effectiveness efforts in the areas of team effectiveness, leadership development, performance management, strategic planning and change management, by understanding departmental/faculty businesses and their needs. • Providing career counseling and career training to administrative and academic staff. • Promoting training and development best practices from both the public and private sectors. 3. Accomplishments Over the past year, Organizational and Employee Development (OED) has worked on strengthening partnerships with key contacts in the Faculties in order to develop programming that addresses their priorities. February 2006 was the beginning of one such initiative. A needs analysis process was put in place to receive ongoing input from Faculty Departmental and Administrative Assistants in order to compile a training program that would meet their needs and also be supported by the Dean, Chairs and Directors in each Faculty. A total of eight focus groups were facilitated by a team of HR professionals consisting of Human Resources Consultants and the Manager and Professional Development Consultant from OED. Over eighty staff participated in the focus group meetings. Results were shared in May. The consultation process continued Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 3 of 14
  4. 4. Submitted to: Larissa Allen, Executive Director, Human Resources throughout the year with meetings of the Departmental and Administrative Assistants Volunteer Advisory Group and meetings with the Deans, Chairs and Directors of each Faculty to receive their input as the design of the training program progressed. Expected launch of the pilot program is targeted for March 2007. In October 2006 there were three deliveries of the IAC/DAC Overview of the Academic Recruitment Process. The design and delivery of this workshop has evolved, with this year’s sessions receiving the most positive feedback. More credibility was provided to the workshops when Human Resources partnered with the Faculties to include a one hour panel of Deans and DAC Chairs discussing their roles and providing tips on the DAC/IAC process. The Annual New and Renewed Chairs and Directors Program underwent some changes from the 2005/2006 brochure, based on feedback from the Chairs/Directors from the previous year’s program and also feedback from the Executive Director, Human Resources and the Vice Provost, Faculty Affairs. The June kick-off was shortened from three days to two, one-half days focusing on strategic messages from the President, Vice Presidents, Deans and some past Chairs (panel discussions). The overall program which now includes 22 sessions is recognized and duplicated by other universities. The joint OPSEU Union/Management Training and Development Advisory Committee coordinated and delivered another successful annual conference this year. The conference theme was Ryerson University: Proud of our People, Proud of our Campus. The event was spread over three days ending with the OPSEU Staff Star Award lunch. The conference format was changed this year to provide more OPSEU members the opportunity to participate. Sessions ran in the morning and were repeated in the afternoon. This allowed for more flexibility and an increase in the number of registration. Overall, we had 224 registrations. New content was developed and delivered for the 2006-2007 Career Passport Series. Updates included new approaches, exercises and resource materials. The series was comprised of five workshops: Career Compass, The Myers-Briggs Type Indicator, Identifying Your Skills, Developing Resumes and Cover Letters and Preparing for Interviews at Ryerson. Design and delivery for all of the sessions was completed by, with the exception of the Myers Briggs Type Indicator workshop, Organizational and Employee Development staff. The number of client specific department consultations for learning needs and organizational effectiveness continued to grow, and resulted in increased consulting time, facilitated sessions on a variety of topics and customized program design and delivery. Food Services, Borrower Services in Library Services, the Faculty of Business, Student Services, Sports & Recreation and Safety & Emergency Services were the focus of these consulting and training initiatives throughout the year. Two new positions were created in 2006: the Assistant Manager of Organizational and Employee Development and the Organizational and Employee Development Consultant. They have taken on the opportunities and challenges of the unit’s work, and have worked successfully together with the rest of the team to understand and implement the unit’s annual cycle of strategic planning and operational work. 4. Training Activity Report Professional Development Programs Total Workshops Total Total Training Hrs. Total Training Costs Delivered Attendance 144.5 $32,169.95 65 1094 MAC events 183 48 $12,394.64* 20 OPSEU events 494 44 $19,775.31** 20 Academic events (Under Assoc VP 417 52.5 25 Academic budget)*** * See Appendix I for breakdown of MAC training costs. ** See Appendix II for breakdown of OPSEU training costs. *** See Appendix III for summary of Academic training events. Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 4 of 14
  5. 5. Submitted to: Larissa Allen, Executive Director, Human Resources The number of new training deliverables continues to expand in order to respond to University needs and participant feedback. A total of sixteen new programs were developed in-house; one new one was also delivered by an external facilitator for the OPSEU conference. The new programs are: Creative Problem Solving and Decision Making, Managing Change, the redesigned Career Passport series (5 workshops), Facilitation Parts 1 and 2 and Team Building Parts 1 and 2. A new policy was recommended by the Training and Development Administrator to proactively avoid last minute cancellations. Participants are now requested to cancel 48 hours in advance of the workshop. If they do not do so they are charged $50. 5. Comparative Training Summary from 2002 - 2006 TOTALS 2002 2003 2004 2005 2006 Training Sessions 77 67 85 78 65 Training Hours 168 143.5 189 152.25 144.5 Attendance 899 1,090 1,077 1,094 1,094 Cost $48,474.00 $58,366.70 $29,675.87 $27,114.23 $32,169.95 Attendance has stayed the same over the past year. Thirteen fewer training sessions were offered in 2006 than in 2005 to provide the bandwidth to complete the training needs analysis series of meetings towards developing the Departmental/Administrative Assistants’ training program. Comparative Training Summary by Employee Category from 2002 – 2006 MAC 2002 2003 2004 2005 2006 Training Sessions 20 20 21 21 20 Training Hours 47.5 47.5 46 48.5 48 Attendance * 198 227 252 258 183 Cost ** $ 24,373.00 $ 28,579.18 $15,925.28 $10,293.84 $12,394.64 OPSEU 2002 2003 2004 2005 2006 Training Sessions 28 26 38 31 20 Training Hours 54 53 83.5 53.5 44 Attendance* 351 527 463 525 494 Cost $24,101.00 $29,787.52 $13,750.59 $16,820.39 $19,775.31 ACADEMIC 2002 2003 2004 2005 2006 Training Sessions 29*** 21 26 26 25 Training Hours 66.5 43 59.5 50.25 52.5 Attendance* 350 336 362 311 417 Cost Faculty Affairs Faculty Affairs Faculty Affairs Faculty Affairs Faculty Affairs * Attendance is the total number of participants. An individual who attended 3 sessions is counted each time ** Cost includes other charges such as forms, professional development and membership. *** Programming for Academic Assistants included in 2002, 2006 MAC training costs increased due to the development and printing of more professional-looking brochures and also the printing of more resource guides and toolkits. The International Learning and Conference Centre was used almost exclusively as our training venue based on availability. They have provided us with the most professional service for set-up and refreshments. OPSEU training costs increased due to more sessions being run at the International Learning and Conference Centre and more professional marketing brochures. Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 5 of 14
  6. 6. Submitted to: Larissa Allen, Executive Director, Human Resources 6. Summary of Learning Events University Wide Programming: Administrative Managing at Ryerson: Twelve sessions These leadership workshops are targeted to those new to managing staff at Ryerson or to more seasoned managers who would like a refresher. Participants learn Ryerson-specific management practices and skills that can be applied to create a collaborative and high performance work environment. Getting the Professional Edge: Three sessions The goal is to provide professional staff with the practical tools they need to succeed in their careers at Ryerson. The workshops support them in sharpening their skills, remaining competitive, and being successful. They also contribute to employees achieving success in their roles at Ryerson, as well as to high levels of performance within their department and across the University. Workshops included Service Excellence, Due Diligence: Health and Safety, and Creative Problem Solving and Decision making. OPSEU Time Out/Career Passport: Nine sessions The goals of the Time Out program are to: to build OPSEU employees’ knowledge base; explore work related issues that affect them and their job and to discover how the workplace is changing. Session topics ranged from Memory: What it is and How to Improve It to Business Writing that Works. Sessions were delivered by both Ryerson community members and external presenters. This year the Career Passport series was updated and delivered as a part of the OPSEU Time Out Series. Career Passport was designed to provide participants with the skills, knowledge and resources to help them achieve their career goals at Ryerson. Session topics were as follows: Career Compass, Myers Briggs Type Indicator, Identifying your Skills, Developing Resume and Cover letters and Preparing for Interviews at Ryerson. All sessions were delivered by the Organizational and Employee Development Team with the exception of the Myers Briggs Type Indicator session, where an external presenter was brought in to facilitate. Session on Developing Resume and Cover letters and Preparing for Interviews at Ryerson were designed and delivered in collaboration with the Human Resources Consultants. MAC Minibytes: Eight sessions Similar to the OPSEU Time Out session, the goal for this program is to provide participants with a chance to get to know the University, and to network. In most cases sessions are similar to the ones delivered for OPSEU. As in the case with the OPSEU staff, Career Passport was offered to MAC employees as a part of the 2006 MAC Minibytes series. The same five sessions developed for the OPSEU group were offered to the MAC group. OPSEU Annual Conference: (Three half- day workshops and one keynote) The theme for this year’s conference was Ryerson University: Proud of our People, Proud of our Campus. The conference format was altered in an attempt to increase registrations but still balance workload requirements. Three half day sessions were offered once in the morning and then repeated in afternoon. Participants could choose the session that best fit their schedule. Workshops topics were as follows: Myers Briggs Type Indicator of personality preferences, team dynamics, and how to build positive relationships in the workplace. The Staff Star Award The entire selection process was reviewed and improvements were made to make the process more concise. The actual adjudication process was enhanced and the entire process was documented. The award ceremony was moved to a lunch format and this year’s speaker was President Sheldon Levy. President Levy did a presentation on Ryerson’s Master Plan that was well received. Once again this year’s recipient was honoured at the lunch. New this year, members of the Joint OPSEU and Management Training Committee called Staff Star Award nominees to let them know that they had been nominated and to issue a special invitation to the Staff Star lunch. Response to this was overwhelmingly positive. All nominees were quite pleased and honoured by the nomination. As in past years, all nominees received a letter from President Levy congratulating them on their nominations. University Wide Programming: Academic Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 6 of 14
  7. 7. Submitted to: Larissa Allen, Executive Director, Human Resources New and Renewed Chairs and Directors Orientation: 12 sessions This programming assists new Chairs and Director to understand their accountabilities and due diligence obligations. It also provides an opportunity to build a network with other colleagues and to share ideas and best practices. Overview of Academic Recruitment Process (IAC/DAC): 3 sessions The goal of this program is to support academic leaders in utilizing best practices to attract, hire and retain diverse and qualified Faculty and Instructors, through education and training that integrates principles of fairness and equity while ensuring compliance with legislation, policies, procedures and collective agreements throughout all phases of the recruitment and selection process. 7. Client Specific Consulting Projects Library Services: Customer Service Training/ Lead Hand Training Client: Manager, Librarian. After a thorough needs analysis, the Professional Development Consultant designed and delivered a series of Customer Service workshops to the Borrower Services team. Topic areas included: Customer Service Fundamentals and Dealing with Difficult Behaviours/ Customers. Each session was three hours in length with a total of 40 staff participating in the training sessions. A three hour training session was also delivered to all Lead Hands in the Library. The focus of the training session was coaching to enable staff to demonstrate effective customer service behaviours. Faculty of Business: Dealing with Change Client: Dean of Business. OED delivered two three hour training sessions to all administrative staff from the Faculty of Business. The workshops topics were Dealing with Difficult People and Managing Change using the Who Moved My Cheese model. Safety and Emergency Services: Professional Development for Supervisors Client: Manager, Safety and Emergency Services. OED was approached by the Manager of Safety and Emergency Services to discuss professional development for Area Supervisors. After meeting with the Manager, the professional development consultant conducted a focus group with one group of Supervisors. Further focus groups will be conducted with the remaining Supervisors and Front Line Officers in 2007. Food Services Managers: Program development for Management 101 workshops Client: Director, Ancillary Services. The Professional Development Consultant worked as a member of a team consisting of representatives from the Human Resource Consultants, Human Resource Services and Employee Relations team to develop Management Training 101 for Food Service managers. Delivery of workshops started in February 2007. Student Services: OPSEU Staff Professional Development Assessment Client: Assistant Director, Student Services. Organizational and Employee Development was asked to conduct a needs analysis to identify training and development need for OPSEU staff across the 13 units of Student Services. Two focus groups were conducted with the supervisors of each unit and an on-line survey was administered to all OPSEU staff in the department. Findings of the focus groups and the on-line survey were put into a report and given to the client for review. Sports and Recreation: Navigating Change Client: Program Director, Sports and Recreation. At the request of the Director, OED was invited in to design and deliver a half-day session during a department wide strategic planning day on June 20th, 2006. Prior to delivery, a needs analysis was conducted with the Director and with each member of the management team. Session objectives were to identify strategies for navigating change and to discuss mission and vision for the unit. The session was delivered by OED staff. 8. 2006 Tuition Waiver and Tuition Rebate Statistics Tuition Waiver: Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 7 of 14
  8. 8. Submitted to: Larissa Allen, Executive Director, Human Resources Tuition Waivers Processed – 2006 924 Tuition Rebate: Active Files 19 New Applications in 2006 8 The number of tuition waivers processed remained consistent with last year’s numbers. The rebate program had the same number of new applicants, but fewer active files since several employees completed their programs. New demands were placed on the tuition rebate database this year as Pension and Benefits began adding the rebate amount to the employees’ benefit statements. Since individual reports are not presently available in the database program, amounts were ascertained manually; CCS will automate this process for next year. OED has also requested that the search function be improved, as at present the database can be searched by employee information, but not institution and program, which are useful to investigate historical decisions. 9. Future Training and Organizational Development Considerations and Their Impacts • As requests for customized training increase, more time, resources and advanced competency levels are required in the Organizational and Employee Development unit to design learning materials on a variety of different topics and to meet client specific consulting requests. • Over the next year, training needs assessments are planned for the following employee groups: Managers, Chairs/Directors, and OPSEU. This will result in a comprehensive training and development strategy for the University inclusive of most of our employee groups and an anticipated reconfiguration of current program offerings, more targeted to the needs of the University. There will also be requirements identified for additional training program design. • There is a strong need to develop leadership competencies. They provide clear learning objectives in training and links the learning back to the job. These competencies need to be identified and well articulated in the performance management process. • Leadership training will be redefined and implemented for specific employee groups at Ryerson and aligned to defined competencies. Senior Directors, Deans, Chairs and Directors, Managers and Supervisors at Ryerson require appropriate programming to be identified, developed, piloted, marketed and evaluated for effectiveness. • Participation in learning events is currently voluntary. It is recommended to put mandatory core management training in place in order to communicate and entrench Ryerson specific management skills and practices. This is one way of changing the institutional wide culture. • More Managers/Supervisors need to put into place individual development plans for all of their staff and to encourage their employees to attend professional development programs in order to achieve the needed competencies (behaviour, skills, attitudes) identified in their development plans. 10. Conclusion The year was eventful. Two new positions began the learning process to perform their roles. Client-specific requests were successfully met. New training programs were designed and delivered, with the redesigned Career Passport series and the new leadership programming receiving positive feedback, based on the content delivered, and the management tools developed for transfer of program learning back to the workplace. There are many new initiatives planned for 2007. Our goal is to enhance the relevance of university-wide and client-specific training and development, as well as organizational effectiveness consulting, offered by the Organizational and Employee Development unit in Human Resources. Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 8 of 14
  9. 9. Submitted to: Larissa Allen, Executive Director, Human Resources Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 9 of 14
  10. 10. Submitted to: Larissa Allen, Executive Director, Human Resources Appendix I Training and Development Cost for MAC 1-11-10230 January to December 2006 Cost by Main Activities Managing at Ryerson 5125.07 MAC Minibytes 3812.59 Getting the Professional Edge 545.61 AA DA 257.90 Chairs and Directors 675.50 Organization Development 1447.75 Others 530.22 Total Training Cost by Main Activities 12394.64 Cost Distribution Learning Cost: Speaker 2465.15 Materials (Workbook) 473.74 Training Supplies 421.21 Total learning cost 3360.1 Admin Cost: Room 1379.95 Printing 3,949.35 Catering (Refreshments) 1885.74 Total Admin Cost 7,215.04 Marketing Cost: Flyer & Mailer Brochure 1819.50 Newsletter 1819.50 Total Marketing Cost Professional Development 12394.64 Total Training and Development Cost Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 10 of 14
  11. 11. Submitted to: Larissa Allen, Executive Director, Human Resources APPENDIX II Training and Development Cost for OPSEU 1-11-10224 January to December 2006 Cost by Main Activities Timeout 6342.96 Staff Development Conference 11,785.91 Getting the Professional Edge 130.40 AADA 1073.18 Other 323.49 19775.31 Total Training Cost by Main Activities Cost Distribution Learning Cost: Speaker 4745.15 Materials (Workbook) 2606.50 Training Supplies 1171.75 Total learning cost 8523.40 Admin Cost: Room 710.00 Printing 473.14 Catering (Refreshments) 6322.80 Total Admin Cost 7505.94 Marketing Cost: Flyer & Mailer 504.46 Brochure 3241.51 3745.97 Total Marketing Cost 19775.31 Total Training and Development Cost Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 11 of 14
  12. 12. Submitted to: Larissa Allen, Executive Director, Human Resources APPENDIX III Summary of Training Sessions and Attendance ACADEMIC Date Workshop # of Hours # of Participants 19 Jan Chairs: Faculty Workload 3 11 16 Feb Chairs: Ryerson’s Branding and Image 1 12 16 Feb Chairs: Curriculum Redesign and Development 1.5 12 16 March Chairs: Discrimination and Harassment Prevention 1 10 16 March Chairs: Panel Discussion: Employment Equity` 1.5 10 21 June Chairs: Key Plans, Issues, and Challenges 1 14 21 June Chairs: University Performance Indicators 1.25 14 22 June Chairs: Leadership and Vision 1.25 20 22 June Chairs: Changing Roles: Reflections on Chair’s First Year 1.5 20 14 Sept Chairs: University Finances and School Budgets 1 17 14 Sept Chairs: Working Effectively Within Complexities of Legal 2.5 17 28 Sept Chairs: Promoting and Supporting Scholarly Research 2.5 14 12 Oct Chairs: Tenure, Promotion and Performance Management 2.5 14 26 Oct Chairs: Chairing 101: Responsibilities 2.5 14 9 Nov Chairs: Faculty Workload 2.5 20 16 Nov Chairs: Academic Integrity 2.5 11 30 Nov Chairs: How the University Library Meets Needs of Faculty .75 14 30 Nov Chairs: Successfully Managing in Unionized Environment 1.75 13 2 Oct DAC/IAC Overview Training 3 19 10 Oct DAC/IAC Overview Training 3 25 13 Oct DAC/IAC Overview Training 3 21 20 Feb AA DA Workshop and Needs Analysis (HRS, ER, OED) 3 31 24 Feb AA DA Workshop and Needs Analysis (HRS, ER, OED) 3 29 4 May AA DA Workshop and Needs Analysis (HRS, ER, OED) 3 20 8 May AA DA Workshop and Needs Analysis (HRS, ER, OED) 3 15 25 TOTAL 52.5 417 Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 12 of 14
  13. 13. Submitted to: Larissa Allen, Executive Director, Human Resources APPENDIX IV Summary of Training Sessions and Attendance MAC Date Workshop # of Hours # of Participants 25 Jan MAC: Graduate Studies at Ryerson (combined with OPSEU) 1 3 15 Feb MAC: Employee Wellness 1 8 22 Mar MAC: Business Writing that Works 1.5 7 12 April MAC: Protecting Yourself on the Internet 1 9 17 May MAC: Memory 1.5 12 14 June MAC: Public Speaking 1 9 27 Sept MAC: Career Compass 2.5 9 25 Oct MAC: Myers Briggs 2.5 9 17 Jan M@R: Conducting the Annual Performance Review 3 3 22 Feb M@R: Taking Corrective Action 3 9 8 Mar M@R: Due Diligence: Health and Safety 3 8 21 Mar M@R: Due Diligence: Discrimination 3 9 5 April M@R: Hiring and Retaining Exceptional People 3 12 19 April M@R: Coaching for High Performance 3 10 25 May M@R: Fundamentals of Facilitation 3 8 31 May M@R: Facilitation in Action 3 5 7 June M@R: Creative Problem Solving and Decision Making 3 7 16 August M@R: Building the Team 3 17 20 Sept M@R: Managing Team Dynamics 3 16 18 Oct M@R: Principles for a Collaborative Workplace 3 13 TOTAL 48 183 Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 13 of 14
  14. 14. Submitted to: Larissa Allen, Executive Director, Human Resources APPENDIX V Summary of Training Sessions and Attendance OPSEU Date Workshop # of Hours # of Participants 25 Jan TO: Graduate Studies at Ryerson (combined with MAC) 1 10 15 Feb TO: Employee Wellness 1 24 22 Mar TO: Business Writing that Works 1.5 24 12 April TO: Protecting Yourself on the Internet 1 16 17 May TO: Memory:What it is, How it Changes, How to Improve 1.5 36 14 June TO: Understanding Your Collective Agreement 1 30 12 July TO: Public Speaking 1 13 Oct 11 TO: Career Compass 2.5 21 8 Nov TO: Myers Briggs 2.5 28 21 Nov Conference: Building Blocks To Success: Starts w/ You 3 22 21 Nov Conference: Building Blocks To Success: Starts w/ You 3 24 22 Nov Conference: Building Blocks for Successful Teams 3 27 22 Nov Conference: Building Blocks for Successful Teams 3 17 23 Nov Conference: Power of Positive Relationships 3 20 23 Nov Conference: Power of Positive Relationships 3 18 24 Nov Conference: President’s Remarks and Panel Discussion 3 96 26 Jan GTPE: Helping your Team Work 2.5 20 8 Feb GTPE: Service Excellence 2.5 19 15 Mar GTPE: Due Diligence: Health and Safety 2.5 12 31 May GTPE: Creative Problem Solving and Decision Making 2.5 17 TOTAL 44 494 OPSEU Conference was attended by invited MAC group 5 OPSEU Conference was attended by invited ACADEMIC group 3 OPSEU Conference was attended by invited Sr Admin group 3 Submitted by: Carol Pask Manager, Organizational & Employee Development, Human Resources, March 30/07 14 of 14

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