DOCUMENT RESUME

ED 398 987 JC 960 557

TITLE Contract Training Services Strategic BusinessPlan.

INSTITUTION Sir Sandford Fleming Coll., Peterborough(Ontario).

PUB DATE Dec 95NOTE 226p.; Some pages contain dark print.PUB TYPE Reports Descriptive (141)

EDRS PRICE MF01/PC10 Plus Postage.DESCRIPTORS Administrative Organization; Change Strategies;

*College Planning; Community Colleges; *EnvironmentalScanning; Foreign Countries; Institutional Mission;*Marketing; *Organizational Objectives; *ProgramDevelopment; Program Implementation; StrategicPlanning; Two Year Colleges

IDENTIFIERS *Contract Training; Sir Sandford Fleming CollegeON

ABSTRACTRecommending organizational structures and strategies

to achieve growth in contract training services (CTS) at Ontario's(Canada) Fleming College, this report reviews external conditions andproposes effective college responses. Following an overview ofresults and a recommended organizational chart, the planning processis reviewed and a discussion of CTS provided to business and industryfrom 1992-95 is presented. Next, vision and principle statements forCTS are outlined, findings from trend and consumer analyses arepresented, and CTS practices at other colleges and training providersare reviewed. The overall marketing strategy developed as a result ofthe analyses is then described, suggesting that CTS and part-timestudies be renamed Fleming Training and Development Services and thatpartnerships be developed with area manufacturers. Recommendationsfor the organizational structure of CTS are then provided withrespect to space allocation, staffing, resources, and overhead.Revenue targets are detailed, indicating that $1,025,000 has been setas the goal for the first year and $3,500,000 for the fifth year.Anticipated internal and external barriers to implementing theprogram and solutions to those barriers are then described. Finally,a chart of the indicators of effectiveness to be used in programevaluation and steps for implementing recommendations are provided.Appendixes include data tables detailing CTS activities from 1992-95,data and supporting materials describing future opportunities, andsupporting materials regarding the analyses of trends and customeropportunities. (AJL)

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Reproductions supplied by EDRS are the best that can be madefrom the original document.

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CONTRACT TRAINING SERVICES

STRATEGIC BUSINESS PLAN

U.S. DEPARTMENT OF EDUCATIONOffice of Educational Research and Improvement

EDUCATIONAL RESOURCES INFORMATIONCENTER (ERIC)

0 This document has been reproduced asreceived from the person Or organizationOriginating a

AMinor changes have been made to improvereproduction Quality

Points of view or opinions stated in this docu-ment do not necessarily represent official .

OE RI position or policy

"PERMISSION TO REPRODUCE THISMATERIAL HAS BEEN GRANTED BY

T. Dance-Bennink

TO THE EDUCATIONAL RESOURCESINFORMATION CENTER (ERIC)."

- submitted December, 1995

by Fleming Contract Services

Planning Team

BEST COPY AVAILABLE

2

TABLE OF CONTENTS

The following are the major sections of the Fleming Contract Services Strategic Plan:

Page Numbers

1) Executive Summary 2.- 3Overview of conclusions & recommendations

2) Recommended Organizational Structure 4Chart

3) OverviewSummary of the current situation and planning process includesa summary of historical activity conducted

4) Vision & PrinciplesMain elements in developing a successful, future-orientedFleming Contract Services operation

5) External AnalysisFuture trends in terms of training needs, identifying futureopportunities, and looking for structural implications.Also future opportunities by sector and identification ofcompetitive advantages

6) Overall Strategy - key selling messagesConclusions as to future strategy and overall positioning in themarketplace

7) Organizational StructureIdentification of final structure, roles, skills and supportsrequired. Included are space, staffing and resource requirements,overhead calculation recommendations

5 - 7

8 -11

12 - 18

19 21

21 32

8) Numerical Revenue Targets 33 37Final targets for revenue in Years 1 through 5

9) Barriers 38 40Barriers to achieve the future vision

10) Solutions to Barriers 41 45Proposed solutions to these barriers

11) Evaluation 46 - 47

12) Next StepsSteps to achieve the plan outcomes 48

13) Appendices1 - Historical Activity by area2 "Hot list" future opportunities by area3 other research data

1

EXECUTIVE SUMMARY

Highlights of the recommendations which appear in this report are highlightedbelow:

Contract Training Services and Part-time Studies are combined into onedivision in the final recommended structure. The new division to be called,"Fleming Training and Development Services".

The primary goal of this structure is to provide excellent client service.Four units have been created with the primary task of liaising with clients tooffer an integrated, customized and flexible package of services that willbest meet the clients' needs. These units are: Canadian Natural ResourceTraining Centre, Computers & Applied Technology, Fleming Institute ofQuality Change and Health & Community Services & Development (the finalrecommended structure appears on page 4).

The new structure contains formal linkage with OSDO/TI to more activelyprovide needs assessment and joint referrals. As well, the new structure alsocreates a position which is dedicated to serving the needs of governmentagencies.

Teams with representation from other internal bodies such as InformationTechnology & Fleming Data Research, the Learning Resource Centre, Access& PLA, Marketing & International, Accounting and Admissions will helpdevelop greater synergy of services and support.

Recommendations to solve current barriers to success include restructuringpay scales to more realistically reflect market conditions, and serving ourclients better by providing the necessary facilities and resources to meet thetargets identified in this plan.

Subgoals have been set, such as helping Fleming students achieve real-worldlearning by linking student study teams with clients, and by helping withcommunity development by setting up new partnerships within the Health &Community Services & Development unit. This should aid in (1) helpinggrow linkages with Program areas and 2) mobilizing internal support.

Overall, the new division will position itself in the marketplace with a basicstance which reads, "Fleming Training & Development Services offersflexible, customized and integrated services to help individuals andorganizations achieve quality change and success." Marketing strategies forthe division include separate positioning in the marketplace for each unit,developing external partnerships with client companies and sectoralassociations, liaising with senior management of clients to best recommendservices in line with overall organizational goals, offering leading edgeseminars and workshops on key unit topics to build a reputation beyond our

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catchment area, and aiming to build international reputation and business asthe ultimate goal.

Business & Industry revenue targets have been set for the new structure,including:

Year 1 $1,025,000Year 2 1,500,000 +46%Year 3 2,000,000 +33%Year 4 2,700,000 +35%Year 5 3,500,000 +30%

Year 1 direct costs estimated at $710,000, thus producing a contribution tooverheads of $315,000 (30.7% margin).

In addition, we feel that there is still a reasonable chance that Federal(HRDC) purchases may be made during this transition year, and that in thefuture we will be actively marketing certificate programs to HRDC "voucher"holders. Combined HRDC, CITC, and private business and industrycontracts last year (94/95) totalled $3.0 million and although we arereorganizing to replace the "government" portion of this amount with privatebusiness, we are optimistic of some HRDC revenue.

Staffing requirements for the Contract Services component of the overalldivision are 4 full-time unit leaders, 2 full-time support staff, one 24hr./week Support Staff and 1 Division Leader (40% of time on ContractServices, 40% Part-time Studies and 20% overseeing OSDO/TI).Qualifications for each of these positions are sketched out in the plan. It isessential that these positions be offered for competition, beginning with theDivision Leader, to fill the positions with those who have the right skill setsand experience.

An outline of next steps appears on page 48.

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7

OVERVIEW

Fleming Contract Training Services operates currently in a decentralized structure,with dedicated staff representing each of the Schools, who source, develop andadminister contract training for Fleming College.

Currently, it is anticipated that significant funding cuts from both the federal andprovincial government will reduce, and may eventually eliminate, government blockpurchase type activity, and this form of activity has been a significant portion ofFleming Contract Service initiatives. It is believed, however, that significantpotential exists to grow Contract Training revenues in future, particularly to thebusiness, industry and service sectors, which could provide a buffer to the collegein terms of anticipated cuts in post-secondary grants and government traininginitiatives. The focus of this plan will be to develop a future organizationalstructure and strategies to achieve significant growth in Fleming Contract Servicerevenues aimed at business, industry and service sectors.

Included in the plan is an analysis of the current situation, a thorough ExternalAnalysis which scans the customer and competitive environment, resulting inidentification of opportunities, development of strategies, conclusions as torecommended structure and resources, and a critical path to achieve futuresuccess.

The process to develop this plan was interactive. Representatives from each areaof the College who conduct Contract Training formed a Planning Team, facilitatedby Jim Bottom ley. This team met over a series of meetings to perform each stageof the analysis and generate the final plan.

Members of the Team were as follows:

Contract Services Planning Team

Core Member

AccessNatural ResourcesApplied Arts & HealthBusinessTechnology & LawOSDO/TILakeshoreHaliburtonFleming Data ResearchCommunications/Marketing/InternationalTeam SupportFacilitator

Paul PhillipsDianne SmithRachel le McPhailBill HooperAl BirdEileen LonguevilleFrankie LibertyBarb BolinJim AngelPaul HallidayMary BenczeJim Bottom ley

Alternate

Bill PeacockJohn ReynoldsRosemary NewmasterSylvia HolmesDick MunshawMerle DavisPatricia PerkinsSusan Little

Note that OSDO\TI, Fleming Data Research and Marketing/International have nottraditionally been members of Fleming Contract Services, but it is believed thatsignificant potential exists to perform co-operative linkages with these areas tomore successfully develop and deliver Contract Training.As a result, these areas have been included in the development of this plan.Thanks to all members who dedicated much time and effort to produce the finalplan.

Historical Data - Activity Previously Conducted for Business and Industry

To prepare for the planning sessions, each of the above areas generated a list ofhistorical activity in the realm of delivering contract training to business, industryand service sector clients. THEY DID NOT INCLUDE CEIC\HRDC AND CITC TYPEACTIVITY, but did include "contract training type" business for other governmentclients, such as the Ministry of Natural Resources. Detailed historical data,covering the last three fiscal years, are provided for each area in detail in Appendix1. The data is organized by type of training conducted, and identifies clientsserved, date delivered, trainers involved, direct revenue and costs, overallcontribution margin and notes as to the success of each activity.

The following summarizes this information:

Area Represented Total Revenue from Business & Industry1992/93 & 1993/94 & 1994/95

Applied Arts & Health $146,000Access 34,000Business 341,000Technology & Law 658,000Natural Resources 378,000Lakeshore 11,000Haliburton 20,000Fleming Data Research 142,000TOTAL $1,730,000

Contract service work for business and industry grew by 66.5% from 1993/94 to1994/95.

Also identifying work done through International:

Total Last three fiscal years

International Natural Resources $346,000International Arts & Health 218,000TOTAL $564,000

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Fleming's Contract Training group also identified the current total employmentcommitment towards their activities, recognizing that some employees spend onlya portion of their time on contract service business.

Employee

Al BirdDick MunshawMary BenczeElyn Saar-GreenSylvia HolmesBill HooperD'Avril AllenDianne SmithJohn ReynoldsPaul PhillipsBill PeacockPat RyansRachel le McPhailFrankie LibertyPat PerkinsBarb BolinSusan Little

TechTechTechLawBus.Bus.Bus. & HealthNat. R.Nat. R.Access

- Access- Access

HealthCobourgCobourgHal.Hal.

Total Time Commitment

% Time Spent onContract Services Activity

10060

1002550507560105015

55010301525

730%

Currently, the equivalent of nearly seven and one-half full time jobs is committedby Fleming to Contract Services activities.

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VISION AND PRINCIPLES

The Planning Team generated a list of principles and values that will serve as guideto their planning efforts, hoping to generate a plan which achieves a final visionwhich incorporates the following:

Customer/Client Driven:

Customer Satisfaction is the overall guiding principle. All offerings must be:a) meeting client needsb) relevant and currentc) accessible one-stop shoppingd) flexible (for example, offerings year round, flexible times, costs and

product)e) competitive (including pricing)f) customizedg) of highest quality - content/delivery and infrastructureh) consistent in presentation

Cost Effective:

The overall recommendations contained in this plan, must account for:a) profit generationb) community development impactc) the possibility of in-kind contributions/barterd) reasonable overhead allocationse) an entrepreneurial focusf) flexible compensation/costing to meet client needsg) accountabilityh) best use of human resources (specialities in terms of expertise)

Revenue Distribution/Budget Setting:

Overall conclusions in terms of revenue distribution and budget setting must:a) be understood by allb) recognize the contribution of individuals or unitsc) be motivatingd) encourage a team approache) produce suitable overall profit and overhead contribution, however not every

activity shall be judged on this basis may be a developer of future business.

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Open Communication:

The overall structure and recommendations should promote a unit which promotes:a) honesty - internal/externalb) sharing resources human/physicalc) support by senior management and the College as a whole, recognizing the

value of Contract Training activity to Flemingd) the elimination of competition between Schoolse) encouragement of ideas (for example new products) develop process to

receive input from College personnelf) better marketing within the College (image)g) consistency in policyh) an ethical approach - internal/external

co-operation (internal)collaborationfulfilling promises

In addition, the following issues should be taken into account when developing thefinal recommendations:

Short-term, mid-term and long-term goals must be set by end of this process

Maximize utilization of internal resources (staff)

Maximize opportunities for Fleming learning from Training Services activities

Innovative programming ideas should come from Training Services activities

Must look to develop partnerships with external-organizations/sectoral groups

Dedicated Fleming staff to maintain lead contacts with clients (relationshipmarketing) may act as a broker for specific sectors

Training Services functions as a team we work together and celebrate oursuccesses together

Activities must be entrepreneurial in spirit

Must be training and education focused/ including product developmentinnovations

Must promote professional development opportunities for trainers and staff

May be wise to develop linkages/relationships at senior levels in clientorganizations to anticipate and be involved in development of corporatestrategies (in other words, we should value "consulting" as an activity). Allowsfor integrated, value-added offerings

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Need to be proactive in planning offerings and activities, including being moreresearch-based, including a system that collects the following data:

related literaturetrend data

- client and competitive informationpast activity

- tracking revenues and costs

Accountability and responsibility is essential measurable targets

Recognition of and respect for "expertise" within the College is essential"needs" survey & analysis from OSDOinvolving and motivating cooperation with faculty from programareassupport for applied research may be beneficialintegrated philosophy to maximize College resources and expertise

Need to work closely with Areas of Specialization to enable Contract Trainingand Part-time Studies activities to reflect co-operative use of expertise andfacilities. This would probably be best accomplished through liaison with a"key" contact person in each Centre of Specialization. Timeliness is key inmany training and development opportunities and certain criteria should beestablished to ensure the continuance of quick turnaround times for our clients.

Evaluation must be outcome based follow-ups after the sale are important

Leadership must exemplify the above

Possibility to focus on specific sectors instead of being all things to all people(be a deli operation instead of a supermarket)

The ultimate goal is to be able to market beyond our region, with uniqueofferings where Fleming has a competitive advantage, including such areas asmetrology training, aggregate sampling, aquaculture, high-end AutoCAD.

Need to develop a link with part-time studies to better serve needs of our wholeclient group

The need to show our internal and external critics that our activities have valueto our clients and help to exemplify Fleming College as an important communityplayer.

That we do not engage in predatory pricing, but charge fair market-value ratesfor our services. That we will also cover all of our allocated costs whileproducing a positive variance for the College.

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Need to establish ourselves as providers of training for those HRDC "voucher"clients. Contract Services, Part-time Studies and the Areas of Specializationcan respond jointly to this opportunity.

The opportunities for Fleming Data Research to expand upon its successfulresearch and analysis services to additional external clients. Possibly, couldstaff on a contract-by-contract basis for these clients until a more firm base ofbusiness is established.

The above served as a guide to the Team at each stage of analysis and indetermining final recommendations. It is important to note that, as the planningprocess was followed, an important conclusion based on the above becameimperative to the eventual success of the plan:

There is excellent value to linking the Contract Services and Part-timeareas together.

In essence, Part-time Studies attempts to market training opportunities toindividuals while Contract Services targets groups, usually from companies,organizations or by sector. There is much synergy in having Contract Servicesand Part-time Studies cooperate, with the goal of offering more cost-effectivetraining to groups of individuals, or by combining individuals with commonneeds into groups with the same needs. Also, Part-time Studies reports thatthe key to growing revenue is to _circulate in the community to perform needsanalysis and develop suitable product. The same requirement for success istrue of Contract Services. In fact, Appendix 3 contains informationdemonstrating that more Part-time courses were generated within the School ofTechnology after 1992, when Part-time Studies-and Contract Training personnelcombined to develop offerings. The same conclusion resulted recently whenFrost and Law personnel linked to develop new offerings.

As a result, the final recommended structure is one that incorporates BOTHContract Services and Part-time Studies personnel.

411

EXTERNAL ANALYSIS

Summary of environmental scan, which included trend analysis, consumer andcompetitive analysis

Each of the areas were asked to develop a list of "hot opportunities" in terms offuture business. These individual submissions are included in Appendix 2. Aswell, the planning team as a whole discussed overall trends, including research andneeds assessment information and analyzed their impact on the "hot lists"previously developed. Additional trend research is attached in Appendix 3.

A brief summary of Trend and Consumer Analysis activity is as follows:

The Canadian and world economy is experiencing unprecedented change. Theemerging Information Age, Global economy has forced all organizations torethink their mission and to reorganize around meeting customer needs in amore focused way. The continual quest for quality as defined by customersatisfaction is a major change in thinking. There exists a growing need forhelping organizations in a variety of quality change initiatives (including ISO9000) and providing training for managers and employees to create a skill basethat enables organizations to change their strategic directions. This presents amajor opportunity for Fleming Contract Services.

In light of the above quality change initiatives, it is recognized by a growingnumber of organizations that the traditional way of "control" managementinhibits the continuous quest to deliver quality in terms of measurable customersatisfaction. The faster that globalization accelerates the rate of productinnovation and development, the level of competitiveness grows and the needfor corporate restructuring becomes more apparent. There is a growingrecognition that competitive advantages result from having a highly trained andmotivated workforce dedicated to meeting customer expectations. Thus"empowerment" training, including information age skills such as working inself-directed teams, problem solving, conflict resolution, and other "soft skill"training takes on greater importance as an opportunity.

Computer and applied technological training is also a growing opportunity.Approximately 45% of Canadian employees worked with computer-basedtechnologies in 1994 (Ekos Research Associates) and sales of personalcomputers has grown by an average of over 20% per year since 1984(Statistics Canada). It is anticipated that not only computer training will be agrowing need, but that other forms of applied technological training will alsogain in popularity, for example CAD/CAM training. It is apparent from ouranalysis that Fleming is successful in providing applied technological trainingwhen it is able to offer clients leading edge expertise and technology within asuitable facility. The planning team therefore recognizes that we must identifythose forms of applied technology training where these conditions can beachieved.

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Fleming has a distinct positive perception in the marketplace as a result of theFrost campus School of Natural Resources. The increasingly global issues ofnatural resource management, development and training will take on growingimportance in an era where environmental sustainability is an increasinglysought after goal. The Contract Services unit at Frost, the Canadian NaturalResource Training Centre, has had success in developing a positioning in themarketplace, and is further ahead of other areas in gaining a foothold in theinternational marketplace. It is the planning team's belief that this unit hasunique positive positioning in the marketplace and should continue to bemarketed as an entity in future, no matter how the final structure is integrated.

In her book, "Shifting Gears," Nue la Beck makes a case for health care beingone of the four engines of future economic growth. Certainly the demographictrend towards an aging population would support the case of health care andmanagement being a growing priority. As well, in this era of government deficitreduction, the way social and community services are provided will beincreasingly questioned. The planning team believes that there will be growingopportunities in serving the needs of the health and community service sector infuture.

A summary of key !earnings from the Competitive Analysis follows:® Other Colleges and Universities

In general, in this era of anticipated government cutbacks, an increasing priorityfor colleges and universities is delivery of customized education (contracttraining). As reported by Doug Burn in "The Human Resources Professional,"November 1995, "by some estimates, revenues from customized education aregrowing at ten percent a year among the more entrepreneurial colleges anduniversities."

The planning team researched what other colleges are doing in the realm ofContract Training. Specifically, it was felt that a personal visit to two of themore innovative colleges was required. Al Bird and Dick Munshaw visitedGeorgian College and Conestoga College to pursue issues relating to theorganizational structure and other related areas of interest to us as we makefinal determinations for Contract Training and Part-Time Studies at our College.

Some of the key findings that were uncovered during the competitive analysisare as follows:

Georgian College:

The first visit was to Georgian College on November 22, where Al and Dickmet with Denis Bouchard who is one of two directors that oversee ContractTraining, Continuing Education, and International. Currently, one directoroversees Contract Training (CT) and International, and the other (Denis) is incharge of Continuing Education (CE) and Government purchases. This

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situation will change, as Denis's position is being phased out due to CEbeing de-centralized to the delivery schools.

Georgian's CT delivery arm is called " The Georgian Source " and is about1 1/2 years old in its current format.. It operates (offices only) from aseparate off-site location in Barrie with a staff of 10 (7 Hay and 3 Support),not including the directors. It should be noted that although it uses " TheGeorgian Source " in all of its literature and marketing print media, thisoperation is NOT separately incorporated. Rather, it has a separate identity(from a marketing point of view) as a training and development operation forbusiness and industry clients. OSDO and TI are not part of this operation,and in fact are also off-site, albeit in a separate location. Only about 6% ofTI monies are spent on Georgian delivered training, and Denis feels thisshould be much higher.

Hay salaries are mid-$50's to mid -$60's dependent upon area of expertiseand experience. Volume for last year was $3 million and this includes bothbusiness and industry, and federal government contracts. About 65% oftheir activity was with the Federal government. Target for this year is thesame, but Denis feels that they will not make this target due to governmentpurchases being reduced. His feeling is also that campus locations such asParry Sound could be closed, as they were mainly involved in delivery ofFederal and Provincial direct funded programs and cannot be financiallyviable without such revenue.

Delivery of CT activity is arranged centrally, and there is a high use of part-time faculty who are contracted at rates from $22 per hour and up. Theydo not have a formal pay scale, and the average is probably in the low $30'sper hour. When they do use full time faculty, the pay is 1% of annualsalary/per hour. There is no limit to how few or how many hours that thepart-time faculty are used, and the starting pay is negotiated, with meritincreases based on performance and experience with the College. They donot hire through purchase orders, as the rates that they pay part-time do notforce them into that situation.

In cases such as computer training, CT has access with dedicated labs thatare shared with Con Ed., and also has some dedicated classroom space.When equipment-specific training is required (e.g. Technical Labs required),this is arranged through the delivery school, in some cases these schoolsmay request some financial (or equipment) benefit. The Georgian Sourcedoesn't have any portable equipment, and is restricted to using what isavailable at any given campus/location.

Denis expressed that there is not a particular strategic direction such as bygrouping areas of expertise, or taking specific products to the marketplace.However, the Hay staff that market and develop the training activity have

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specialties such as: international, armed forces, technical, computers,supervisory and managing change.

Conestoga College:

We visited Conestoga on November 30, and met with Sandra Schelling whois one of their Managers in Training and Development. Under the directionof Norm Johnstone, there are six managers, each of whom oversees one ofthe following areas:

I. ManagementLabour Adjustment

III. Computers & HRDCIV. Festo (technical)V. OSDOVI. Office Manager

These management positions are Hay and are in the mid $50's to $60's,except for the office manager which is also a Hay position in the mid $40's.Within each managed area, there are training consultants who are also Hayand are paid mid $40's to start, they are trying to add some incentive to thissalary. The numbers of staff within each area are dependent upon currentor projected activity. A staff of 10 work within the central office area toassist in operations. In some cases, these are contract positions for the firstyear. Sandra stressed that for training consultants and managers they willonly use specialists who have a broad range of skills, and not generalists.

Continuing Education is a separate department, under its own director.Sandra mentioned that in some situations CT and CE are in competition witheach other. CT operates its own labs and classrooms as follows: 5classrooms and 7 computer labs in its own CT facility which is part of themain (Doone) campus, plus an additional 3 computer labs in Stratford andCambridge, with additional access to labs in Guelph and Waterloo. CE is notallowed to use the dedicated Contract Training facilities. Where day schoolfacilities are used, there is usually negotiation to provide in-kind payment tothose host schools, typically in reference, materials, software, or small piecesof equipment which remain after the training has concluded.

Once again, pay rates are usually between $25-50 per hour to part-timeteachers with no restrictions as to minimum or maximum hours. They dohire on purchase orders, but only hire incorporated companies in thismanner. Sandra commented that their average is $40. per hour, howevershe knows that CE pays much less than this, with the top rate $31 per hour.

Approximately 60% of their past activity has been with the Feds, with 40%coming from business and industry. Of the private sector training, OSDO isfunding about 5% through OS. Conestoga has spent considerable time

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developing a database of clients and activity, and try to track visits to eachclient. They use their database when mailing out to their various clients andpublish a quarterly newsmagazine highlighting their activities.

The " Training and Development " division has College-wide priority forcapital, and last year had $400,000 allocated to them for capital. Sandrashared with us their entry into interactive training, and with a substantialinvestment in a library of training packages, they have been able to win anHRDC contract for self-paced computer applications training. They also usethis lab for another new program" Technical and English Skills for Professional New Canadians ". Conestogais preparing for selling their CT offerings to HRDC under the HRIF programon a per seat basis in the new fiscal year.

Durham College

Durham's Productivity Improvement Centre specializes in ISO 9000, QS-9000 and ISO 14000 training. The Consulting and Training Services of PICalso delivers training in management systems surrounding the need forquality change. It is believed that although Durham has marketed thisinitiative and has a presence in the marketplace, Durham has no distinctadvantages over what Fleming could offer in this field, and is limited infocus, keying in on the ISO 9000 series rather than offering an integratedapproach to quality change. In fact, all Ontario colleges offer ISO 9000training in their respective regions, with similar offerings and coursepackages.

Private Consulting Firms

Large consulting firms offer training services, but usually in specialized fieldssuch as Process Re-engineering, Total Quality Management or for industrysectors such as Health care. Usually, their prices would be higher thanthose offered by Fleming, and in these cases their expertise and professionalstanding may also be perceived as greater, particularly in line with theperception that Toronto expertise is somehow "better" than the expertise ofpeople in Peterborough. Another common perception is that colleges justoffer courses, rather than customized training. Fleming could develop astrategic advantage by linking with OSDO to provide professional needsassessment, thus providing better customization of offerings. Fleming couldalso look to broker consulting services to firms with greater expertise inspecialized areas.

There are many small private consulting firms, and, with further downsizinganticipated, their numbers will likely increase (and could include laid-offcollege personnel). Again, these companies tend to focus on a narrow fieldof activity and lack the resources to market their activities as Fleming could.

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Credential ling is another strength of Fleming as compared to training offeredfrom these consultants.

Private Trainers

A growing number of companies operate as private trainers. These includethe Toronto School of Business, Academy of Learning and the OntarioBusiness College. Their strength is computer training, where they have adistinct cost advantage to Fleming due to much lower pay rates for trainingdelivery (as do the School Boards, who also offer computer training).Fleming is perceived by many customers to offer better credentialling.Ultimately, if Fleming is to compete successfully in the field of computertraining, either we must offer training in software where we have uniqueexpertise or on hardware they do not have. In essence, it would bepreferable for Fleming to offer pay rates equivalent to what the market willbear, which would overcome the one competitive advantage thesecompetitors offer.

Other private trainers include the CDI College of Business & Technologywhich specializes in training for computer occupations, Career Canada whichfocuses on the health sector and the International Academy ofMerchandising & Design, focusing on merchandising design training.

Private trainers now include the Kawartha Enterprise Centre, who offer smallbusiness start-up training, also targeted by the Business Development Bankof Canada.

Large companies with Corporate Training Arms and/or Sectoral Institutes

Many large companies or sectoral associations have their own training arms.Often they require help to develop curriculum and deliver training. As aresult, many unique partnerships have been developed where colleges linkwith these players to develop new business. One of the advantages of thistype of activity is the potential to offer the training beyond the catchmentarea, where the companies and/or sectors have a presence.

Several competitive partnership agreements have been identified:

While it should be noted that Fleming has developed many strongpartnership agreements, George Brown, in partnership with the OntarioHostelry Institute, offers training in cooking, bar, restaurant and hotelmanagement.

In 1994, Eaton's launched the Eaton School of Retailing in partnership withRyerson Polytechnic University.

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Seneca College has formed a partnership with Connaught Laboratories totrain employees in biological sciences.

Grant Mac Ewan Community College in Edmonton has partnered with CanadaPost to develop training programs for Canada Post's Learning Institute,focusing on offering modules in business management and leadership. Thistraining program has been delivered at the Hautes Etudes Commerciale inMontreal.

Fleming and four other colleges have partnered with General Motors and theCanadian Manufacturer's Association, to develop and offer a BusinessLeadership certificate/diploma, with credits towards a university diploma inmanagement.

Humber recently formed a four-way partnership with Human ResourcesDevelopment Canada, the Canada Council on Rehabilitation and Work andthe Canadian Bankers' Association to develop and deliver an entry programto train the disabled for positions as tellers and customer servicerepresentatives. All of the first class of graduates (18 students), are nowfully employed at CBA member banks.

Self-directed Training

With the advent of the Internet there is more potential than ever for clients(including company employees) to learn through self-directed means.Fleming must study and develop greater potential to offer alternate deliveryand/or distance education training, including through Contract Services. Alink to the Learning Resource Centre is necessary in the final recommendedstructure, to support the growth of initiatives in this area.

OVERALL STRATEGY - KEY SELLING MESSAGES

The planning team brainstormed a list of potential customer benefits thatmatched client needs. It also analyzed the ability of Fleming to offer thesebenefits as compared to competitors identified previously. Finally, each ofthe strategic sectors were examined to determine if competitive advantagesvaried by sector or were similar to each. Final conclusions are outlinedbelow.

The title for the combined Contract Services and Part-time Studies unit isrecommended as:

Fleming Training & Development Services

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Positioning in the Marketplace:

Basic Stance:

Fleming Training & Development Services offers flexible, customized andintegrated services to help organizations and individuals achieve qualitychange and success.

The key selling messages for the overall unit are:offer customized, flexible and integrated services

- achieving quality change and success

Key selling messages for applied technical training:- offer leading-edge expertise, technology and facilities

Possible slogan: "LEARNING FOR SUCCESS"

Marketing Strategies include:

Develop three external partnerships in 1996/97 to grow business withthe end goal of expanding outside of our region.

General Electric Has been an increasingly active user of our ContractServices, Consulting Services (OSDO), and Part-time Studies. Still a largecommunity player, and has transformed into a very focused andcompetitive organization. A member of the Sectoral Skills Council alongwith SSFC. They have multiple plants across North America.

Milltronics Large potential for growth in training activity. They have astrong College supporter in V.P. of Manufacturing. Milltronics is now amember of the Sectoral Skills Council and has recently made significantorganizational changes. Milltronics is interested in arrangements wherebythey can share the College's expertise and equipment in areas such asrobotics and co-ordinate measurement machine. Also has facility in U.S.

MNR Now that the College has a formal partnership with Trent andMNR, we need to explore all possibilities relating to: training, consulting,joint projects for third party clients, and facilities usage. Has multiplesites across the province.

- Partnering with Sectoral Associations such as KawarthaManufacturer's Association, Canadian Manufacturer's Association, etc.Many new business leads have come from direct links to these groups.

Hospital Associations, particularly regional hospitals and communityservice providers.

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use existing partnerships (see Appendix Ill) to expand opportunities

Develop an Advisory Committee for Contract Training Servicesrepresentative of strategic activities pursued.

Develop specific marketing strategies for each business unit in the finalstructure. For example, the Canadian Natural Resource Training Centrewould be marketed to the natural resource sector as an entity to itself, bypromoting through the use of brochures and suitable media whichreaches the target market efficiently (for example, industry specific tradepublications). A first start in developing strategic competitive advantagesfor the CNRTC is included at the end of Appendix 3.

Possibility for an organizational needs assessment "support unit" to aid inassessing needs and integrating services (OSDO would be key to thisunit, but Fleming data research and Access could also play a role)

Brokering possibilities can refer or broker to clients to best deliverers(may be competitors). One example would be if clients require processre-engineering consulting.

Leading Edge Seminars/Conferences offered in strategic success areasserve to draw in clients/markets for services. Excellent way to spreadword-of-mouth (Algonquin is very active in this area).

get articles published in business journalsdrawing in lead-edge thinkers/researchersrequires sound marketing (is a risky game)PD to develop our expertise

Need a customer database/past history, central database of proposalseasily modified to help serve clients better

Need to plan, including setting business targets, tracking success andprovide follow-ups to enhance customer service

For each strategic sector targeted, need to identify specific sectoralorganizations Fleming can connect with, forge ongoing linkages and enlisttheir support. Alumni may serve well in this area.

Outreach connecting to sectors/organizations on an active and ongoingbasis is key. Also important is to liaise with senior levels so that ourservices coincide with overall organizational goals and strategies ofclients.

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International offerings is an ultimate goal. Links need to be maintainedwith international outreach activities, to help promote our servicesinternationally and to gather information for clients.

Use marketing to differentiate our business unit offerings from those ofour competition by referring to our more "holistic" approach gained bystrategic groups and by our consolidation of Contract Services and Part-time Studies

ORGANIZATIONAL STRUCTURE

Conclusions that pertain to Organizational Structure

1) Contract Services and Part-time Studies should be amalgamated in therecommended structure

There is excellent value to linking the Contract Services and Part-timeareas together. In essence, Part-time Studies attempts to market trainingopportunities to individuals while Contract Services targets groups,usually from companies, organizations or by sector. There is muchsynergy in having Contract Services and Part-time Studies cooperate,with the goal of offering more cost-effective training to groups ofindividuals, and\or by combining individuals with common needs intoeffective groups. Also, Part-time Studies reports that the key to growingrevenue is to circulate in the community to perform needs analysis anddevelop suitable product. The same requirement for success is true ofContract Services. In fact, evidence exists that where Part-time Studiesand Contract Services personnel partner, more activity takes place. As aresult, the final recommended structure is one that incorporates BOTHContract Services and Part-time Studies personnel. Both groups haveprovided input and are in agreement with the final model.

2) A scan of other College models leads to key conclusions

We have studied other College models to identify strengths andweaknesses of each. Those that are successful are not fullydecentralized like our current structure (not enough cooperation andcentral support; too much wasted effort in competing between Schools).Nor are they fully centralized, (a major goal is to develop and utilizeinternal expertise in meeting client needs and a centralized model inhibitsthis kind of co-operation). All successful models are hybrids, combiningelements of centralized leadership and support, with decentralizeddelivery. Our recommended structure is also a hybrid.

3) The key focus of the recommended structure is to provide excellent clientservice

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A thorough analysis of historical performance, future trends, client sectorneeds and competitive activity has lead to some key conclusions:

There are many "hot opportunities" out there and we will be more ableto grow revenue by properly aligning internal expertise to "hotgroupings" of sectoral needs. Grouping opportunities in terms ofsimilar needs had specific implications for final structure.

The current structure limits co-operation between related serviceproviders, not only by School, but other related departments. Forexample, much synergy can be achieved by co-operating withOSDO/TI, providing better service to clients by gaining from theirexpertise in needs analysis and providing mutual benefit by jointreferrals. Where it is determined that Fleming has a competitivedisadvantage in delivering training, Fleming will act as brokers to referservice providers to clients that will best benefit them. In addition,synergies can be achieved through linking to International (an end goalof Contract Services is to promote differentiated offerings beyond ourcatchment area and ultimately to global markets), and through linkingwith Fleming Data Research and Information Technology (many clientshave needs in terms of surveying, collecting and interpreting data andin networking their systems particular expertise we now have withinthe College). As a result, the final structure includes team-basedlinkages with other internal service providers.

Leadership for this new division is required. Many of the barriers tosuccess are common to both Contract Services and Part-time Studies.Rather than having individuals within each of these areas try to "crashbarriers" through separate and time-consuming initiatives, a Leader ofContract Services and Part-time Studies can organize appropriate high-level initiatives to provide barrier relief for all division members.

Two initiatives in this area have been identified:

1) To develop a process which includes the Human ResourceDepartment to create win/win payment options for those involved indelivering training and\or other services.

2) To work with Finance and Accounting to create a win\win overheadallocation system, meeting the needs of the overall College, Programareas, the new division and the community.

The recommended structure is one that encourages co-operationbetween staff, promoting the ability to shift staff from a unit that maybe less active to one with increased activity. As well, the structuremust motivate effective information sharing and co-operative effort, in

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particular offering resources and support to whatever location has aneed.

The centralized portion of the structure supports the activities of theclient-based units, offering secretarial support, reception, reporting,accounting activity and all part-time Studies support requirements,including calendar and timetable development. In addition, it is keythat data systems be created which track the following:

clients historical activity- proposals

trendsneedscompetitorsissues/barriersemployee skill bankpotential clients by sector/type of training

This will enable greater efficiencies in regular pro-active planning andrevenue target setting, improve client need-satisfaction and createefficiencies in performing important tasks, such as proposal writing.

Key groupings of Business Units

A thorough Environmental Scan, Trend Analysis, Consumer and CompetitiveAnalysis led to the following conclusions for groupings of business units,based primarily on serving targeted clients in the best way possible.

The business unit groupings are as follows:

1) FLEMING INSTITUTE OF QUALITY CHANGE

A major trend area identified in the external scan is the growing need forcompanies and organizations to transform their operations into ones focusedon quality as defined by customer need satisfaction. Manufacturers areincreasingly required by suppliers, government regulations, etc. to becomecertified to international quality standards in order to maintain contracts. Formany companies without quality control training, they could face lay-offs,downsizing or even shutdown. Most companies are interested in expandingquality beyond their manufacturing processes to their management systems.

The Fleming OSDO Consulting Service is actively involved in creating a"training culture" within firms and organizations in the Peterborough,Victoria, Haliburton and Northumberland areas. The training consultantspartner with organizations to advise on human resource planning, helpclients do needs assessments, develop strategic training plans and evaluatethe financial and other benefits of the training undertaken. The process

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2.6

usually involves a joint labour/management committee that collaborates ontraining issues. This joint decision-making process is also supported by theTI program and is an increasing trend as training consultants continue towork with organizations on how training can support their business goals.In the past two years, of the 200 clients served by consultantsapproximately 60% are in the MANUFACTURING sector. The FINANCIAL,SERVICE and TRADE sectors account for balance of activity.

Over 90% of manufacturing clients and (increasing numbers in othersectors) are involved in some form of organizational change that requiresQUALITY MANAGEMENT/SYSTEMS training (ISO, TQM, JIT, WCM etc.) Toimplement a system of continuous, consistent, responsive, relative andflexible training most of these organizations require in-house trainers and,therefore, TRAIN-THE-TRAINER programs. This is a key trend that willempower organizations to be self-sufficient in job related upgrading and day-to-day training. Computer training continues to be popular with all types ofOSDO/TI clients. Generally larger organizations require training/upgrading onexisting (or new) systems, while smaller clients need specific softwaretraining.

As evidenced by OSDO Consultants, Quality Control/ISO 9000, TeamBuilding/Problemy Solving, and Supervisory Sills Upgrading are three of themost commonly cited training and development needs for medium sizedmanufacturing and service sector clients (OSDO/TI section Appendix II). Inaddition, 78% of previous School of Business private sector training tookplace in areas covered by the proposed Fleming Institute of Quality Change.

Previous clients in this area include: General Motors of Canada, GeneralElectric Canada, TJ Lipton, Johnson & Johnson Medical Products, andTextron Automotive (Appendix I School of Business, Page 6). It isanticipated that this trend will apply increasingly to all organizations, not justmanufacturers, and will result in increasing demand for the followingservices:

Quality Control/Management

TQM Leadership/Management TrainingProblem Solving Techniques for TeamsContinuous Improvement, MethodsISO-9000 +World Class Manufacturing TechniquesQuality Audit

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Coaching/Team Building

How to Implement Self-Directed TeamsHow to Manage Change EffectivelyDiversity AwarenessInterpersonal SkillsFacilitation SkillsTrue ColoursTeam BuildingCoaching TechniquesMeeting ManagementWork DesignProblem Solving

Supervisory Skills and Employee Development

Time ManagementStress ManagementInterviewing SkillsAnalyzing Performance NeedsEvaluating TrainingManaging PeopleEmployee Performance ReviewsFacilitation SkillsMeeting ManagementOrganization/Systems TrainingWritten Skills

As organizations become leaner, there is a pressing need for supervisorystaff to learn to manage, supervise, motivate, encourage, stimulate,empower and enable employees to work cooperatively together.Empowered cultures are now more desirable within organizations versus thetraditional hierarchial structure.

Responding to the changing global marketplace and learning new ways to dobusiness is a priority for most companies in the 90s. Flexibility, being ableto do more with less and adjusting to new organizational structures are keysto business survival.

Competitors in this realm are many, but virtually all competitors specialize inonly some of the above services. The key competitive advantage thatFleming can provide is to study needs thoroughly, linking to overallorganizational mission and strategy, and recommend an integrated andcustomized package of services to promote quality change.

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In addition, this unit will provide Train the Trainer services if required andwill also look to develop capabilities in serving both Export Development(linking with international to promote foreign trade contacts, providingimport \export training and suitable language and cultural training) as well asaid for Small Business development (an important trend for the future is thegrowth of small business). Services through the Integrated BusinessOpportunities Course are particularly attractive to these clients.

In addition, this unit can offer:

Business/Sales/Marketinq

Front Line Sales TrainingIn-house Sales Training (Train the Trainer)Professional Selling SkillsHow to Expand the BusinessHow to Run a Cost Effective Business

Companies must be proactive and aggressive to survive; having fresh salespresentations and long term marketing strategies are essential to thissurvival.

2) COMPUTERS AND APPLIED TECHNOLOGY

Much of Fleming's previous success in Contract Training has come fromserving the needs of private industry in terms of applied technical training.The cornerstones to success in this realm are the ability to offer leadingedge expertise, technology and suitable facilities. In many of the technicalfields where we can offer applied training, Fleming has these competitiveadvantages.

Computer training has related key benefits. Statistics Canada reports thatgrowth in real spending on computers by Canadian consumers over theperiod 1981 to, 1994 has averaged +20% spending on an annual basis. Astechnologies rapidly change and improve, these growth rates are likely toincrease in future. Currently, many private trainers can charge less thanFleming for computer training, due to significant differences in trainerdelivery costs, and this needs to be addressed if Fleming is to achieve itstrue potential in this field.

Currently, much duplicated effort goes into offering applied technical trainingfrom a number of different Schools within the College. This proposed newunit would solidify our competitive advantages and provide more opportunityfor co-operative initiatives to better capture share of market in this field..Another opportunity is in the realm of partnerships. Fleming has been thecomputer trainer of choice for GE Canada with revenues in excess of$100,000 per year for the last three years (Appendix I). In addition, a new

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recent partnership with Drake has enabled us to integrate on-line testingwith training for major software publishers including: Microsoft, Novell,Autodesk, Lotus and WordPerfect.

As an award winning (1992, 1993, 1995) Autodesk Training Centre, wehave a quality reputation in Eastern Ontario and will capitalize on this bypartnering with other Eastern Region Colleges. Fleming will be the leadCollege for AutoCAD training and will use its portable labs to provide highlevel training in Eastern Ontario. AutoCAD training has been a high priorityfor HRDC clients in recent years exceeding $125,000 annually for the lastthree years and private training has been in excess of $75,000 annually(Appendix I). Computer training is a prime example of how ContractTraining and Part-time Studies offerings may be linked together to offer abroad variety of programming to a diverse population.

Samples of training provided by this unit include:

Computer Training

Database SystemsCoreldrawDesktop PublishingWordPerfectExcelComputerized Payroll/BookkeepingWindowsSurfing the Net, etc., etc.Autodesk, AutoCAD

Manufacturing Technical Training

Fleming has a local niche in several areas relating primarily to manufacturingand service sectors and includes Welding, HVAC/Energy (in conjunction withPart-time Studies), Machining (conventional & CNC), Electronics/Electrical.For example, revenues in welding alone with GE Canada were in excess of$93,000 for 1994/95 (Appendix I) and will reach similar levels for this fiscalyear.

We are also promoting our specialty offerings in areas of Electrical andMechanical Metrology with courses recently delivered to:

Ford Electronics, MarkhamNordion International, KanataOntario Hydro Nuclear, Darlington

27

In addition, we are expanding our offerings in Security and Fire AlarmSystems, in anticipation of licensing (therefore training opportunities)requirements. Light Manufacturing and Maintenance/Service Sectors are keymarketing targets for the technical area.

Offerings include:

CAD/CAMElectrical and Mechanical MetrologySpecialty WeldingComputer Forensic ImagingSmall EnginesElectronic SkillsControl InstrumentationSecurity AlarmsWaste Reduction in Food IndustryForklift Truck OperationHeavy Equipment OperationPlastic Extrusion Production/TechniquesInjection MouldingShop Maintenance ProcessesHVACGas, Oil and Propane Certification

3) CANADIAN NATURAL RESOURCE TRAINING CENTRE

Operating from the Frost campus, this unit has already developed an entityin the marketplace and is recognized as world-class experts in a number ofNatural Resource fields. As well, this unit is further ahead of the other unitsin linking their services to international markets. Key winners in this areahave been: Aquaculture, GIS, Environmental, Aggregate Sampling andExplosives Handling for provincial, national and international clients(Appendix I, pages 1-16). It makes sense to maintain the perception of thisunit as a separate entity in the marketplace, playing down the connection tothe overall Contract Services and Part-time division, while cross-linking itsfunctions and support with the other units of this division.

Offerings include:

Greenhouse and gardeningPesticides trainingExplosive SafetyQuarry BlastingHeavy equipment operationEarthworm Biology & Vermi-compostingCertified Aggregate Sampling SpecialistCutter courses

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Landfill site proposalsWell drillingSewer systemsSustainability studies & trainingForestry training & StudiesAquaculture

4) HEALTH & COMMUNITY SERVICES & DEVELOPMENT

In her book, Shifting Gears, Nue la Beck makes a strong case that health carewill be one of the four engines of growth in the future. The trend towardsan aging population supports the growing need for health care services. It isrecognized that this sector poses particular challenges to our College in thatthe health sector is facing large funding cuts. In this area there will be morefocus on part-time studies activity which has been traditionally strong at ourCollege. Downsizing does create some opportunities. As training units ofsome organizations are disbanded, this creates opportunities for our Collegein areas such as training for police forces, banks and public agencies(Appendix III). It is our belief that this unit can develop solid initiatives forthe future, particularly in the realm of community services and development.Note the Battle Creek model could be adapted by this unit. The potentialexists for training in health and safety, suicide prevention, non-violent crisisintervention (also hostage survival training), legislative updates and co-ordinating quality change for the health care industry through our FlemingInstitute of Quality Change.

The recommended structure includes these four units as the leading edgeconnection to clients. (Final organizational structure is illustrated on page 4).

Notes on Recommended Structure

The key focus of each unit will be to circulate in the community todevelop business and develop long-term relationships with sectoralgroups and individual clients

OSDO/TI is anticipated to maintain its funding links but would be housedwithin the division, cooperating with the units to analyze needs andprovide joint referrals.

Government Services is identified as an entity within the centralizedsupport structure. A dedicated job would be to liaise with governmentalagencies to connect to business opportunities and to determine if clientsof the units can connect with government programs, services and\orfunding. We believe it makes sense to have one person designated as

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the government contact, co-ordinating related proposals and updatingother members of the division on government initiatives and changes.

At the lower portion of the proposed structural model are all the otherinternal areas that this division needs to link with. Where the circlesoverlap, it is proposed that each of these areas choose a person who isresponsible for serving as a team member who meets regularly with unitleaders to discuss developments and look for better ways to serve clientneeds.

Support personnel in the centralized portion of the structure wouldprovide support for all division activities.

A Business Leader of Fleming Training & Consulting Services wouldperform the following tasks on behalf of the division:

vision settingliaison external and internal"barrier crashing"

- cheerleading supportteam co-ordinating and facilitatingcreating profile internal and externalstrategic planning - develop positioning in marketplace

- leading in an entrepreneurial, empowered fashion

For each of the four units, it is recommended that a Unit Leaderbe in place. We looked at the possibility of having a Leader of ContractServices and a Leader of Part-time Studies housed within the centralizedsupport structure, but it was felt by both groups that this would onlypromote a "silo" effect between Contract Services and Part-time Studies.It is believed to be essential that each unit have a leader responsible forBOTH Contract Services and Part-time studies.

Note that, since the combination of Contract Services and Part-timeStudies into one division is a rather recent development, more work isrequired to target revenue and determine the final mix of roles, jobs andrequirements for the overall division. More work will be performed in thisarea before the final plan is issued.

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Some notes on Division Funding and Overhead Allocation

The members of this division believe that, as much as possible, the divisionshould be perceived as a profit centre for Fleming and be able to trackdivision revenue and direct costs. On an annual basis, the division'sbusiness plan should be developed which will include revenue andcontribution targets. It is recommended that overhead allocation beperformed based on final performance of the overall division (too much timeand effort is wasted now over allocating overheads on a contract buycontract basis).

A system for overhead allocation is illustrated below:

Total division revenue

Minus direct costs (all direct costs of fulfilling contracts, includingdelivery and all variable costs that apply directly to contract delivery)

Minus defined division overheads (salaries of division members, also itmay be possible to negotiate fair charges for the rental of dedicatedspace within the College)

An Example of Division Contribution to Overhead

This final chunk of money (let's hope it's a growing one), could then bedivided as follows:

30% to College overheads for on-campus activity- 1 5% to College overheads for off-campus activity

The remainder would be divided as follows:

- 45% to Program clusters (or Schools) based on co-operative activity45% to the division itself for reinvestment, future development andpossible staff bonuses10% back to a Community Development unit, who would work with acommunity Board created to co-ordinate and choose how these monieswould be invested back into the community (possibly to charity). Webelieve this initiative is one that will attract favourable publicity andovercome possible internal and external objections that this division isprofit-driven only.

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Example:

1996 Total RevenueMinus Direct Costs & Division Overheads

$1,025,000710,000

Overall Contribution to Overhead 315,000 or 30.7%

30% to College for on-campus portion 51,975($563,750)

15% to College for off-campus portion 21,262(461,250)

Total to College for Overhead 73,237

Of the remainder of Overhead ($241,763)

45% to Centres of Specialization(based on co-operative activity)

45% to Training & Development(for reinvestment)

10% to Community Development Unit

108,793

108,793

24,177

$241,763

At this stage, the above are suggestions only. The other parties that areaffected by this overhead plan would be invited to take part in a process ofnegotiating these allocation percentages on a win\win fair basis.

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REVENUE TARGETS

We looked at business and industry revenue targets based on our hot listsand our continuing activity, and sorted these according to our four newdelivery units. In addition, we filtered this year's annualized data based alsoon the four delivery areas. The target for year 1 (96-97) has been set at$1,025,00 with the year 5 (2000-2001) target being $3,500,000.

The cost of staffing and delivering Contract Training on its own is estimatedto be $710,000 in year one which includes direct and indirect costs, but notoverhead to central. This 30.7% profitability margin will increase as salesvolume builds, as the cost of managing each of the delivery areas will notincrease proportionate to the volume.

The revenue targets have been set based on market trend analysis, "hot"item opportunities, and past experience with recurring business. Despite ourpast concentration on government and CITC contracts in the past five years,business and industry contracts accounted for 31% of total activity, up from18% in 1992/93. In 1994/95, revenue for this sector increased by 66.5%.So with a more concentrated and coordinated effort, we should effect thefollowing revenue targets:

Projected Contract Services Revenues

Year 1 $1,025,000Year 2 - 1,500,000 +46%Year 3 2,000,000 +33%Year 4 2,700,000 +35%Year 5 3,500,000 + 30%

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Budget Estimates - Business & IndustryContract Services

REVENUES (IN THOUSANDS)

Area 94/95 95/96* 96/97 97/98 98/99

CNRTC 188 208 300 430 586

Computers & Applied Tech 234 255 350 523 706

Fleming Institute of QualityChange

128 202 275 420 528

Health & CommunityDevelopment

22 35 100 127 180

Revenue Totals 572 700 1,025 1,500 2,000

EXPENSES (IN THOUSANDS)

Expense 94/95 95/96 96/97 97/98 98/99

Travel/Hospitality 17 21 25 35 42

Advertising 10 12 18 23 28

Materials/Supplies 18 22 40 62 86

Instructional Delivery 257 308_ 287 440 608

Staff & Benefits 104 123 340 451 540

Expense Totals 406 486 710 , 011 1,304

Positive Variance 166(29.1%)

214(30.6%)

315(30.7%)

489(32.6%)

696(34.8%)

Notes: *Based on Annualized Projection of Current Activity

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Assumptions:

The revenue targets for business and industry are premised on the decisionto pursue the business and industry activity, and also makes the followingassumptions to meet those targets:

senior management commitmentmarketing supporteach business unit would provide quarterly financial statementsactivity and costing will be tracked for each contractwe will have appropriate facilities and equipmentaccess to database of contract training clients and activityliaison with OSDO/TI personnel

- the right leaderthe right staffopen pay scale (average $35 per hour)no internal barriersstick to business planhire staff on part-time basis for government contracts under overallBusiness Unit Leaders

Staffing:

Our group determined the following attributes required for the followingposition categories in Contract Services. We have not included staffingrequirements for Part-time Studies in this section. However, the overallLeader and the four Business Unit Leaders would oversee both ContractTraining and Part-time Studies activity.

Overall Leadership:This Hay position would oversee Contract Training, Part-time Studies, andOSDO/TI

Front Line Marketing/Development:These Hay positions should be open to secondment from Faculty or Support,in order to get the "right people" on board.

Office Operations:These Support positions should, be open to those with proven skills in therequired areas.

The staff will be located centrally, except in situations where it makes senseto have individuals located within the hub of most of the activity. Forexample, CNRTC Staff would, as an integral part of "Training andDevelopment Services" probably be located at the Frost Campus.

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Overall Leadership Attributes

- entrepreneurial empowermentrisk taker

- vision setting and planning capabilities- negotiation skills

capable and willing to perform skills of front-line service- lobby to senior management

sense of humoursupportiveteam playercheerleader and advocatebarrier basher internal/externalbroad understanding of Business and Industryinterpreting and anticipating trendsworking knowledge of adult learner and learningwould be the HRDC and OTAB liaison person

Front Line Marketing/Development Personnel Attributes

product development and knowledgedevelop curriculumneeds assessmentmarketinglead generation and follow-upproposal writingfinancial managementhiring of delivery staffliaison with professional groupsproject team leadership facilitationliaison with faculty

- integrate services on behalf of clientsentrepreneurial spirit

Office Operations Support Personnel Attributes

- program administration (with help from support personneltimesheetsordering suppliesliaise with HR, Beaver, Word Processingschedules classrooms and teachersregistration

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personnel

36

certificationbookkeepingduplicatinghotel booking

Contract services will require access to Professional Development servicesto enhance the skill sets of those working in this division (includingtraining deliverers)

Staffing Requirements

In year one, the Leadership role will be shared by designating 40% toContract Training, 40% to Part-time Studies, and 20% to OSDO/TI

CNRTC one full-time plus one 24 hour support staff personFleming Institute of Quality Change one full-time plus 1/2 support staffHealth & Community Services & Development 1/2 full-time plus 1/2support staffComputers & Applied Technology 1.5 full-time plus one full-time support

Total 4 full-time Front Line Marketing/Development2 full-time support staffone 24 hour support staff(core staff hire extra to suit HRDC requirements)

Facilities:

Based on the projected volume, we estimate minimum dedicated spacerequirements as follows for year one:

Lindsay = 1 computer lab and 1 classroomPeterborough = 2 computer labs and 2 classroomsCobourg = 1 computer lab and 1 classroom

Activity for Haliburton and to supplement peaks in our business can beaccommodated through use of transportable equipment and access tounscheduled classroom time.

The above does not include any dedicated technical labs; however, accessto these labs is key to our success, and scheduled in conjunction with otherlab users.

In addition, office space would be required for Contract Services personnel.

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40

BARRIERS

The following barriers to the achievement of the above vision wereidentified:

no consistency in looking at cost effectiveness

lack of flexibility in accessing resources, i.e. facilities

lack of consistency in interpretation of the collective agreement

pay scales not consistent with market supply and demand

competition between schools and campuses greatly impairs overalleffectiveness

lack of full-time designated resources is a problem

lack of centralized resources to support contract training operations(access to secretarial/research/database/trend info./skills bank/clienthistory, needs assessment, etc.)

lack of marketing plan for contract training

lack of understanding by support areas of College of just-in-time principlesthat Contract Services adheres to

small staffing base restricts ability to respond to all opportunities

Contract Services may not always be involved in decisions affectingthem causes a perceived lack of control

In greater detail, the Internal and External Barriers are as follows:

41.38

INTERNAL:

Institutional culture and existing attitudes, beliefs and values has lead toan overall lack of support for Contract Services

Focus is on post-secondary programming- Training Services is viewed by management as a "sideline activity"- In particular, many members of the College community do not

believe a publicly funded institution should be competing in theprivate sector and that a profit-driven focus differs from their viewas to what the College should be doingThere is a lack of management support for building Training ServicesbusinessFleming self concept is often low; in other words many Flemingpersonnel do not see us as capable of effectively competing withinthe private sectorFleming does not tap into "internal expertise" as well as it could. Inparticular, faculty and Schools level of support for Contract Serviceactivities varies, many refuse to cooperate or are limited due to thefocus on post-secondary programmingFleming is oriented .to serving students rather than revenuegeneiationHierarchal leadership "silos" resultCompetition internally reduces performance with clientsActivity based budget leads to this competitionUnions focus on post-secondary models, leading to many restrictionsin terms of flexible payment of deliveryLack of accountability "pass the buck" attitudePrograms and staff in some cases "outdated"Not recognizing or involving mutually supportive services, eg.OSDO/TI, Marketing and International, Flerriing Data Researchas a result of the above, we may not have the right people working(or know who has the expertise/skills) in Training Services (credibilitywith clients is in question)

Overhead allocation by individual contract leads to too much energybeing wasted, and current methods of allocation are seen by bothAccounting and Contract Services as lacking. Current methods maynot be best at producing a win/win for both of these groups.

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EXTERNAL:Many customers in the external environment view Fleming as a traditionaltrainer of students (post-secondary) and not an organization which is adeptat serving the needs of private companies.

Definition of "Contract Training" is misleading we offer "ContractServices" or possibly "Business and Community Development" (we arenot just selling off-the-shelf courses)

Fleming may be viewed, as a government institution, as less flexibleand less able to provide quick turnaround

For those clients that are non-profit or are in the public sector, many believethat Fleming is supported by the taxpayer and therefore should be providingservices for free.

Another problem is that often potential clients lack awareness orcommitment to training their workforces, although more awareness isgrowing as the rate of change increases and the value of training is affirmedby successful organizations. Often, business and industry are not fullyaware of their "needs" for training, or what specific training is required.

A very dynamic competitive environment exists, both from private trainersand consultants and from other colleges in the system, particularly as theyplace growing emphasis on Contract Training.

Rules regarding out-of-catchment marketing limits potential to market outof region

Competition may be a barrier to our eventual success, but it also presentstwo opportunities:

1) Where we can develop competitive advantages we will be able tobetter compete and ultimately attract clients beyond our catchmentarea, including the international arena. The more our offerings aredifferentiated and unique, the better able Fleming is to market beyondthe catchment area (particularly in light of current restrictions to localmarketing only, unless offerings are unique)

2) Many competitors could be co-operators. Where they "do the jobbetter," Fleming could broker their services to clients. In addition,partnerships could be struck with other institutions and\or privatecompanies to offer more integrated and more effective service toclients.

40

43

RECOMMENDATIONS TO OVERCOME BARRIERS - SOLUTIONS

The following recommendations pertain to overcoming the above barrierswith the goal of achieving the identified vision.

1) Pay Scales

During our meetings surrounding the plan development, the major barrierthat we identified continuously was the pay scales and inflexibility of thecurrent system to which we must adhere when hiring Contract Trainingpersonnel. We must bring down the hourly rates to a point where wecan compete, and we must have the flexibility to hire for any duration.As we have identified other Colleges such as Conestoga and GeorgianColleges who are hiring at competitive rates and with the utmost offlexibility, we must take a firm stand on this issue if Contract Trainingactivity is to be successful at Fleming College.

RECOMMENDED: That Fleming College adopt a separate pay scale/policyfor Contract Training (and probably Part-time Studies too) which gives thisgroup the ability to hire our trainers at rates that will enable us to maintainprofitability for the College, while remaining competitive with other playersin the training business. We recommend a pay scale for Contract Trainingand Part-time Studies which allows pay rates in the $15-$55 per hour rangewith an overall hiring average of $35 per hour. Starting pay rates would bebased on the type of course, and the teaching experience of the trainer. Weshould also have the flexibility to hire our trainers for any duration of hoursper week (subject of course to quality concerns) that are required tosuccessfully completed our contracts with clients. The procedure to set payrates would be a scan of similar marketplace rates, which we believe wouldresult in some rates dropping lower than currently, and possibly some ratesmoving higher (particularly in realms where supply of expertise is limited andvalue of the expertise is high). For some projects, it may be beneficial topay by total contract delivery rather than by hour (deliverers could spendmore or less time to get the job done). In the past, the majority of ourContract Trainers (95%) have been other than full-time. We feel it isimpossible to determine full-time workloads in Contract Training, due to itsjust-in-time nature. However, when there is an opportunity for anappropriate full-time employee to teach in a Contract Training program, wewould facilitate this by paying for a replacement teacher to teach thenormally SWF hours, at backfill rates. This is often the practise at otherColleges. Finally, Contract Services may wish to subcontract work toprivate businesses. This leads to questions such as: How long is the timeframe before an ex- employee can be treated as a private contractor?

41

44

2) Overhead Allocation

We need some type of policy that will allow us markups that are lessthan normal (example brokering opportunities) and apply overheads of5% or even less, where central services are not needed, or needed to avery limited extent. Another example of this are flow through monies foraccommodation and textbooks. In 45% of this year's training activitieswe have had to rent off-site facilities, and even provide cleaning andother plant & property services at such locations. In these situationsoverheads should vary accordingly! We also recognize that we need topay our fair share for services that are required in the delivery of ourtraining and development activities, and do not wish to be seen as aburden to the rest of the College.

RECOMMENDED: A recommendation appears later in the plan whichsuggests a model for allocating overheads after direct contributions areidentified. If this recommendation for the handling of overheads is NOTapproved, then a checklist and a sliding scale of overhead rates should bedeveloped in conjunction with Finance and Educational Resources, that willenable appropriate overhead burdens to be quickly and easily identified foreach training event.

3) Resources

Contract Services have many just-in-time issues and the College (to agreat extent) is not able to provide the quick turnarounds that arerequired for Contract Services clients. The reasons, we think, aretwofold. First, our institution is organized to serve the relatively slowturnarounds that have been required for Post-Secondary (this is changingslowly). Secondly, there isn't a real understanding of why we need quickand reliable service. Key areas for us are: repair, relocation, andsoftware issues around computers (IT); need to provide, transport and setup desks, chairs, 0/H projectors, whiteboards, etc, in off-site locations(Plant and Property); need to provide quick turnarounds on purchaseorders and textbooks (Finance and the Bookstore); need to be providedwith a skill inventory of employees so that Contract Services can quicklyfind the best trainers to hire (Human Resources); need to provide quickturnaround for Contract Services certificates (Admissions); and, need toprovide quick and accurate invoicing services (Finance).

RECOMMENDED: That the key service areas be asked to identify one ormore of their staff who would be the main liaison between their area andContract Services. This does not imply the dedication of such a staff person

42

45

to CS, but rather an individual who would be our first point of contact.Cross-functional team meetings would take place on a regular basis to mapout strategies, solve mutual problems and develop opportunities. This wouldalso give those individuals an operational perspective and both sides bettermutual understanding of activities.

4) Marketing

We have had attendance from various members of our Marketing group,and our best achievement so far is probably the colour Contract Trainingbrochure that was produced a couple of years ago. However, now thatwe have a business plan, we need to develop a comprehensive plan forhow we are going to market and grow the business.

RECOMMENDED: That Contract Services and Marketing and InstitutionalDevelopment work together to develop a comprehensive marketing plan thatwill enable us to actualize our Business Plan through years one to five.

5) Facilities

Many in Contract Services wonder how we can increase our trainingvolumes when the College is being forced to downsize activities andlocations. Although we recognize that the College cannot dedicate hugeamounts of space to CS, there must be a commitment to some facilitieswhere the activities can justify the dedicated space. Part of the need forsome dedicated space is also to create an identity for our external clients,that we are in this business and are serious about it. We need highquality facilities that are available when our clients require them,flexibility being one of the key issues for our success.

RECOMMENDED: That a dedicated area be identified for Contract Trainingand its offices, and that this include some dedicated labs and classrooms asidentified later in this report.

6) Overcoming the lack of internal support

Many of the internal attitudes listed above will be difficult to change ifthe focus of the Contract Services unit is seen to be profit-driven only.If the unit is perceived to support other key College goals, there will bemore chance of co-operation from faculty, support staff andmanagement. As a result, the Team has added two additional subgoalsto the overall vision:

43

46

Contract Services will attempt to help support the learning of Post-secondary students. Providing opportunities for learning and growth ofour students is the key focus of the overall institution. We believeFleming Contract Services can support this mission. Currently, in theSchool of Business, an Integrated Business Opportunities Course will beoffered in the winter of 1996 to third year students. Flexible studentteams with cross-program membership will be going into the communityto provide help to businesses and organizations that require specialprojects or specific problems to be tackled. This is a win\win proposition,as students obtain excellent real-world training and the client gets low-cost (free) advice and service. Promoted recently through the Chamberof Commerce, several organizations have expressed interest. FlemingContract Services could also promote and match up student teams toclients as part of our overall service.

RECOMMENDED: That all Programs look to offer a similar course to theIntegrated Business Opportunities model and that Fleming Contract Serviceswork in future to connect clients to student teams, looking for thoseprojects were student teams could be effective and a win\win result is likely.Promoting real-world 'opportunities for students (and their faculty advisorswho will also gain from current, real-world experience) will help motivate amore active and co-operative link between faculty and Contract Servicespersonnel.

Contract Services could also help promote community services anddevelopment. Another goal of the College is to promote communitydevelopment. Contract Services should share in this role. The modelwhich was studied during the External Analysis was one promoted in astudy by Joyce F. Elferdink, M.A., in the ECONOMIC DEVELOPMENTREVIEW, fall 1992, entitled "A Collaborative Model for CommunityWorkforce Excellence." Battle Creek Michigan (population 54,000)initiated a co-operative group of training and service providers (includingKellogg Community College) to create a Centre for Workforce Excellence.The mandate of this centre is to improve the skill base of the localpopulation with the end goal of attracting additional employers to theregion. In today's environment, with Information-Age, global companiesrequiring an increasingly sophisticated workforce, regions with a pool ofsuitably educated and skilled workers are definitely more attractive. TheBattle Creek network of service providers includes 11 agencies and threetemporary employment services. Three major companies have signedLetters of Intent stating that they will hire clients of the Centre whodisplay the attributes and skills necessary for job openings.

44

47

RECOMMENDED: That the Battle Creek model be studied further and thatas a possible by-product, the College could provide volunteers who wouldassist community service providers. Some of our activities may be aimed atcommunity service or community development, however it is recognized thatoverall profit results must be attained in total by the Contract Servicesdivision and that this is our primary goal.

Other recommendations to overcome internal lack of support:

This business plan is the first step in proactively planning ContractServices activity. Specific goals have been set. The response to theplan and support of its recommendations, including resources andspacing required will go a long way to overcoming support barriers.

It is important that the final Structure includes a Leader who canchampion the cause of Contract Services and Part-time Studies withinthe College (both face similar barriers). A major function of thisLeader would be to take responsibility from individuals within thedivision in terms of "barrier crashing," and look to overcome barriersin partnership with relevant internal stakeholders.

- Finally, the success of this Plan in meeting the needs of clients andgrowing future revenue and will be the ultimate long-term "answer" toovercoming these barriers.

45

48

EV

AL

UA

TIO

N

TR

AIN

ING

& D

EV

EL

OPM

EN

T S

ER

VIC

ES

IND

ICA

TO

RS

OF

EFF

EC

TIV

EN

ESS

COMMUNITY DEVELOPMENT STRATEGY

PROGRAM NAME:

SCHOOL:

INDICATOR

APPROVED TARGET

PROGRAM

STATUS

1994-95

COMMENTS

(include trends over past 3

years based on available

data)

A)

How many new

organizations has

the College

developed

contacts with

during the year?

The number of new

organizations with whom

SSFC develops new

contacts increases by

10% year-to-year

DATA TO BE DOCUMENTED BY TRAINING & DEVELOPMENT

SERVICES

B)

What percentage

of participants

of contract

training are

satisfied with

the training

provided?

More than 90% of the

participants of

contract training are

satisfied with the

training provided

DATA TO BE DOCUMENTED BY TRAINING & DEVELOPMENT

SERVICES

4950

46

EVALUATION

TRAINING & DEVELOPMENT SERVICES

INDICATORS OF EFFECTIVENESS

(continued)

COMMUNITY DEVELOPMENT :::'.:STRATEGY

PROGRAMNAME:

SCHOOL:

APPROVED TARGET

PROGRAM

STATUS

1994-95

COMMENTS

(include trends over past

3 years based on available

data)

C)

Has your program

formed a strategic

alliance/partnership

with another

educational

institute,

international and/or

private sector

organization?

SSFC strikes 3 new

strategic

alliances/partnerships

with other educational

institutions,

international, and/or

private sector

organizations each

year.

Describe briefly and indicate the success of

such a partnership.

Has the overall

revenue generated

through contract

training grown year-

to-year at a rate of

5-10%?

The overall revenue

generated through

contract training

grows year-to-year at

a minimum rate of

5-10%

REFER TO REVENUE TARGETS IN BUSINESS PLAN

E)

What externalization

of training services

beyond catchment

areas has been

accomplished?

More than 10% of

training activity will

take place outside of

catchment area

annually.

DATA TO BE DOCUMENTED BY TRAINING &

DEVELOPMENT SERVICES

52

5147

NEXT STEPS

Stages required to complete the recommendations pertained in this plan are asfollows:

1) present plan to senior management for approval2) set competition and hire most suitable division leader3) set competition and hire for remaining positions4) develop marketing plans for each unit (some of the prework and analysis has

already been done here. In particular, the CNRTC has completed a moredetailed look at these units, clients, and competitive environment)

5) execute business development initiatives6) establish initiatives with internal partners to resolve pay and overhead allocation

issues7) achieve year one volume and profitability targets8) review and possibly revise the business plan for year two9) achieve revised growth targets for years three to five, continuing to proactively

plan and execute activities

SUMMARY

The above recommendations are submitted by the Contract Services PlanningTeam and has been reviewed by all personnel who take part in Contract Serviceactivities. We hope these recommendations will be beneficial in helping makeFleming Training & Development Services a strong and integral contributor toFleming's overall success.

53 48

APPENDIX I

HISTORICAL ACTIVITY:

This data is for Business & Industry training activityonly. (Does not show CITC & HRDC funded programs)

School of Natural Resources

School of Technology

School of Business

School of Applied Arts & Health

School of Access

Fleming Data Research

International Activity

% of Training Completed (1995/96)On vs. Off Campus

Yearly Revenue Trends

54

CO

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trai

ning

faci

litie

s

Don

na J

udd

Mar

ch 1

996

7,50

02,

000

5,00

0

Bus

ines

s Le

ader

ship

Pro

gram

- P

ilot

Gen

eral

Mot

ors

. 5 d

ays

. Com

pany

trai

ning

faci

litie

s

Ron

Chr

istia

nD

ecem

ber

1995

7,50

02,

000

5,00

0'

Bus

ines

s Le

ader

ship

Pro

gram

Var

ious

Com

pani

es

. 4 e

veni

ngs

&al

l

day

Sat

urda

yov

er 4

wee

ks. o

n ca

mpu

s

Var

ious

facu

lty&

ext

erna

ltr

aine

rs o

nco

ntra

ct

Mar

ch 1

995

- M

ay19

9632

,000

20,0

0012

,000

. Hig

h po

tent

ial p

rogr

am. R

equi

res

aggr

essi

vem

arke

ting

931

94

95

Sup

ervi

sor

Ski

llsG

ener

alM

otor

s. W

orks

hops

. Com

pany

trai

ning

faci

litie

s

Bill

Hoo

per

Ral

ph W

ood

Mar

gare

tJo

hnso

n

Dec

1, 1

993

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arch

25,

199

444

,000

.

24,0

0020

,000

Sup

ervi

sor

Ski

llsC

obou

rg S

tar

. Wor

ksho

p. C

ompa

nyfa

cilit

ies

Way

ne M

ilroy

May

199

51,

500

800

700

Tea

m B

uild

ing

John

son

&Jo

hnso

n,P

eter

boro

ugh

. Wor

ksho

ps. C

ompa

nytr

aini

ng fa

cilit

ies

Ros

e M

anse

rC

raig

Pat

ters

on

May

- D

ec, 1

995

8,40

04,

400

4,00

0..P

oten

tial f

orco

nsul

ting

and

trai

ning

In th

is a

rea

Tea

m B

uild

ing

John

son

&Jo

hnso

n,M

arkh

am

. Wor

ksho

ps. C

ompa

nytr

aini

ng fa

cilit

ies

Ron

Chr

istia

nS

ept 1

2 -

Oct

25,

1995

5,60

02,

700

2,90

0'

Tea

m B

uild

ing

TJ

Upt

on. W

orks

hops

. Com

pany

trai

ning

faci

litie

s

Dav

id B

eatty

Bill

Hoo

per

Don

na J

udd

May

1 -

Jun

e 1,

1993

10,9

546,

500

4,45

4'

Fac

ilita

tion

Ski

lls &

Tea

m B

uild

ing

TJ

Lipt

on. W

orks

hops

. Com

pany

trai

ning

faci

litie

s

Dav

id B

eatty

Apr

il 8

- Ju

ly 4

,19

948,

700

5,00

03,

700

'

Tea

m B

uild

ing,

prob

lem

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ving

&Jo

b D

esig

n

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kin.

Rob

bins

. Wor

ksho

p. O

ff ca

mpu

sT

erri

Gee

rinck

Jim

Bot

tom

ley

Nov

17

- M

arch

9,

1994

2,95

01,

600

1,35

0

Mee

ting/

Fac

ilita

tion

Ski

llsN

HB

Indu

strie

s. W

orks

hop

. Com

pany

trai

ning

faci

litie

s

Bill

Hoo

per

Aug

25

- O

ct 2

0,19

946,

000

3,30

02,

700

'

Tea

m B

uild

ing

Esc

o. W

orks

hop

. Com

pany

faci

litie

s

Bill

Hoo

per

June

5 -

Nov

27,

1995

5,60

03,

200

2,40

0"

Tea

m B

uild

ing

MN

R. W

orks

hop

. On

cam

pus

Bill

Hoo

per

May

- J

une,

199

55,

346

3,20

02,

146

"

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nsiti

ons

&T

eam

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kS

t Jos

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tal

. Wor

ksho

p. O

n ca

mpu

sR

on C

hris

tian

Apr

il 29

, 199

31,

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900

713

'

2

BE

ST

CO

PY

AV

AIL

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LE

Tra

in-t

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rain

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GE

. 2 d

ayw

orks

hops

. Off

cam

pus

Ron

Chr

istia

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) M

ay 5

& 1

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) Ju

ne 2

& 9

'95

(3)

Aug

18

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5

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Man

y re

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with

team

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Tra

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3 &

28,

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pril

19 -

20,

199

31,

500

800

700

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in-t

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boro

ugh

Foo

d C

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. Wor

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ov 8

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, 199

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0.,

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ties

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dust

ries

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nyF

acili

ties

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per

June

199

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500

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0

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irem

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hou

rs p

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cam

pus

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ious

sta

ffS

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2 -

Nov

14,

1995

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000

1,50

0

Ret

irem

ent P

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orks

hop

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cam

pus

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ph W

ood

Sep

t 199

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500

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500

Man

agin

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hang

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Affa

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orks

hop

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cam

pus

Bill

Hoo

per

Feb

9, 1

995

1,00

045

055

0

Man

agin

g C

hang

eB

aski

nR

obbi

ns. W

orks

hop

. Com

pany

Fac

ilitie

s

Dav

id B

eatty

Jan

14 7

21,

199

41,

500

1,00

050

0

Dea

ling

with

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icul

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eopl

eV

eter

ans'

Affa

irs. W

orks

hop

. On

cam

pus

Ros

e M

anse

rN

ov 1

8 &

25,

199

32,

200

900

1,30

0

Inte

rvie

win

g S

kills

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eran

s'A

ffairs

. Wor

ksho

p. O

n ca

mpu

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ayne

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oyM

arch

24,

199

4

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1,00

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055

0

3

9798

99

Em

ploy

ee S

elec

tion

Six

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ions

. Wor

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. Off

cam

pus

Nan

cy K

eay

Aug

11-

18, 1

993

5,20

03,

200

2,00

0

Tim

e M

anag

emen

tC

GE

. Wor

ksho

p. O

ff ca

mpu

sR

ose

Man

ser

Apr

il 19

-'2

0, 1

993

1,00

050

050

0

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ling

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llsP

eter

boro

ugh

Rea

l Est

ate

Boa

rd

. Wor

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n ca

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m B

otto

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yJu

ne 1

995

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rent

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ity

. Pro

ject

. Off

cam

pus

Bar

b M

athe

rsJi

m B

otto

mle

yA

pril

1 -

May

30,

1994

3,50

01,

700

1,80

0_

Str

ateg

ic T

rain

ing

Sol

utio

nO

ntar

io S

kills

N/A

Bill

Hoo

per

Sep

t - N

ov, 1

994

3,00

01,

000

2,00

0

Per

sona

l Ski

llsC

ertif

icat

e -

Pla

nnin

gS

ecto

ral S

kills

N/A

Bill

Hoo

per

Apr

il -

Sep

t, 19

953,

500.

1,00

02,

500

New

pro

gram

, In

part

ners

hip

with

Nia

gara

& H

umbe

r C

olle

ges,

and

the

Ele

ctric

al/E

lect

roni

cS

ecto

ral C

ounc

il

Per

sona

l Ski

llsC

ertif

icat

e -

Des

ign

Sec

tora

l Ski

llsN

/AB

ill H

oope

rS

ept -

Dec

, 199

54,

500

1,50

03,

000

Exc

el &

Wor

dS

oftw

are

trai

ning

Peb

ra. N

ight

Sch

ool

. On

cam

pus

Dia

nne

Ber

lenb

ach

Sep

t 17

- N

ov 2

3,19

945,

000

2,20

02,

800

WP

Win

dow

s,W

indo

ws

Kin

ark

4,12

51,

900

2,22

5

Win

dow

sS

epar

ate

Sch

ool B

oard

Dia

nne

Ber

linba

chJu

ne 2

3 &

27,

199

555

025

030

0

Inte

rnet

Mili

tron

ics

John

Sili

berg

750

350

400

Com

pute

r T

rain

ing

CG

E14

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7,20

07,

030

In p

artn

ersh

ip w

ithT

ech

& L

aw

inst

ruct

iona

lS

trat

egie

sC

GE

. Pos

t sec

onda

ryco

urse

. Off

cam

pus

Ver

n B

olos

Sep

t 8 -

Dec

15,

1993

5,60

02,

700

2,90

0

.

Fac

ilita

tion

Ski

llsC

GE

. Pos

t sec

onda

ryC

ours

e. O

ff ca

mpu

s

Len

Taa

lF

eb 9

- M

ay 1

6,19

945,

600

2,70

02,

900

4

FIF

cT r

npv

AV

AII

AR

1 F

Mea

sure

men

t &E

valu

atio

nC

GE

. Pos

t sec

onda

ryco

urse

. Off

cam

pus

Dav

id B

eatty

Nov

2 -

Mar

ch 1

4,19

94'5

,600

2,70

02,

900

Bus

ines

sM

athe

mat

ics

Tex

tron

Aut

oIn

terio

rs. P

ost s

econ

dary

cour

se!.

Off

cam

pus

Sue

Val

lery

June

17

- Ju

ly 2

8 &

Sep

t 12

- O

ct 7

,19

93

6,09

02,

890

3,20

0

Intr

o to

Mat

eria

ls

Man

agem

ent

Tex

tron

Aut

oIn

terio

r°. P

ost s

econ

dary

cour

se. O

ff ca

mpu

s

Uoy

d C

live

.N

ov 2

3 -

Feb

22,

1993

5,00

02,

500

2,50

0

Foo

d &

Bev

erag

eS

erve

rO

TE

C. C

ours

es. O

n ca

mpu

sN

orm

Sm

ith &

Cas

ey v

ande

n H

euve

l

Sep

t - D

ec, 1

995

. 26,

000

16,0

0010

,000

Tw

o m

ore

OT

EC

trai

ning

prog

ram

s (R

oom

Atte

ndan

t & F

ront

Des

kA

ttend

ant)

pla

nned

Hea

lth &

Saf

ety

Cer

tific

atio

nIA

PA

. IA

PA

cou

rse

. On

cam

pus

. IA

PA

sta

ffM

ay 1

6 -

June

17,

1994

1,70

010

01,

600

Hea

lth &

Saf

ety

Cer

tific

atio

nIA

PA

. IA

PA

cou

rse

. On

cam

pus

. IA

PA

staf

fS

ept 1

9 -

Dec

9,

1994

3,40

010

03,

300

Hea

lth &

Saf

ety

Cer

tific

atio

nIA

PA

. IA

PA

cou

rse

. On

cam

pus

. IA

PA

sta

ffJu

ne 2

9, 1

994

125

.

012

5

Hea

lth &

Saf

ety

Cer

tific

atio

nIA

PA

. IA

PA

cou

rse

. On

cam

pus

. IA

PA

sta

ffN

ov 2

8, 1

994

- Ja

n13

, 199

51,

800

100

1,70

0

Hea

lth &

Saf

ety

Cer

tific

atio

nIA

PA

. IA

PA

cou

rse

. On

cam

pus

. IA

PA

staf

fF

eb 2

0 . 2

4, 1

995

600

5055

0

Hea

lth &

Saf

ety

Cer

tific

atio

nIA

PA

. IA

PA

cou

rse

. On

cam

pus

. IA

PA

sta

ffA

pril

24 -

Jun

e 2,

1995

1,80

010

01,

700

Hea

lth &

Saf

ety

Cer

tific

atio

nC

US

SC

O. W

orks

hop

. On

cam

pus

. Bob

Ric

hes

Feb

1 -

Mar

ch 2

2,19

943,

535

200

3,33

5

TO

TA

L V

ALU

E O

F P

RIV

AT

E S

EC

TO

R T

RA

ININ

G (

SC

HO

OL

OF

BU

SIN

ES

S)

AP

RIL

1/9

3 -O

CT

OB

ER

1/9

5: $

340,

768

(67%

)

TO

TA

L V

ALU

E O

F G

OV

ER

NM

EN

T F

UN

DE

D T

RA

ININ

G (

SC

HO

OL

OF

BU

SIN

ES

S)

AP

RIL

1/9

3 -O

CT

OB

ER

1/9

5: $

164,

998

(33%

)

5

101

102

TRAINING SERVICES ACTIVITY

SCHOOL OF BUSINESS

April 1, 1993 - October 1, 1995

General Motors of Canada $87,500

Canadian General Electric 46,500

TJ Lipton 19,654

Johnson & Johnson Medical Products 14,000

Textron Automotive Interiors 11,090

NHB Industries 11,000

3M Canada 6,500

Esco Canada 5,600

Ministry of Natural Resources 5,346

Baskin Robbins 4,450

Veterans' Affairs 4,200

103

SCHOOL OF BUSINESS

"HOT LIST'

Based on business volume April 1, 1993 - October 1, 1995

Business Leadership Program/Supervisor Training $135,900 40%

Team Building Training 55,163 16%

Computer Skills 31,685 9%

Train-the-Trainer 18,800 5%

$241,548 70%

trWnhg\InvokesAA

104

CONTRACT TRAINING - SCHOOL OF APPLIED ARTS & HEALTH

HISTORICAL ACTIVITY

1992-1993

TRAINING

CONDUCTED

CLIENTS

SERVED

TYPE OF

DELIVERY

DATE

CONDUCTED

TRAINER(S)

WHO?

DIRECT

REVENUES

DIRECT

COSTS

MARGIN

.%

COMMENTS ON

SUCCESS

COMMUNICAT'NS

F.A.C.T.S/

Traditional

Fall 1992

-$ 2,000.00

--

File

- Job Entry.

Stirling, ON

Classroom

unavailable

Skills

On Site

COMMUNITY

Japanese

Traditional

October, 1992

Brian Nichols

$ 3,900.00

--

Extremely

SERVICES

Professors

Classroom

pleased with

(Professional

International

30% On Site

program and

Update)

Practicum

70% Off Site

External

Agencies

learning

facilitator

ENHANCED

Peterborough

Service

March, 1992 -

-$14,581.00

--

Repeat

STAFF

Child

On Site

Sept., 1992

Business

CHILDCARE

Services

(Project

based)

""

Sept. 1992 -

March, 1993

$10,885.00

--

Repeat

Business

LANGUAGE

INSTRUCTION

& CANADIAN

Osaka Seiki

International

Traditional

Classroom

August,

1992 -

-$36,400.00

--

Repeat

Business

LITERATURE

On Site

January, 1993

indicative of

satisfaction

SPECIALIZED

SOCIAL

Chuo College

Traditional

Fleming

$ 8,900.00

--

Repeat

SERVICES

International

On Site - 30%

Sept., 1992 -

Staff/

Business

PROGRAMMING

Off Site -

Oct., 1992

Agencies

Positive +++

(Focus:

70%

Social

Assistance

Programming)

$76,660.00

105

BE

ST C

OPY

AV

AIL

AB

LE

106

CONTRACT TRAINING - APPLIED ARTS & HEALTH

HISTORICAL

ACTIVITY

1993-1994

TRAINING

CONDUCTED

CLIENTS

SERVED

TYPE OF

DELIVERY

DATE

CONDUCTED

TRAINER(S)

WHO?

DIRECT

REVENUES

DIRECT

COSTS

MARGIN

%COMMENTS ON

SUCCESS

COMPUTER

--

--

$ 2,500.00

--

-

TRAINING

- Transitions

Peterborough

Service

April, 1993 -

-$18,454.00

--

ENHANCED

Child

On Site

Sept., 1993

STAFF

Services

CHILDCARE

(Project

based)

On Site

March, 1994

-$ 2,160.00

--

-Red Cross

FIRST

AIDE

Theory

Sept. 1993 -

Partial Load

$26,500.00

--

_F.A.C.T.S/

- On Site 25%

March, 1994

& P.T.

HEALTH CARE

Stirling, ON

Practicum

Contracts

AIDE

- Off Site

--

75%

-

Aug., 1993 -

$46,700.00

--

Repeat

Osaka Seiki

Traditional

Jan., 1994

Partial Load

Business

LANGUAGE

International

Classroom

Fleming Staff

INSTRUCTION

On Site

& CANADIAN

LITERATURE

Sept. - Oct.

$ 9,750.00

--

Chuo College

Traditional

1993

Fleming

Repeat

SOCIAL

International

On Site - 30%

Staff/

Business

SERVICE

Off Site -

Agencies

PROGRAMMING

70%

$118,502.00

.,r1

n10

8

TRAINING

CONDUCTED

CLIENTS

SERVED

TYPE OF

DELIVERY

DATE

CONDUCTED

TRAINER(S)

WHO?

DIRECT

REVENUES

DIRECT

COSTS

MARGIN

%COMMENTS ON

SUCCESS

LANGUAGE

Craaytech Co.

Traditional

Sept. - Nov.,

J. Sherlock/

$3,000.00

$ 1,674.00

($1,326.00)

Request for

INSTRUCTION

Off Site

1994

Partial Load

44%

call back re:

LEVELS 1 - 3

Contract

next level

LANGUAGE

Osaka Seiki

Traditional

Aug., 1994 -

Partial Load/

$ 48,500.00

--

Repeat

INSTRUCTION &

International

On Site

Jan., 1995

Fleming

Business

CANADIAN

LITERATURE

LABOUR

Peterborough

Off Site

Sept., 1994 -

Partial Load

$8,026.00

$ 6,846.00

($1,180.00)

Unknown

MANAGEMENT

Industry

Dec., 1994

Contract

15%

LANGUAGE

TRAINING LMLT

Levels 3 - 6

HEALTH CARE

F.A.C.T.S./

Theory -

April, 1994 -

Partial Load

S 30,208.00

$16,855.00

($13,353.00)

Repeat Client

AIDE

Stirling, ON

Traditional

July, 1994

Contract/

44%

On Site 25%

R. Newmaster

Practicum

J. White

Off Site 75%

HOSPITAL IV

Ross Memorial

Off Site

Feb., 1995

External

$2,500.00

$ 1,395.00

($1,105.00)

No Evaluation

THERAPY

Hospital

Contract

44%

on File

Lindsay, ON

SOCIAL

Chuo College

On Site - 30%

Sept. - Oct.

Fleming Staff

$9,750.00

--

Repeat

SERVICE

International

Off Site- 70%

1994

/Agencies

Business

PROGRAMMING

MISCELLANEOUS

Singer

Off Site

$2,500.00

$1,395.00

($1,105.00)

?- Workstation

44%

$104,484.00

LO

S'1

1 0

TRAINING

CONDUCTED

COMMUNITY

SERVICES

PROGRAMMING

(Professional

Update)

CLIENTS

SERVED

Japanese

Professors

International

TYPE OF

DELIVERY

Traditional

30% On Site

70% Off Siteq

DATE

CONDUCTED

Sept., 1995

TRAINER(S)

WHO?

Fleming

Faculty

/M. Thomas

DIRECT

REVENUES

$ 2,875.00

DIRECT

COSTS

-

MARGIN

%

-

COMMENTS ON

SUCCESS

Very pleased

with program

& Fleming

staff

LANGUAGE

NHB

Off Site

Spring, 1995

Fleming P.L.

$300.00

--

-ASSESSMENT

Industry

Staff

(ESL)

LANGUAGE

Osaka Seikei

Traditional

Aug., 1995 -

Fleming P.L.

$48.500.00

--

Repeat

INSTRUCTION &

International

On Site

Jan., 1996

Staff

business

CANADIAN

LITERATURE

ENHANCED

Peterborough

Service On

Sept., 1995 -

$10,242.00

--

Repeat

STAFFING

Child

Site

Dec., 1995

-business

CHILDCARE

Services

(Project

Based)

SOCIAL

SERVICE

Chuo College

International

Traditional

30% On Site

Sept. - Oct.,

1995

Fleming

Faculty

$ 2,700.00

--

Repeat

business b/o

PROGRAMMING

70% Off Site

/J. Ellis

recession in

Japan

$64,617.00

Others currently pending:

Industrial Safety, Flying Colours

ESL Training, NHS Industry

11 1

112

mow

ofac

cess

Gui

delin

es fo

r re

view

of h

isto

rical

act

ivity

in C

ontr

act T

rain

ing.

The

follo

win

g w

ill s

erve

as

a te

mpl

ate

for

prov

idin

g th

is in

form

atio

n.

#T

rain

ing

Con

duct

edC

lient

sS

erve

dT

ype

ofD

eliv

ery

Dat

eC

ondu

cted

Tra

iner

(s)

Who

Del

iver

ed

Dire

ctR

even

ues

Dire

ctC

osts

Mar

gin

(Con

trib

utio

n)C

omm

ents

on

Suc

cess

/E

valu

atio

ns

1T

eam

John

son

&-g

roup

Jun

'95

Cra

ig$2

,400

/$7

00/

$500

/mon

th-t

otal

val

ue o

fB

uild

ing

John

son

sess

ion

atJo

hnso

nan

dJo

hnso

n

Oct

- D

ec'9

5P

atte

rson

Ros

eM

anse

r

mon

th(s

hare

dw

ithS

choo

l of

Bus

ines

s,so

Acc

ess

gets

$1,2

001

mon

th

mon

th42

%or

igin

alco

ntra

ct w

as$1

6,80

0. T

his

cont

ract

is o

nho

ld u

ntil

Jan

'96.

A n

ew 3

mon

th c

ontr

act

was

neg

otia

ted

at s

ame

pric

efo

r O

ct D

ec'9

5.

2C

ompu

ter/

E.D

.G.E

.-o

n ca

mpu

sF

all '

94V

ario

us$3

,500

$1,5

00$1

,500

-con

tinue

toE

mpl

oym

ent

-inst

ruct

orW

inte

r '9

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ch x

6-

43%

happ

enP

lann

ing

-shi

ftor

ient

edF

all '

95$2

,000

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bour

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ustm

ent

C.G

.E.

-gro

upse

ssio

nsan

din

divi

dual

coun

selli

ngat

C.G

.E.

Jul

Sep

t'9

4R

orry

Cru

iksh

ank

Suz

anne

Hug

hes

$12,

800

$5,5

00$7

,300

57%

4C

ompu

ter

Nat

iona

l-la

b/N

ov 9

3 -

Car

olyn

$3,7

80$2

,000

$1,7

80-s

atis

fact

ion

Lite

racy

113

Gro

cers

(& S

cotts

Pla

ins)

clas

sroo

mat

SS

FC

Jan

94K

itche

n47

%ha

s le

d di

rect

lyto

oth

erpu

rcha

ses

114

5C

ompu

ter

Lind

say

-com

pute

rJa

n '9

5 -

Joy

Cyr

$1,5

00$1

,000

$500

-suc

cess

ful

Intr

oduc

tion

Com

pute

rla

b at

ongo

ing

33%

Cen

tre

Car

eer

Hou

se.

6C

ompu

ter

Nat

iona

l-la

b/F

eb -

Apr

Car

olyn

$3,7

80$2

,000

$1,7

80-s

atis

fact

ion

Lite

racy

Gro

cers

clas

sroo

nat

SS

FC

'94

Kitc

hen

47%

has

led

dire

ctly

to o

ther

purc

hase

s

7C

ompu

ter

Nat

iona

l-la

b/Ja

nM

arC

arol

yn$8

,500

$4,7

00$3

,800

-sat

isfa

ctio

nLi

tera

cyG

roce

rscl

assr

oom

at S

SF

C'9

5K

itche

n(2

gro

ups)

45%

has

led

dire

ctly

to o

ther

purc

hase

s

1/5

Als

o, w

e w

ould

like

you

to o

utlin

e in

gen

eral

how

you

cos

t and

pric

e co

ntra

cts

- ch

arge

per

teac

hing

hou

r?w

hat m

argi

n/m

ark-

up d

o yo

u lo

ok fo

r?

Lind

say

1.us

e pe

r di

em r

ate

as a

bas

ic g

uide

.(I

kno

w th

at th

e pe

r di

em r

ate

usua

lly p

rovi

des

ade

cent

mar

gin)

.ta

ke a

look

at t

he m

arke

t, th

e po

tent

ial s

uppl

iers

, etc

. and

dec

ide

wha

t pric

e th

em

arke

t will

bea

r.tr

y to

get

a le

ast $

75 p

er h

our

once

tend

er is

pur

chas

ed, f

ind

leas

t exp

ensi

ve m

etho

d of

del

iver

y

2.es

timat

e co

sts

of d

eliv

ery

look

at o

ther

var

iabl

es r

e w

hat m

arke

t will

bea

r11

6

Pet

erbo

roug

h

Ass

ess

wha

t the

mar

ket w

ill b

ear

by c

onsi

derin

g:

1.ty

pe o

f tra

inin

g (e

.g. c

ompe

titio

n, in

stru

ctor

s, d

eliv

ery

cost

s)

2.si

mila

r de

liver

y co

sts

(e.g

. per

die

m r

ates

, pric

ing

of o

ther

scho

ols)

3.so

urce

s of

fund

ing

(e.g

. Ont

ario

Ski

lls fu

ndin

g av

aila

ble,

Com

pany

fund

ed)

Arr

ive

at a

cos

t per

hou

r an

d ca

lcul

ate

tota

l cos

t. D

ivid

e by

1.15

. Ens

ure

that

inst

ruct

iona

l dire

ct c

osts

(I

usua

lly u

se $

50-$

60 p

er h

our

for

sala

ry a

nd b

enef

its)

are

cove

red.

Mar

gin

is w

hate

ver

the

diffe

renc

e is

.I

don'

t usu

ally

hav

e an

y se

t mar

gin

in m

ind

for

the

depa

rtm

ent/s

choo

l,si

nce

any

non-

gove

rnm

ent c

ontr

acts

are

a bo

nus

for

Acc

ess.

Bec

ause

our

teac

hing

cos

ts te

nd to

be

chea

per

and

I'mw

ary

of b

eing

sig

nific

antly

che

aper

than

the

othe

rS

choo

ls, t

here

's a

lway

s a

good

mar

gin

on e

ach

cont

ract

. Whe

ther

ther

e is

any

pro

fit m

argi

n on

the

tota

lco

ntra

ct tr

aini

ng d

eliv

ered

, if B

ill P

eaco

ck a

ndm

y tim

e w

ere

calc

ulat

ed, i

s an

othe

r qu

estio

n.

118

117

FLE

MIN

G D

AT

A R

ESE

AR

CH

'S A

CT

IVIT

IES

Janu

ary,

199

3 to

Oct

ober

17,

199

5

Com

pany

Des

crip

tion

of T

ask

Stat

us$

Am

ount

John

son

& J

ohns

on M

edic

alPr

oduc

tsm

arke

t dat

a co

llect

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for

inte

rven

tiona

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ompl

eted

Sep

t., 9

5$1

000.

00sy

stem

s (d

ata

entr

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anal

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&re

port

gen

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osep

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pita

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95 E

mpl

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Oct

., 95

$170

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entr

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anal

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chan

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a da

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se f

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ompa

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opos

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ug.,

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old

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rbor

ough

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/Cou

nty

tele

phon

e su

rvey

Prop

osal

Oct

., 95

$300

0.00

Hea

lth U

nit

John

son

& J

ohns

on M

edic

alPr

oduc

ts

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rbor

ough

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ross

e

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ploy

ee s

kill

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d O

ct.,

95

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ketin

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ojec

t of

ticke

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es f

orC

ompl

eted

May

95

$243

8.00

Ass

ocia

tion

the

Dec

k L

aker

's L

acro

sse

Clu

b

The

Vic

tori

a C

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y B

oard

Prev

entio

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rvey

of E

duca

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119

Page

1

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rogr

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$930

0.00 12

0

121

Com

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of T

ask

Stat

us$

Am

ount

'

Pat R

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Com

mun

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mpl

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ervi

ces

surv

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data

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ata

veri

fica

tion)

Com

plet

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uly,

95

$ 41

3.00

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ect M

ail S

ervi

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nsfe

rrin

g a

file

fro

m a

9-t

rack

tape

to a

5 1

/4"

disk

ette

Com

plet

ed J

uly,

95

$ 12

5.00

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ly's

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l Oil

Tel

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ne s

urve

y (E

nerg

y U

se S

urve

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ompl

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Jun

e, 9

5$2

4,36

5.00

Tre

nt V

alle

y L

itera

cyA

ssoc

iatio

nN

eeds

ass

essm

ent (

data

ent

ry, d

ata

anal

ysis

, rep

ort)

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plet

ed A

pr.,

95$1

035.

00

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Kel

ly G

roup

Supp

lier

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eptio

n Su

rvey

(pr

ojec

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sign

, dat

a co

llect

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dat

a an

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plet

ed A

pr.,

95$2

269.

00

Ad

Cul

ture

Gro

up I

nc.

Nor

folk

Co-

oper

ativ

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usto

mer

Com

plet

ed A

pr.,

95$2

545.

00

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nion

Sur

vey

(dat

a en

try,

dat

ave

rifi

catio

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son

& J

ohns

on M

edic

alD

evel

opm

ent o

f a

cust

omer

dat

abas

eC

ompl

eted

Apr

., 95

$334

0.00

Prod

ucts

Pete

rbor

ough

Fre

ight

Lin

esC

usto

mer

Per

cept

ion

Surv

ey (

data

entr

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Com

plet

ed M

ar.,

95$

258.

00

Page

2

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pany

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tion

of T

ask

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us$

Am

ount

Wee

tabi

x of

Can

ada

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orkf

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ate

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ompl

eted

Feb

., 95

$214

3.00

(que

stio

nnai

re d

esig

n, d

ata

entr

y, d

ata

veri

fica

tion,

dat

a an

alys

is, r

epor

t)

St. J

osep

h's

Hos

pita

l &19

94 E

mpl

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Atti

tude

Sur

vey

Com

plet

ed N

ov.,

94$1

995.

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ealth

Cen

tre

(que

stio

nnai

re d

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n, d

ata

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dat

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Min

istr

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ural

Dat

a C

olle

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n fo

r th

e 19

94 P

arks

Com

plet

ed N

ov.,

94$8

165.

00R

esou

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data

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veri

fica

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cont

ent a

naly

sis

Yor

k R

egio

n D

istr

ict H

ealth

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earc

h pe

rfor

med

in s

uppo

rt o

f th

eC

ompl

eted

Sep

t., 9

4$1

3,89

4.00

Cou

ncil

Yor

k R

egio

n A

cute

Car

e St

udy

-

Tel

epho

ne S

urve

y (t

elep

hone

scr

ipt

desi

gn, t

elep

hone

inte

rvie

ws,

dat

aan

alys

is, r

epor

t)

John

son

& J

ohns

on M

edic

alPr

oduc

tsM

arke

t dat

a co

llect

ion

for

endo

-sur

gery

proj

ect (

data

ent

ry, d

ata

veri

fica

tion,

data

ana

lysi

s)

Com

plet

ed S

ept.,

94

$193

1.00

John

son

& J

ohns

on M

edic

alPr

oduc

tsM

arke

t dat

a co

llect

ion

for

inte

rven

tiona

l sys

tem

s pr

ojec

t dat

aen

try,

dat

a ve

rifi

catio

n, d

ata

anal

ysis

)

Com

plet

ed S

ept.,

94

$122

5.00

123

Page

312

4

1

Com

pany

Des

crip

tion

of T

ask

Stat

us$

Am

ount

Bob

Ged

des

Cam

paig

nR

esea

rch

perf

orm

ed in

sup

port

of

cam

paig

n fo

r Pr

ogre

ssiv

e C

onse

rvat

ive

Com

plet

ed S

ept.,

94

$268

0.00

Part

y no

min

atio

ns -

Tel

epho

ne S

urve

y

Aw

ay P

ublis

hing

Rea

ders

hip

surv

ey (

data

ent

ry, d

ata

veri

fica

tion,

dat

a an

alys

is)

Com

plet

ed S

ept.,

94

$128

5.00

G.E

. Can

ada

Mot

ors

Dev

elop

men

tal F

eedb

ack

Com

plet

ed A

ug.,

94$

210.

00Pr

oces

s Su

rvey

(sc

anni

ng, s

ortin

g,an

alys

ing)

The

Kel

ly G

roup

Cor

pora

te C

limat

e Su

rvey

Com

plet

ed A

ug.,

94$1

500.

00(q

uest

ionn

aire

des

ign,

dat

a en

try,

dat

aen

try,

dat

a an

alys

is, r

epor

t)

Ad

Cul

ture

Gro

up I

nc.

Adc

ultu

re p

roje

ct (

data

ent

ry, d

ata

veri

fica

tion)

Com

plet

ed M

ay, 9

4$1

986.

00

The

Sco

rebo

ard

Rea

ders

hip

stud

y (d

ata

colle

ctio

n, d

ata

entr

y, d

ata

anal

ysis

)C

ompl

eted

May

, 94

$151

3.00

Cou

gar

Shoe

sR

esea

rch

proj

ect

Tel

epho

ne S

urve

yC

ompl

eted

Mar

., 94

$883

8.00

(dev

elop

tele

phon

e sc

ript

, dat

aco

llect

ion,

dat

a an

alys

is, r

epor

t) Page

4

26

Com

pany

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ask

Stat

us$

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ount

Pete

rbor

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Fre

ight

Lin

esC

usto

mer

Sat

isfa

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udy

Com

plet

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ar.,

94$2

536.

00(s

cann

ing

and

veri

fica

tion,

dat

aan

alys

is)

Kar

en L

alum

iere

Nee

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sses

smen

t of

a Sp

orts

Inj

ury

Com

plet

ed M

ar.,

94$

505.

00C

linic

in V

icto

ria

Cou

nty

(que

stio

nnai

re d

esig

n, d

ata

anal

ysis

)

Adm

inis

trat

ive

Staf

fA

dmin

istr

ativ

e Pr

iori

ties

Surv

eyC

ompl

eted

Mar

., 94

$116

5.00

Con

sulta

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Com

mitt

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cann

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ver

ific

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ata

anal

ysis

)

Dir

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ail S

ervi

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Tra

nsfe

r of

dat

a fr

om d

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tte to

9-

trac

k ta

peC

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Mar

., 94

$ 15

0.00

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hard

Sta

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Dis

sert

atio

n. R

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(con

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data

ana

lysi

s)C

ompl

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Jan

., 94

$221

6.00

Cam

p K

awar

tha

Cus

tom

er S

atis

fact

ion

surv

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ompl

eted

Nov

., 93

$ 97

5.00

John

son

& J

ohns

on M

edic

alSe

rvic

e &

Rep

air

Stud

y -

Tel

epho

neC

ompl

eted

Nov

., 93

$100

0.00

Prod

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Surv

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tele

phon

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ript

, dat

a an

alys

is)

Pete

rbor

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Thi

s W

eek

Fede

ral E

lect

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93 O

pini

on P

oll -

Com

plet

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ov.,

93$

925.

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ne s

crip

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ary

of r

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127

Page

512

8

129

Com

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ask

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us$

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ount

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ect M

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ervi

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rans

fer

of d

ata

from

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ompl

eted

Aug

., 93

$ 50

.00

9-tr

ack

tape

Ass

ocia

ted

Res

ourc

e M

gmt.

Use

r N

eeds

Sur

vey

- Jo

b Se

eker

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138

YEARLY REVENUE TRENDS*Revenues shown only to September 30, 1995

Natural Resources

1992/93 (April '92 March '93)1993/94. (April '93 March '94) -1994/95 (April '94 March '95)1995/96* (April '95 March '96) -

School of Technology

1992/931993/941994/951995/96*

$208,083$157,212$231,898$ 60,648

School of Business

1993/941994/951995/96*

$108,857$ 77,510$134,296

School of Applied Arts & Health

1992/931993/941994/951995/96*

$ 28,500$ 23,100$ 43,800$ 13,042

School of Access

1993/94 $ 7,5601994/95 $24,8001995/96* $ 6,300

$160,981.37$129,547.60$246,816.18$ 63,738.36

139

APPENDIX II

"HOT LIST ITEMS":

School of Access

School of Technology & Law

Lakeshore Campus

OSDO/TI

School of Natural Resources

School of Applied Arts & Health

Haliburton Campus

140

School of Access

# Hot Items(causes with good future potential)

Why do we (Access) feel theseare 'hot' items:

1 Assessments- employability skills- workplace literacy- job profiles for company's

2 'Readability Assessment'- assessing how 'readable' is

their marketing andcommunication materials

3 Labour Adjustmentie: deal with transitionemployability career direction

-ie: government contracts

1.4 1

STRUCTURE

we need to be more business like in our 'culture'

integrated central team that put forth a single, comprehensive 'face' on contracttraining

team made up of functionaldelivery is locally co-ordinatedcentral team contact and needs assessment

planning and organizing of trainingevaluation and follow-up

decentralized delivery of trainingpreparation

we should sell more than just training; i.e. services, products. Why not brokertraining? After we have done assessment.

Should we even be in contract training? Why compete?why are we creating 'niche' areas if we don't already have them?

Why don't we develop actual products such as NWorkkeys"

142

Contract Training `,`HOT" List for Technology & Law

HOT OPPORTUNITY: Autodesk operations we propose would expand into otherterritories (Georgian, Durham, Loyalist) and be run as satellite operations.

WHY: We are already an authorized ATC and as the delivery specialist forAutoCAD are an award-winning operation. We can set up other areas as satelliteoperations with the result being a win-win for us and the local College. This alsofits in with the possible regional rationalization of Colleges.

HOT OPPORTUNITY: Delivery across North America of Electrical andMechanical Metrology training in seminar-type operations.

WHY: few other Colleges have the equipment, expertise, and reputation in thisfield. We are a partner with the National Research Council who endorse ourtraining programs, and also have established the Fleming Metrology TrainingInstitute. We have had inquiries from across North America.

HOT OPPORTUNITY: ISO 9000 and QSM 9000 training and consulting to smalland medium-sized business. This would be designed for delivery to groups of upto 10 companies (20 participants) who have immediate need to progress to theregistration stage.

WHY: Local companies are being pressured by their customers to register inISO, but this is a more expensive option that companies cannot often afford.Through a group approach to this requirement, the cost, and results can moreeffective. In addition, the training and consulting opportunities will continuethrough the re-registration requirements. From a local company perspective theywould wish to deal with a local trainer who is more readily available.

HOT OPPORTUNITY: Specialty Welding Processes training would bringparticipants from all parts of Ontario to be trained in such processes as HighPressure Vessel Welding.

WHY: Generally, this type of training is not available at Colleges. However, thetraining and resultant certification is highly valued by employers (such asConsumers Gas) who are finding difficulty in finding trainers in this field. Wewould offer intensive courses of one to four weeks duration in specialty field suchas the above.

HOT OPPORTUNITY: Computer Forensic Imaging for use in PoliceDepartments across Canada.

143

WHY: No other Colleges (or trainers) are doing this in Canada, and this isviewed by law enforcement agencies as a valuable tool in solving andprosecuting criminal cases. Even large agencies are unable to present thisspecialized type of training, and we are able to use our equipment and expertiseto deliver this inside and outside of our catchment area.

HOT OPPORTUNITY: Hostage Survival seminars that will be marketed toBanks, Armored Guard Companies, Retailers.

WHY: Hostage Taking is now a more prevalent situation in our society, andmany types of operations involving the handling and transportation of monies areexposed to a high risk of robbery and/or resultant hostage taking. Typical clientscould involve a contract with the main offices of banking institutions, who couldmake participation in such training mandatory for their employees. Delivery wouldbe through trained accredited trainers across Canada.

HOT OPPORTUNITY: Suicide Prevention, Non-Violent Crisis Intervention.These seminars are typically required by social agencies, Corrections Canada,School Boards, and other groups working with youth.

WHY: Societal pressures and economics have required trained personnel to dealwith crisis situations. At the same time, agencies are feeling time pressures thatprevent them from addressing the training requirements in this field for their ownstaff. These seminars would be offered in and outside of our catchment area.

144

Lakeshore

Future Opportunities

Hot List.:

1. Educational AssistantA need for and interest in this 'program has been identified by both the separate andpublic school boards in Northumberland. A presentation has been made to theNorthumberland Clarington Board of Education and one is being planned for thePeterborough, Victoria, Haliburton and Northumberland Separate School Board. In bothcases, the activity was initiated by the boards as a change in legislation may requireE. A 's to have completed the courses to retain their employment. The issue, if we aresuccessful in offering this course on the Lakeshore, will be whether to do the project asa contract or as a funded activity.

2. Refresher Courses for TradesA request from a group of plumbers indicated an interest in updating their trades'certificates.

3. Computer CoursesThe "Blast" courses have proven to be successful with clients for short introductoryprograms in new software. We are currently offering these on a variety of days with avariety of instructors. The issue is not community interest but rather the competitionfrom the Northumberland Clarington Board as their courses are offered at a lower cost.We should look at.whether we can change the requirements for certificates (# of hours)and the traditional issue of instructor costs at. the college when using the steppingprocess.

4. .Assessment. Services:

H.R.D.C. and W.C.B. have indicated that they go out of town for this service. In the caseof W.C.B., the assessment must be completed by a psychologist. It appears that the feefor this service is T7f!ry high. ($750.00?) It may be a service that could be provided bythe college. at a competitive pricing structure.

5. Labour Partnerships:We are currently involved in a labour/management/college partnership at Budd Plastics.The delivery agent with Sir Sandford Fleming College is the Metro Labour EducationCentre (sic) that is located at George Brown College. Very little training has been doneon the Lakeshore in partnership with the labour organizations and there seems to be apotential to deliver training in a sector by sector basis. The Metro Labour EducationCentre seems to be a large organization and the Canadian Union of Electrical andTelecommunications Workers (sic) is interested in other projects.

6. Literacy Training:

Many of the local companies are interested in upgrading the literacy skills of theirworkers. We have had an invitation to quote on a project for a large manufacturer thatwould take place over a number of years. They are interested in exploring the EDGEmodel at G.M. Some of the courses developed by B. Hooper in the Business Leadership

145

Certificate program were of interest in addition/0 the Academic Upgrading offerings.In a speech presented by Mr. Colin Campbell, author of "Where the Jobs Are" at M.D.L,this year, he identified the following needs for manufacturing workers within a smallsample of facilities. They would require skills that would include: understandingbalance sheets and financial statements, use a computer, drive a forklift, participate incollective decision making, conduct interviews with prospective employees and lead awork team. In another, they need training in statistical process, inventory andproduction control, computers, personal finance and balance sheets. In another, the softskills, critical thinking, problem solving, team building, personal effectiveness andpresentation ability were identified as necessary skills.

7. Allied Health:

There are many components of the Massage Therapy progam that are of interest toHealth Care Professionals. We have had a number of inquiries as to whether we arewilling to offer the course to students other than in the full time post secondary format.There is also interest in information technology and business courses for Health CareProfessionals.

8. Job Skills/ "Employability Development Plans"

I believe that a proposal to respond to the pending workfareflearnfare initiatives by theProvincial Government should be developed and submitted. It appears that futureH.R.D.C. funding will be directed towards individuals and the required training andsupport services that will be required by that individual to find employment The abilityto access that funding for training and services, will be based on the training or serviceprovider's proven success in assisting that client to reach his goals. I have included apaper on a project in Michigan that we could use as a model and believe that Sir.Sandford Fleming College should consider using our existing expertise, resources andleadership to create a similar Centre for Workplace Excellence. The Futures, AcademicUpgrading, Contract Training and Fleming Data Research areas have the expertise topilot a similar project in our geographic area.

9. Entrepreneurs:

Small businesses are continuing to create 95% of the jobs. I would like to explore thepotential of working with business organizations to deliver specific programs for smallbusiness. The Ontario Chamber of Commerce and the Canadian Banking Associationhave identified the need for more training. Currently, Ryerson is conducting a marketsurvey in Cobourg to support their School's efforts. Ryerson has been very active indeveloping the ProvinCial Sector Strategies for the Retail Sector and last week, theindustry leaders said that they would continue their sector strategy (started under BobRae's Government) without government assistance. Ryerson may be interested indeveloping partnerships in the delivery of their programs for the Retail Sector. Manyopportunities for contract training were identified in those sector strategies. ( I have acouple but I believe about 20 were completed)

10. As the Lakeshore is an area that has a diversified and strong economic base, there will stillbe the need to respond to individual requests for contracts and our business plan must beflexible enough that we can develop and deliver new programs as required.

4.

Refe.1-1?tice

"A Co liaborative 14001 for Comatt4nity Workforce E:r.celtence"

Whcro the Join Are" Col in Campbell

"towards a Collkorative Project for the Education and 3kill ector of Northui4er1arid

c ounty,"

"Cmtario's 0,:cupational Prospec:ts" 9':5-1 '?97)

Li,

BEST COPY AVAILABLE

147

OSDOITIP HOT LIST OF TRAINING OPPORTUNITIES

QUALITY CON7ROLIMANAGEMEN7'

TQM LeadershiplManagement TrainingProblem Solving Techniques for TeamsContinuous Improvement MethodsISO-9000+World Class Manufacturing TechniquesQuality Audit

Manufacturers are increasingly required by suppliers, government regulations, etc. to becomecertified to international quality standards in order to maintain contracts. For many companieswithout quality control training, they could face lay -offs, downsizing or even shutdown. Mostcompanies are interested in expanding quality beyond their manufacturing processes to theirmanagement systems.

COACHING /TEAM BUILDING

How to Implement Self-Directed TeamsHow to Manage Change EffectivelyDiversity AwarenessInterpersonal SkillsFacilitation SkillsTrue ColoursTeam BuildingCoaching TechniquesMeeting ManagementWork DesignProblem Solving

Responding to the changing global marketplace and learning new ways to do business is apriority for most companies in the 90s. Flexibility, being able to do more with less and adjustingto new organizational structures are keys to business survival.

Page 1 of 0

148

SUPERVISORY _SKILLS

Time ManagementStress ManagementInterviewing SkillsAnalyzing Performance NeedsEvaluating TrainingManaging PeopleEmployee Performance ReviewsFacilitation SkillsMeeting ManagementOrganization / Systems TrainingWritten Skills

As organizations become leaner, there is a pressing need for supervisory staffto learn to manage,supervise, motivate, encourage, stimulate, empower and enable employees to work cooperativelytogether. Empowered cultures are now more desirable within organizations versus the traditionalhierarchial structure.

Non-profit groups have similar needs to the above as well as the following:

Suicide PreventionStress ManagementEssentials of Successful BoardsSurvival SkillsTrue Colours

BUSINESSISALESIMARRETING

Front Line Sales TrainingIn-house Sales Training (Train the Trainer)Professional Selling SkillsHow to Expand the BusinessHow to Run a Cost Effective Business

Companies must be proactive and aggressive to survive; having fresh salespresentations and longterm marketing strategies are essential to this survival.

Page 2 of 4

149

COMPUTER TRAINING

Database SystemsCoreldrawDesktop PublishingWordPerfectExcelComputerized Payroll /BookkeepingWindowsCAD /CAMAutoCAD.CADKEYSurfing the Net, etc. , etc.

Many large companies have need to upgrade existing systems. There is a trend to have field staffself-sufficient in producing computerized reports. Construction companies and those involved inestimating activities need to be competitive and cost effective in producing accurate, relative bidson jobs that are few and far between.

TRAIN THE TRAINER

Micro Needs Assessment SkillsCourse Development / Course Outline PreparationTraining Program DeliveryTraining Program EvaluationCost Benefit Analysis

Companies are continuing to implement empowered cultures. Key to the success of empoweringemployees is to provide training to enable them to have the skills to work cooperatively andproblem solve in their jobs. To ensure consistency and ongoing training in these areas,companies are recognizing the need to be self-sufficient in delivering training. In-house expertisein this area will reinforce an empowered culture.

Page 3 of 4

150

MANUFACTURING TECHNICAL TRAINING

Waste Reduction in Food IndustryForklift Truck OperationHeavy Equipment OperationPlastic Extrusion Production /TechniquesInjection MouldingShop Maintenance ProcessesSt. John's Ambulance aid First Aid Training

Most of these were identified as training requests from various clients during the past year.

95/10/31

151Page 4 of 4

STRATEGIC TRAINING SOLUTIONS FOR

TRAINING INVESTMENT PROGRAMS

MEMORANDUM

TO: Eileen Longueville

FROM: Merle Davis

DATE: October 30, 1995

SUBJECT: Hot List Items

Eileen,

As discussed by you and I on several occasions, the Hot List items include all the coursesoutlined in the "Strategic Training Solution" binder.

These solutions were designed to introduce clients to the benefits of training and to addressimmediate training needs. The development of these STSs was market driven; if there was anapparent need for a particular type of training, then an appropriate solution was developed.

I believe there is an opportunity for our College to review the solutions, develop appropriatecourses (if not already available) and market the courses through Contract Training, using thefact that these STSs are financially supported through the Ontario Skills Program to help offietsome of the cost.

Attached is a copy of the solutions currently supported by TIP, indexed by major category.

Attach.

12

TA

BL

E O

F C

ON

TE

NT

S

A. B

USI

NE

SS M

AN

AG

EM

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T

1.D

evel

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nal

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UM

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quity

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int w

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anag

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ervi

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rain

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tech

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who

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usin

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ural

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for

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actic

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mgt

.sk

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itabi

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petit

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kills

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mily

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ses

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in th

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ture

.

107.

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trat

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all b

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the

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ide

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ell

as o

n th

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man

rel

atio

ns s

ide.

155

BE

ST C

OPY

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AIL

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e

II

III

0;q,

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'

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ting

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ted

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year

s.

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pose

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st p

artic

ipan

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mak

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info

rmed

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abou

t the

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ities

/con

stra

ints

of

expo

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hnic

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ritin

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divi

dual

s w

ho a

re c

urre

ntly

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king

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tech

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l wri

ters

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ld li

ke to

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ance

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ills

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eopl

e w

hose

em

ploy

ers

wis

hto

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elop

them

as

tech

nica

l wri

ters

.

To

assi

st p

artic

ipan

ts to

dev

elop

the

skill

s an

d kn

owle

dge

nece

ssar

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func

tion

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tech

nica

l wri

ter

with

inth

e in

form

atio

n se

rvic

es in

dust

ry.

016.

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tom

er S

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ce E

xcel

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eA

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e pu

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clud

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it th

at w

ould

like

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prov

e its

cus

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er s

ervi

ce.

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le tr

aine

es to

dev

elop

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in-

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e ca

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emen

t &ev

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te a

cus

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Prin

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tegr

ated

Proj

ect M

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in th

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tech

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chno

logi

st le

vel

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hav

e an

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erst

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hedu

ling

met

hods

.

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prov

ide

trai

nees

with

info

. on

the

prin

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es o

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ojec

t man

agem

ent a

ndth

e to

ols

of p

roje

ct c

ontr

ol.

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Inte

rmed

iate

Pro

cure

men

t Ski

llsT

o be

rel

ease

d in

the

futu

re.

096.

Adv

ance

d Pr

ocur

emen

t Ski

llsT

o be

rel

ease

d in

the

futu

re.

110.

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e Sa

les

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be r

elea

sed

in th

e fu

ture

.

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ial

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r or

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sing

inte

rnal

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ffre

sour

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mee

t the

cri

teri

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8.

To

enab

le P

rogr

am C

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impl

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m o

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izat

iona

lly.

019.

Tec

hnic

al S

trea

m M

obili

ty(T

rain

ees)

Publ

ic/P

riva

te s

ecto

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wan

ting

topr

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egra

tion

with

inth

eir

orga

niza

tions

usi

ng in

tern

al s

taff

reso

urce

s an

d w

ho m

eet t

he c

rite

ria

in S

TS

#19.

To

prep

are

wom

en to

ent

er ta

rget

ed T

TO

jobs

in th

eir

org'

n.

....

088.

*Em

ploy

men

t Equ

ity

.

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agem

ent,

unio

n of

fici

als

and

empl

oyee

sre

spon

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e fo

r eq

uity

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o pr

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e an

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ele

gal a

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quity

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w h

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mpl

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.

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agin

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iver

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in th

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prov

ide

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ills

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e a

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ticul

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l wor

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ce.

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ove

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C)

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ning

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.

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our-

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ploy

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ools

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aily

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uctio

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e pe

rson

nel)

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incr

ease

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capa

city

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firs

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s to

ach

ieve

cor

pora

tego

als

(pro

duct

ivity

/pro

fita

bilit

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stom

er

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ice)

.

030.

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chin

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le -

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adia

n M

anuf

actu

rers

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oc.

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rece

ntly

pro

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r ar

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piri

ng to

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supe

rvis

or in

the

mfg

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viro

nmen

t.

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deve

lop

trai

nees

kno

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skill

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blis

hed

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mun

icat

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proc

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s fo

r im

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staf

fpe

rfor

man

ces

: . ..

031.

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ning

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ectiv

e T

eam

s -

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adia

n M

anuf

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rers

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oc.

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ntly

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rvis

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t.

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lop

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nees

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kno

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in b

uild

ing,

lead

ing

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team

s...

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rvis

ory

Skill

s Fo

r B

usin

ess

and

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stry

- C

anad

ian

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ufac

ture

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ssoc

.

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le w

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t.

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lop

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nees

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e m

gt. s

kills

,cu

stom

er r

elat

ions

, eff

ectiv

eco

mm

unic

atio

n, w

ork

mea

sure

men

t &go

v't l

egis

latio

n sk

ills.

1

046.

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tifie

d A

dvan

ced

Tec

hnol

ogy

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ager

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ry-l

evel

to m

iddl

e le

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anag

ers

inte

chno

logy

- ba

sed

com

pani

es.

To

incr

ease

the

know

ledg

e of

trai

nees

of S

kill-

base

d m

odul

es in

the

bus.

adm

in. &

mgt

. dev

el't

area

s.

090.

Iden

tifyi

ng Y

our

Skill

s an

dA

bilit

ies

for

Car

eer

Dev

elop

men

t

Indi

vidu

als

rece

ntly

pro

mot

ed to

the

role

of s

uper

viso

r in

a m

anuf

actu

ring

envi

ronm

ent,

or in

divi

dual

s cu

rren

tly,

empl

oyed

in m

anuf

actu

ring

who

asp

ire

to th

ero

le o

f su

perv

isor

.

To

deve

lop

the

supe

rvis

ors

know

ledg

eof

his

/her

ski

lls a

nd a

bilit

ies

acqu

ired

thro

ugh

wor

k an

d lif

eex

peri

ence

and

to e

nhan

ce p

erfo

rman

ceon

the

job

and-

assi

st th

e su

perv

isor

info

rmul

atin

g ca

reer

and

edu

catio

nal

plan

s.

161

BE

ST

CO

PY

AV

AIL

AB

LE4

162

No.

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eT

arge

t Gro

upK

ey P

urpo

se11

1.E

mpl

oyee

Per

form

ance

Rev

iew

.

Any

one

who

has

man

ager

ial r

espo

nsib

ility

that

incl

udes

the

eval

uatio

n of

em

ploy

ee-

perf

orm

ance

.

-

To

incr

ease

the

skill

s of

sup

ervi

sors

and

man

ager

s in

obje

ctiv

ely

eval

uatin

gem

ploy

ee p

erfo

rman

ce, a

ndef

fect

ivel

y co

nduc

ting

'.pe

rfor

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ite S

uper

inte

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a la

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lic e

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on s

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i.

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. on

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092E

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t.16

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166

No.

Nam

eT

arge

t Gro

upK

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3A.

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stru

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n Pl

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ance

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ctio

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atio

ns-

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r em

ploy

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al h

ome

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asso

ciat

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rsan

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empl

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s.

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vidu

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n m

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abou

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nd th

esp

ecif

icat

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that

for

m a

par

t of

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cont

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ual d

ocum

ents

.09

3P.

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ture

de

plan

ava

nce

enco

nstr

uctio

nA

ssoc

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ns r

egio

nale

s de

la c

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- le

s m

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mpl

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ssoc

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mem

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eurs

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.

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indi

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ntra

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arks

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uelle

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retr

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les

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s de

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devi

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mpl

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S fo

r re

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ain

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rer,

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tility

empl

oyee

. See

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S fo

r re

stri

ctio

ns.

.

.

To

enab

le tr

aine

es to

reco

gniz

eop

port

uniti

es f

or e

nerg

y m

gt.

initi

ativ

es a

nd a

dvis

e cu

stom

ers

ofav

aila

ble

optio

ns a

nd th

eir

bene

fits

,.in

clud

ing

ener

gy m

gt d

esig

n an

dte

chno

logy

and

ana

lysi

s.

167

BE

ST C

OPY

AV

AIL

AB

LE

7

168

No.

002.

Nam

e

Adv

ance

d Fo

rest

Her

bici

des

Tar

get G

roup

Aer

ial a

nd g

roun

d ap

plic

ator

s, f

ores

ters

and

pest

icid

e re

gula

tors

..

key

Purp

ose

To

inst

ruct

app

licat

ors

in c

urre

ntte

chni

ques

in p

lann

ing,

impl

emen

ting

and

eval

uatin

g ve

geta

tion

mgt

.pr

ogra

ms

as w

ell a

s im

prov

e kn

owle

dge

of f

ores

t her

bici

des.

050.

Inte

grat

ed F

ores

t Pes

tM

anag

emen

tFo

rest

res

ourc

e m

grs.

, pes

t mgt

.pr

ofes

sion

als,

pes

ticid

e m

gt. r

egul

ator

s.T

o ad

vanc

e sk

ills

& k

now

ledg

e of

fore

stry

pro

fess

iona

ls in

pla

nnin

g,im

plem

entin

g &

eva

luat

ing

inte

grat

edfo

rest

pes

t mgt

pro

gram

s (I

FPM

).

068.

Adv

ance

d Fo

rest

ryM

id-c

aree

r pr

ofes

sion

al f

ores

ters

,te

chni

cian

s an

d w

ildlif

e bi

olog

ists

empl

oyed

by

the

fore

st p

rodu

cts

indu

stry

and

fore

stry

/env

iron

men

tal c

onsu

lting

com

pani

es.

To

upgr

ade

scie

ntif

ic a

nd te

chni

cal

know

ledg

e of

for

est e

cosy

stem

s.

080.

Abo

rigi

nal S

ilvic

ultu

ral

Tra

inin

gFi

rst N

atio

n Fo

rest

ry O

ffic

ers/

Abo

rigi

nal

Fore

st R

esou

rce

Man

ager

sT

o pr

ovid

e A

bori

gina

l For

est M

anag

ers

with

exp

erie

nce

in s

usta

inab

le f

ores

tm

anag

emen

t.

114.

Ele

ctro

nic

Com

pone

nts

-Fu

ndam

enta

ls o

f N

omen

clat

ure

and

Spec

ific

atio

ns

rir

Non

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hnic

al a

udie

nce

who

hav

e m

arke

ting

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anag

emen

t exp

erie

nce

in th

e el

ectr

onic

indu

stry

who

nee

d ge

nera

l kno

wle

dge

abou

tcu

rren

t ele

ctro

nic

com

pone

nt p

rodu

cts.

,T

o en

able

par

ticip

ants

to m

ake

info

rmed

and

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t-co

nsci

ous

deci

sion

s on

com

pone

nt p

arts

To

unde

rsta

nd th

e no

men

clat

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stan

dard

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ed in

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elec

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dust

ry

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akeh

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sm g

row

thin

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ry -

tour

ist o

pera

tors

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itter

s, r

esor

t ow

ners

etc

.

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assi

st tr

aine

es in

dev

elop

ing

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ncep

tual

und

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ng o

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otou

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le d

evel

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ills

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lan

& d

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coto

uris

mac

tiviti

es.

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PY

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LE

170

No.

Nam

eT

arge

t Gro

upK

ey P

urpo

se04

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od a

nd B

ever

age

Serv

erE

ntry

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el w

orke

rs, w

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dex

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ence

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od a

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ever

age

serv

er.

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le p

artic

ipan

ts to

ser

ve f

ood

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vera

ges

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ll di

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ypes

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aura

nts,

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s, a

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ast f

ood

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ts.

048.

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t Des

k/G

uest

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vice

Age

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ave

limite

dex

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ence

as

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ont d

esk/

gues

t ser

vice

agen

t.

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enab

le tr

aine

es to

ful

fil t

hegu

est

serv

ice

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. res

pons

ibili

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age

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ithba

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ric

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ST C

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114

182

No.

Nam

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upK

ey P

urpo

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1.C

ontr

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grat

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2.C

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ropr

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licat

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term

edia

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ngin

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, tec

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,te

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ploy

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064.

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sel D

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sing

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term

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ome

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s ha

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ence

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ns.

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n pa

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ts in

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plic

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MPR

ESS

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te f

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ks.

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st tr

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e to

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illed

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essi

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very

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m th

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, gai

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.

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s an

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usim

prov

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rain

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for

Con

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ratin

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, jou

mey

pers

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wor

king

in th

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dvan

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epri

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ll or

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m a

ll ec

onom

ic s

ecto

rses

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ally

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re th

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nten

ance

and

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ns.

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h tr

aine

es a

dvan

ced

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prin

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1©6

16

BE

ST C

OPY

AV

AIL

AB

LE

No.

Nam

e

057.

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ic B

luep

rint

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ding

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d B

ased

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nt A

bate

men

t

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nten

ance

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nnin

g an

dD

evel

opm

ent

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get G

roup

Key

Pur

pose

All

org'

ns f

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all

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omic

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ors

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cial

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ear

e m

aint

enan

ce a

ndm

fg f

unct

ions

.

To

intr

oduc

e tr

aine

esto

blu

epri

ntre

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wor

kers

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ploy

ed in

the

pain

ting

indu

stry

who

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expo

sed

to le

ad d

urin

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rasi

ve b

last

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ding

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aint

enan

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ting

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uild

ings

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stru

ctur

es.

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trai

n in

the

fund

amen

tals

of le

ad-

base

d pa

int a

bate

men

t, in

clud

ing

haza

rd c

omm

unic

atio

ns, s

peci

aliz

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nten

ance

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ners

, Mai

nten

ance

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eria

l Man

ager

s,M

aint

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ngin

eers

in m

anuf

actu

ring

plan

ts, m

inin

g, f

ores

try,

hot

els,

hosp

itals

, col

lege

s an

d un

iver

sitie

s.

To

prov

ide

mai

nten

ance

per

sonn

elw

ithth

e ne

cess

ary

skill

s to

do

the

plan

ning

to r

un a

pro

activ

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aint

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rogr

am s

uite

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emen

t.

H: \

PA

RT

NE

RS

\ SO

LU

TIO

N \

DE

SCC

AT

.sts

Rev

ised

: Jan

uary

12,

199

5

187

1718

8

School of Natural Resources

FUTURE OPPORTUNITIES

New Idea

Natural Resource Training for FirstNations

Auto Cad - GIS Training

Pesticides Training

Use of Outdoor Education Centre(possible contract basis)

Provide services that MNR will no longerbe able to provide

Develop new programs (i.e. Greenhouseand Nursery worker)

Gardener Certificate

Spin-off services for a fee (i.e. water welldrillers could drill well for a person andcharge for the service)

Christmas Tree Farm on the SmithProperty

Workfare

Victoria County Board/College/Lions Club

GIS High School Teachers

Computer Training (Internet)

WHMIS etc,

189

How It Was Discovered

Needs Assessment completed May 1995(see attached)

Potential for MNR staff. Throughdiscussions with Dick, Bruce Petit. Frostwill be licensed as an Autodesk satellite.

Government has changed legislation andlicensing

FCAC

FCAC, as well as Advisory CommitteeDay, Phil Mayville

FCAC

FCAC

FCAC

Government grant

Inquiries, faculty

Needs Assessment

Inquiries

CONTRACT SERVICES

SCHOOL OF APPLIED ARTS & HEALTH

FUTURE POSSIBILITIES

. The Sociocultural Contextand Implications for ....

. Health Care SectorNeeds AssessmentFebruary, 1995

. Summary Chart

by

R. McPhail

October 31, 1995

190

Sociocultural Context & Influencing Factors ...

Contextual Factors Trends/Megatrends Implications forAdultLearning/ContractServices

ChangingDemographics

Adults outnumberyouth/children

Shift from youthoriented to adult-oriented society

rising level ofeducation(generally)characteristic ofour population)

Growing culturaland ethnicdiversity (increaseimmigration)

Society values"lifelong" learning

Continued focus onadult training andeducation

Increased number ofadults 25 years tobeyond 65 years,studying as repeatclients- lifestyle andwellness

- programming forvolunteers

* P.T. andalternativedelivery ratherthan contractservices

Economics/EconomicStructure

"the globaleconomy"(competitive inworld market)

Internationalcontractopportunities

Increase in Health& Community Serviceprogramming,Language Studiesfor business &industry, CulturalStudies forbusiness & industry

* Contract and P.T.opportunities

A shift fromsociety employed inproducing goods toone employed inproviding service

191

Contextual Factors Trends/Megatrends Implications forAdultLearning/ContractServices

Downsizing and lossof jobs in

Increase incommunications and

industrial area; job searchhealth care sector strategies; dealingand community with change;service sector due conflictto reduced transfer resolution; problempayments solving and

decision making

* Part timeopportunities;little contractpotential in HealthSector or CommunityService Sector

Changes in labour Job Search/Careerforce Counselling

Increase in jobs inservice area; jobsin information andtechnology; women,minorities and

Communications

Language training

Programming forelderly in lowerpaid service jobs;women "re-entry to

volunteers

* Part-timeworkforce" opportunities

rather thanEarly retirementand multiplechanges incareer/volunteerwork

contract services

JL 92

Contextual Factors Trends/Megatrends Implications forAdultLearning/ContractServices

Technology (ies) Technology driveninformation society

Legislative updates

Knowledge and"Information skills to meet newexplosion" legislation

. Home SupportContinued need for I, II, IIIprofessionals to . HCAupdate in Health . RPN & RNCare Sector and . Long term careCommunity Service . Social ServicesSector and & Communitylegislative changes Service Workers

Professional'updating inHealth/Communitysectors.

Note: Contracttrainingopportunities inlong term carefacilities,hospitals &community servicesare beginning tonetwork to provideown training &education becauseof cost. Thesegroups are .

interested in"partnership" withcollege, but havemade it clear thatthey cannot afford"contract prices";therefore, willpurchase seats inpart-time studiescourses/programs.Interest inworkshops andconferences;alternatedeliveries.

193

A

I

Prepared by:Fleming Data Research &Sherry Sutton, Administrator, Contract Training,Sir Sandford Fleming College _

7-Febiai1995............... .7;

DISTRICT HEALTH COUNCIL J < SIR SANOFORD FLEMING COLLEGE >al ...Pc V , - _

t

194

FUTURE TRAINING

A valuable profile of future training topics has been identified by the survey.Each agency type has identified the specific training they require to meet the changes intechnology, customer service, reforms, restructuring, clinical skills and career development.Listed below, by agency type, are the top training needs from the survey results.

Long Term Care Facility

occupational health and safety (51%)

program evaluation (59%)

problem solving and decision making (75%)

enhancing communication skills (77%)

aggressive behaviour (88%)

dealing with difficult clients (65%)

Home Nursing Facility

legislation updates (100%)

assessment skills (100%)

CPR (100%)

Educational Institution

computers and other office equipment (100%)setting goals and objectives (60%)

problem solving and decision making (100%)

interviewing skills (80%)

teaching skills (60%)

conflict resolution (100%)

12

195

Hospital

orientation for new employees (75%)

legislation updates (75%)

team building and group dynamics (75%)

customer service (75%)

aggressive behaviour (75%)

dealing with change (75%)

Community Agency

new skills for existing employees (70%)

program evaluation (74%)

problem solving and decision making, (74%)

enhancing communication skills (65%)

community ethics (48%)

dealing with difficult clients (61%)

Other Agencies

occupational health and safety (44%)

fundraising (78%)

problem solving and decision mating (78%)enhancing communication skills (78%)

assessment skills (56%)

dealing with difficult clients (78%)

13

SUMMARY CHART

The following training and education opportunities are supported bythe historical activity data, sociocultural trends/megatrends andthe Health Care Sector needs assessment:

Training/ Contract(s) Part-time InternationalProgramming Studies

Health Related

Home Support Contracts for ContinuedI, II, III minority

groupsgrowth

Health CareAide(culturallysensitiveprogramming)

Aboriginalgroups

OccupationalHealth &Safety

Industrye.g.industrialsafety

Assessment(s): Business & Continued partEmergencyCare/CPR

industry e.g.police/firedept*.

time growth

Legislativeupdates in

Long term carefacilities

HealthCare/Long Term

Home nursingfacilities

Care/CommunityHealth Care

Health care Hospitals Long term carerelated Long term care facilitiesknowledge and facilities Home nursingskills Home Nursing. facilitiesUpdate frontline workers(individualskills)

facilities HospitalsWorkshops/conferences &short courses.

Professionalin field;managers &trainers

Purchase ofseats in parttime studies.More inclusiveprogramming

197

Training/Programming

Contract Part-Time International

Community Continued Increasedfocused growth & involvementnursing & development of with "global"specialty part time partners to bearease.g.obstetrics,psychiatry,trauma &emergencycare, OR,gerontology

studies pursued.

CommunityServiceRelated

.

Lifestyle .& Industry For healthwellness (those in sector &. stressreduction. dealing with

transition) communityservicesector:

change. conflictresolution. problemsolving &decision

Increasedpart-timeofferings;alternatedeliveryFocus: Aged

making group & thosein transition

198

Training/Programming

Contract Part-Time International

Programmingfor Volunteers.fundraising.understandingchange

Part timestudies; shortcourses;workshops;conferences

.role ofboards,committees &task forces.orientation &recruitment.volunteermanagement.motivation &recognition

Community &Social Serviceprogramming

Expandedinternationalinvolvement

Canadianperspective

Legislativechanges withupdate inknowledge &skills"grassroots" &management

Part timeopportunities,workshops,conferencesand shortcourses

Job search andrelatedcommunicationskills

Increased parttimeopportunities,Workshopapproach.(Focus: olderadult, women &minorities)

EnhancedCommunicationSkills

.Long termcarefacilities

.InterviewingSkills

.Educationalinstitutions

.ProposalWriting

.Communityagencies.Other

199

Training/Programming

Contract Part-Time International

LanguageStudies(all levels)

i.e. ESLLMLTIESL

Some industryopportunities

GrowthopportunitiesPart time,particularlyif government"bows out"

Opportunityfor growthinter-nationally

200

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APPENDIX III

Miscellaneous research/back-up information:

History of course activity once Part-time studies andContract Services were combined in 1992/93 bySchool of Technology & Law

information for Trend Analysis

Labour Force numbers by industry (Peterboroughregion)

Major employers, private sector (Peterborough region)

Computer spending 1981-94 (Statistics Canada)

Student Recommendations for Training Services (BillHooper's Organizational Theory class)

CNRTC Competitive Analysis

CNRTC Brochure

Examples of Partnerships between Fleming and variousprofessional associations

203

Sheet/

PART - TIME STUDIES ACTIVITY BY COURSES

1990/91 1991/92 1992/93 1993/94 1994/95 1995/96*Credit Courses 8 7 14 15 16Vocational Courses 3 0 18 32 24 31

Total Courses 11 7 27 46 39 47

1995/96*

1994/95

1993/94

1992/93

1991/92

1990/91

Technical Part-time Activity

glEMIRt3=t9I

I

0 10 15 20 25 30 35 40 45 50

Number of Courses

OTotal Courses

Si Vocational Courses

0Credit Courses

NOTES: 1. It Figures for 1995/96 reflect an extrapolation of projected activity Winter/Spring basedon historical data and new ACAD initiatives.

2. 1992/93 period was start of combined P-T Studies and Contract Training Activity.

L

204

INFORMATION FOR TREND ANALYSIS

TECHNOLOGICAL TRENDS

Recognizing that, throughout history, technological innovation hasled to major economic, social, cultural and political change.Introduction of computer and telecommunications technologies hastransformed the world...the Industrial Age to the Information Age.., a global economy ...

...and the old rules do not apply

* As individuals access knowledge, increasingly they demandindividual freedoms -. in the marketplace, in politics and by wayof choice

* The basic unit of the economy is changing from items produced,to information/services traded

ECONOMIC TRENDS

1) Skills required for jobs of the information age:

$ Communication skills$ Interpersonal skills$ Problem solving and critical thinking$ Lateral thinking$ Creative thinking$ Being able to use the technology$ Cultural awareness$ Versatility$ Understanding the "Big Picture" (including organizationalgoals and world issues)

$ Capability to function in self-directed work teams$ Worker empowerment a new way of managing$ Skills in Continuous Quality Improvement$ Work Design Process Management

* increasing unemployment for the unskilled worker is our majorsocial challenge... training and retraining needs increasing

2) A global economy means increasing opportunities, but alsoincreasing competition and the need for enhancedproductivity and innovation

3

... average world tariffs have declined from 35%in 1948 to 5% in 1992...

Increasing entrepreneurship... the rise of small business

... over two-thirds of new job creation through 70's to mid-80's... and almost all net job growth in the last decade...

205

DEMOGRAPHIC TRENDS

1) An aging population as the baby-boomers get older and lifespans lengthen

1961 1986 1991

Canadian Lifespans:

WomenMen

74 80 8268 73 74

Median Age 26.3

% over 65 7.6

% 0 to age 19 41.8

31.6

10.7

28.9

33.1

11.6 (3.2million)

27.7

1990 birthrate has edged up to 1.9 as a result of thebaby-boomers having children (the mini-boomers)median age in Canada has gone from 26.3 in 1961 to 31.6 in1986

2) Smaller family sizes/less traditional families/the rise ofsingle parent households

Average family size in Canada has dropped from 4 familymembers in 1961 to 3.1 family members in 1991

1961 1981 1991

Two-parent families 93% 89% 87%Single-parent 7% 11.3% 13%

* 80% of all single-parent families are headed by women, and arethe largest group of families under the poverty line

3) More women working, starting businesses and rising to leadershippositions

* Dual income families require CONVENIENCE

SOCIAL AND CULTURAL TRENDS

1) THE ENTRENCHMENT OF CONSUMERISM

... consumers demand that their needs are met and organizationsand companies struggle to meet them... brand loyalty shifts asprice increases in importance... added value and differentiationis essential...

* Customer service is recognized as a key to success!

2) THE ENVIRONMENT/ RECYCLING

... touching all workplaces, households and careers...

... return to nature, ecotourism, gardening...

3) INCREASING DEMAND FOR EQUITY AMONGST ALL MEMBERS OF SOCIETY

... in terms of opportunities...access... treatment...

4) ACTIVE AND MORE HEALTHY LIFESTYLES'

... food, exercise, sports, walking, self-help, holistic views...

5) THE NEED TO REDUCE STRESS

...cocooning...small pleasures, time savings to create free/qualitytime... religious and spiritual outlets on the rise as we approachthe year 2000...

6) THE RETURN TO FAMILY VALUES

... dropping out in the 90's... the focus on children

... purchases to improve the quality of life...traditionalism

7) AN EMERGING TREND: CARING CAPITALISM

... a new way of thinking as reflected by companies, not justgovernment, taking responsibility for social problems-Ben & Jerry's, The Body Shop, Patagonia, etc...

the. consumer of the future increasingly will choose productsbased on the ethics of the company which produces them...

8) INCREASING NEED/DEMAND FOR LIFETIME LEARNING

In the future, we'll all BE LEARNING A LIVING!

207

Page 21

COUNTY OF PETERBOROUGH - LABOUR FORCE BY INDUSTRY

1986 % DIST

Primary 2195 4.2

Manufacturing 10835 20.7

Construction 3350 6.4

Transportation, Utilities, Communic. 3125 6.0

Trade 9890 18.9

Finance, Insurance, Real Estate 2265 4.3

Government 2325 4.5

Services 17440 33.4

Not Elsewhere Classified 815 1.6

COUNTY OF PETERBOROUGH - LABOUR FORCE BY OCCUPATION

1986 % DIST

Managerial & Administrative 2330 5.07

Teaching & Related 2144 4.66

Medicine & Health 2416 5.26

Technical, Social & Religious 3252 7.07

Clerical 8276 18.00

Sales 5610 12.20

Service 6447 14.03

Farming 2323 5.05

Other Primary 194 0.42

Processing 1210 2.63

Machining 7119 15.49

Construction 3062 6.66

Transportation 1555 3.38

Other Occupations 3414 7.43

Prepared by LMI Unit, Canada Employment Centre, Peterborough

208

COUNTY OF PETERBOROUGH - MAJOR EMPLOYERS (JANUARY 1992)

A. PRIVATE SECTOR

GE Canada 1,700

Quaker Oats 623

Pebra Inc. 473

Johnson and Johnson Medical Products 270

Sears Ltd. 300

Fisher Gauge Ltd. 270

Milltronics 199

Outboard Marine Corp. 182

Cooperators 162

Unimin Canada 151

Strano Food Service 148

Peterborough Examiner 146

Kendall Canada 135

Peterborough Paper Converters 126

3M Canada Inc. 110

Canadian Tire 107

Purity Packaging 102

B. PUBLIC SECTOR

Peterborough County Board of Education 2,200

Trent University 1,175

Peterborough Civic Hospital 1,332 1

Sir Sandford Fleming College 947 f

City of Peterborough 892

St. Joseph's Hospital 840

209Prepared by LMI Unit, Canada Employment Centre, Peterborough

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Due to copyright limitations, the following page has been removed:Page contained the article entitled, "The nineties: vans VCRs but no smokes"

2 9

TRAINING SERVICES

Student Recommendations - November 6, 1995

Appoint a coordinator to act as a contact person with clients and as a liaison with allschools. This person must have a knowledge of all areas in the College.

Centralize the various functions by choosing a common leader.

Eliminate competition among the specialty areas by working as a team with one commongoal & one "profit pot".

Use a matrix structure to "combine" specialty areas (the goal is to offer joint services).

One contact person (with clients).

Training services needs to work as a team.

Centralize control at the VP Academic level with one person directly in charge.

Restructure to a matrix system to address the various multi-need training requirements.

Focus on superordinate goals to eliminate competition among subunits.

Incorporate training revenue generator into job description to be measured for performance.- give incentives, rewards, recognition

Marketing push from the College for this new business.

Unit reports to one director who coordinates activities.

Decisions should be by consensus.

Need formality (policies and procedures) to achieve common goals but do not want tocramp creativity.

Even though it should be all one department have areas of specialization within thatdepartment.

Training Services will need team training to eliminate the competitive edge and to achievecooperation and team playing.

Combine programs, combine resources, share income

Use a team structure

211

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217

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ssro

oms)

is n

otve

rypl

easa

nt. W

e do

n't m

ove

offs

ite v

ery

wel

l..

Do

you

see

any

pote

ntia

l new

par

tner

ship

s?

Gro

up A

Laf

arge

Cem

ent C

ompa

ny m

ay b

e in

tere

sted

in a

trai

ning

par

tner

ship

s or

the

Ont

ario

Agg

rega

te A

ssoc

iatio

n co

uld

be a

ppro

ache

d ab

out w

orki

ngto

geth

er (

Bri

an G

erry

has

con

trac

ts).

220

221

Page

- 5

WH

AT

SO

ME

OF

OU

R.

PA

ST

PA

RT

ICIP

AN

TS

AR

E S

AY

ING

"Wis

h th

e re

st o

f Ont

ario

had

mor

ein

stru

cto

rs li

ke y

ours

. Man

y th

anks

!"

.G

uy S

t. Pi

erre

,

."T

his

cour

se.b

y C

NR

TC

was

the

best

.

I hav

e ev

er ta

ken.

Tha

nks!

The

inst

ruct

ors,

in m

y op

inio

n, g

ave

us a

nex

celle

nt o

verv

iew

. Tha

nks

to th

em, I

now

have

a b

ette

r un

ders

tand

ing

in th

is a

rea.

"

Mic

hael

Dum

ond,

St. L

awre

nce

Park

s C

omm

issi

on

"CN

RT

C p

rovi

ded

an e

xcel

lent

cou

rse.

The

inst

ruct

ors

wer

e ex

celle

nt. L

ooki

ngfo

rwar

d to

the

follo

w-u

p co

urse

. Tha

nk y

oufo

r yo

ur in

put a

nd y

our

optio

ns in

reg

ards

to o

ur o

pera

tion.

"

B. V

illen

euve

,

Rid

eau.

Riv

er F

lood

Con

trol

"Enj

oyed

our

'ow

n ca

se s

tudi

es' a

nd

prei

enta

tions

- e

xcel

lent

idea

.

Goo

d co

nnec

tion

to o

ur w

ork

prod

ucts

and'

how

it c

an b

e in

tegr

ated

with

appl

icat

ion

softw

are.

"

Min

istr

y of

Nat

ural

Res

ourc

es,

Nat

ural

Res

ourc

e In

form

atio

n B

ranc

h

NA

TU

RA

LN

AT

UR

AL

RE

SO

UR

Ct

TR

AIN

ING

CE

NT

RE

PLE

AS

E L

ET

US

KN

OW

WH

AT

YO

U H

AV

E T

O S

AY

Plea

se le

t us

know

wha

t kin

d of

uniq

ue tr

aini

ng in

tere

sts

you.

To

do th

at, o

r re

ceiv

e m

ore

info

rmat

ion

on o

ur s

ervi

ces,

ple

ase

resp

ond

by:

phon

e:(7

05)

878-

9310

FA

Xfa

x:

QI

(705

) 87

8-93

09

EM

ail:

CN

RT

C@

flem

ingc

.on.

ca

(on

the

inte

rnet

)

mai

l:C

anad

ian

Nat

ural

Res

ourc

e T

rain

ing

Cen

tre

Sir

Sand

ford

Fle

min

g C

olle

geB

ox 4

19

Lin

dsay

, ON

K9V

4S3

CA

NIA

NN

AT

UR

AL

RE

SO

UR

CE

TR

AIN

ING

CE

NT

RE

An

inita

tive

of th

e S

choo

l of N

atur

al R

esou

rces

,S

ir S

andf

ord

Fle

min

g C

olle

ge

Focu

sing

on

Res

ults

-Ori

ente

d

Man

agem

ent T

rain

ing

and

Dev

elop

men

t

for

You

r C

hang

ing

Env

iron

men

t

223

CA

N II

AN

NA

TU

RA

L R

ES

OU

RC

ET

RA

ININ

G C

EN

TR

E

AB

OU

T T

HE

CA

NA

DIA

N N

AT

UR

AL

RE

SO

UR

CE

TR

AIN

ING

CE

NT

RE

It's

only

nat

ural

that

Can

ada'

s m

ost

com

preh

ensi

ve in

stitu

tion

deal

ing

with

the

natu

ral e

nviro

nmen

tS

ir S

andf

ord

Fle

min

g C

olle

geha

s de

velo

ped

a tr

aini

ng c

entr

e to

hel

p

natu

ral r

esou

rce

prof

essi

onal

s

succ

essf

ully

mee

t the

dem

ands

of t

heir

chan

ging

env

ironm

ent.

The

Can

adia

n N

atur

al R

esou

rce

Tra

inin

gC

entr

e, (

CN

RT

C),

util

izes

its

uniq

ue r

elat

ion-

ship

with

ren

owne

d ex

pert

s in

the

area

of n

atur

al r

esou

rces

to h

elp

you

and

othe

rpr

ofes

sion

als

get a

wor

ld-w

ide

pers

pect

ive

onyo

ur f

ast-

chan

ging

fie

ld o

f ex

pert

ise

and

othe

rgl

obal

issu

es th

at im

pact

on

you.

HO

W W

E C

AN

BE

NE

FIT

YO

U

We

are

tota

lly c

omm

itted

to y

our

prof

essi

onal

deve

lopm

ent.

Tha

t is

why

we

have

cre

ated

ale

arni

ng e

nvir

onm

ent t

hat w

ill c

halle

nge

you,

with

ope

n di

alog

ue b

etw

een

facu

lty, e

xper

tsan

d/or

pee

rs a

nd p

rovi

de c

usto

miz

ed tr

aini

ngth

at d

eliv

ers

mea

sura

ble

resu

lts. W

e ar

eco

nfid

ent t

hat y

our

expe

rien

ce w

ith u

s w

illbe

bot

h be

nefi

cial

and

enj

oyab

le.

Our

trai

ning

spe

cial

ties

are

as f

ar-r

each

ing

asou

r st

rong

par

tner

ship

s w

ith le

adin

g ex

pert

s,bo

th a

t Fle

min

g's

Scho

ol o

f N

atur

al R

esou

rces

,ac

ross

Can

ada,

and

aro

und

the

glob

e. S

ome

of th

e tr

aini

ng a

nd d

evel

opm

ent a

reas

we

Isp

ecia

lize

in a

re:

,!

. geo

grap

hic

info

rmat

ion

syst

ems

adva

nced

eco

syst

em a

naly

sis

aqua

cultu

re1

cart

ogra

phy

eart

h sc

ienc

esen

viro

nmen

tal p

est m

anag

emen

tm

any

othe

r na

tura

l res

ourc

es &

man

agem

ent c

ours

es

1M

any

of o

ur c

ours

es w

ill q

ualif

y as

ICon

tinui

ng E

duca

tion

Uni

ts.

Min

istty

of N

amm

l Res

ourc

e) In

form

atio

n lim

nch

empl

oyee

sga

ther

er I

fitr

a ph

oto

afire

com

plet

ing

thei

r C

NR

T C

num

'.

FLE

XIB

ILIT

YIN

OR

DE

R T

O S

ER

VE

YO

U B

ES

T

We

trea

t you

r va

luab

le ti

me

with

abs

olut

e re

spec

t.T

hat's

why

you

r tim

e be

com

es o

ur ti

me.

In

orde

rto

acc

omm

odat

e yo

u be

st, w

e ca

n pr

ovid

e tr

aini

ngra

ngin

g fr

om tw

o da

ys to

two

wee

ks o

r m

ore,

cust

omiz

ed to

fit

your

nee

ds, b

udge

t and

tim

e lin

es.

As

wel

l as

offe

ring

sch

edul

ed c

ours

es a

nd in

tens

ive

trai

ning

ses

sion

s at

our

sou

th c

entr

al O

ntar

io lo

ca-

tion,

we

are

uniq

ue in

our

abi

lity

and

will

ingn

ess

tode

liver

cus

tom

ized

trai

ning

rig

ht a

t you

r do

orst

ep.

We

are

happ

y to

com

e to

you

, and

pro

vide

the

expe

rtis

e yo

u ne

ed to

get

ahe

ad.

If y

ou w

ould

rat

her

atte

nd o

ne o

f ou

r m

any

trai

ning

sess

ions

at o

ur s

tate

-of-

the-

art f

acili

ty lo

cate

d in

the

popu

lar

Kaw

arth

a L

akes

tour

ist r

egio

n, w

e ca

npr

ovid

e co

mfo

rtab

le a

ccom

mod

atio

ns, e

ither

on-s

ite o

r of

f, d

urin

g yo

ur s

tay.

TH

E C

OM

PA

NY

WE

KE

EP

just

to le

t you

kno

w w

e're

not

alo

ne, t

he,

follo

win

g ar

e so

me

of th

e or

gani

zatio

nsw

e ha

ve s

erve

d ov

er th

e pa

st y

ear:

Am

hers

t Qua

rrie

s,09

69I

Ltd

.

Bed

rock

Ris

ourc

es

Cal

edon

San

d &

Gra

vel

City

of

Otta

wa

Cor

p.O

f V

illag

e of

Lak

efie

ld.

Duf

feri

n A

ggre

gate

s

Glo

bal T

o. n

e(lii

gers

oll)

'LM

:

Min

istr

y of

Nat

ural

.

Res

ourc

es

Min

istr

y of

Tra

nspo

rtat

ion

Ont

ario

Hyd

ro

Out

stan

ding

Ren

ewal

Ent

erpr

ises

Inc

.

Sask

atch

ewan

Was

te'

Red

uctio

n L

oanc

il

Spar

tan,

Exp

losi

ves

Ltd

.

Stan

dard

Agg

rega

tes

St. L

awre

nce

Park

l...t

Com

mis

sion

2D.

St. M

ary'

s C

emen

t

TC

G M

atei

bil L

td.

Tow

n of

Lin

dSay

Examples of Partnerships between Fleming and variousprofessional associations:

A memorandum of understanding with the MetrologyTraining Institute, the Institute of NationalMeasurement Standards and the National Conferenceof Standard Laboratories to promote training inmetrology.

An agreement with the Canadian Fire AlarmAssociation to provide training to national standards.

An agreement with Autodesk to provide standardizedtraining in computer assisted design.

An agreement with Drake Prometrics to provideelectronic testing for a wide variety of courses.Fleming is also the local test centre for DrakePrometrics.

A working arrangement with the Aggregate ProducersAssociation of Ontario to design and deliver industrystandard courses that lead to professionaldesignation.

A working arrangement with the Pesticide LicensingSystem of Ontario to investigate and market coursesrequired for licensing.

An Agreement with the Pakistan Drilling Services andthe Pakistan School of Drilling Services to providetraining over the next 5 years to over 500 studentsfrom Pakistan.

An agreement with the Environment SystemsResearch Institute Inc. (ESRI) to provide GeographicInformation Systems (GIS) training to their clients.

2 2,6

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