HomeMy WebLinkAboutWD-14-94
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THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON
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REPORT
SPECIAL GENERAL PURPOSE '~~~,, ~~ ,, ~~//
Meeting: AND ADMINISTRATION COMMITTEE File # _1.~eSL~J.L`
Res. # ~~PA - 94-`x`},
Date: MARCH 4, 1994
By-Law #
Report #: wn-14-94 File #: An _ 20 _ [15
Subject: TOTAL QIIALITY
Recommendations:
It is respectfully recommended that the General Purpose and
Administration Committee recommend to Council the following:
1. THAT Report WD-14-94 be received;
2. THAT Council give approval to commence training on Total
Quality Management in 1994;
3. THAT the proposed budget for staff training and development
(Attachment 'No. to Report WD-14-94) be considered during
budget discussions;
4. THAT Council view the five videos that are available on Total
Quality Management;
5. THAT the members of Council and the management staff of
Clarington Hydro and the Clarington Library Board be invited
to join in with Clarington staff on Total Quality Management
training and that David Clarke, Manager, Clarington Hydro and
Barbara Baker, Chief Librarian, Bowmanville Branch be provided
with a copy of Report WD-14-94; and
6. THAT Clarington become a member of the Bureau for Excellence
in Durham Region.
,.oE °®.~.~.E
REPORT NO.: WD-14-94 PAGE 2
REPORT
1.0 ATTACHMENTS
No. 1: Proposed 1994 Budget for Staff Training and
Development and for Conferences and Conventions
No. 2: Copy of Pamphlet from The Bureau of Excellence from
Durham Region
2.0 BACKGROUND
2.1 One of the recommendations of the Chait Report and the Mayor's
Task Force. on Economic Development was that Clarington
implement Total Quality Management within the administration.
2.2 At a regular meeting of the General Purpose and Administration
Committee held on Monday, February 7, 1994, the Committee
requested staff to submit a report to the General .Purpose and
.Administration Committee to advise Council in conjunction with
the budget discussions, of Total Quality Management Training.
3.0 REVIEW AND COMMBNT
3.1 Proposed 1994 Budget
The proposed 1994 Budget for staff training and development
and for conferences and conventions is detailed on Attachment
No. 1.
3.2 Provincial Requirement
As part of the Social Contract, the Province requires that
Municipalities spend 1$ of gross payroll for staff training
and development.
3.3 Total Ouality Management Certificate
Durham College .offers a night school course which leads to the
participants obtaining a Total Quality Management Certificate
upon successful completion of the course comprising of:
REPORT NO.: WD-14-94 PAGE 3
No. of
Hours
Total Quality Management 30
Leadership and Team Building 30
Problem Solving Tools and Techniques 30
Quality Customer Service 30
TOTAL HOURS 120
The course consists of lectures, assignments, a mid-term exam
and a final exam.
3.4 The Bureau for Excellence in Durham Region
A Bureau for Excellence in Durham Region has been established.
Attachment No. 2, which is a copy. of the Bureau's pamphlet,
explains the bureau's mandate.
3.5 What Is Total Quality Management
There are many definitions of Total Quality Management. One
definition is that Total Quality Management is a philosophy of
continual improvement which involves everyone within an
organization and everyone external to an organization who is
involved in delivering or receiving a product or a service.
We have five (5) videos which provide a good understanding of
Total Quality Management. Three (3) of the videos, which are
each about one (1) hour in length, are titled "Total Quality
Management". The fourth video, which is about 30 minutes in
length, is titled "Paradigms", and the fifth video is titled,
"Why Customers Leave And How To Get Them To Stay".
REPORT NO.: WD-14-94 PAGE 4
3.6 Fourteen Points for Management
Dr. W. Edwards Deming, who is considered to be the father of
Total Quality Management, listed fourteen (14) points for
management.. Although these points appear to be directed to
manufacturing, they are applicable to all areas of the work
force.
1. Create constancy of purpose toward improvement of product
and service, with the aim to become competitive and to
stay in business and to provide jobs.
2. Adopt a new philosophy. We are in a new economic age.
Western management must awaken to the challenge, must
learn their responsibilities, and take on leadership for
change.
3. Cease dependence on inspection to achieve quality.
Eliminate the need for inspection on a mass basis by
.building quality into the product in the first place.
4. End the practice of awarding business on the basis of
price tag. Instead, minimize total cost. Move toward a
single supplier for any one item, on a long-term
relationship of loyalty and trust.
5. Improve constantly and forever the system of production
and service, to improve quality and productivity, and
thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership (see point 12). The aim of
leadership should be to help people and machines to do a
REPORT NO.: WD-14-94 PAGE S
better job. Leadership of management is in need of
overhaul, as well as leadership of production workers.
8. Drive out fear, so that everyone may work effectively for
the company.
9. Break down barriers between departments. People in
research, design, .sales, and production must work as a
team, to foresee problems of production and in use that
may be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work
force asking for zero defects and new levels of
productivity.
11. Eliminate work standards (quotas) on the factory floor.
Substitute leadership.
12. Remove barriers that rob the hourly worker of his right
to pride of workmanship. Remove barriers that rob people
in management and in engineering of their right to pride
of workmanship.
13. Institute a vigorous program of education' and .self-
improvement.
14. Put everybody in the company to work to accomplish the
transformation. The transformation is everybody's job.
3.7 Seven Deadly Diseases
Dr. Deming also listed seven (7) deadly diseases:.
REPORT NO.s WD-14-94 PAGE 6
1. Lack of constancy of purpose in planning products and
services that will have a market and keep the company in
business and provide jobs.
2. Emphasis on short-term profits: short term thinking
{just the opposite from constancy of purpose to stay in
business), fed by fear of 'unfriendly takeover, and by
push from bankers and owners, for dividends.;
3. Personal review system, or evaluation of performance,
merit rating, annual review, or annual appraisal, by
whatever name, for people in management, the effects of
which are devastating. Management by objective, on a go,
no-go basis, without a method for accomplishment of the
objective, is the same thing by another name. Management
by fear would still be better.
4. Mobility of management: job hopping.
5. Use of visible figures only for management, with little
or no consideration of figures that are unknown or
unknowable.
6. Excessive medical costs.
7. Excessive costs of liability, fuelled by lawyers that
work on contingency fees.
3.8 Rey Tools of Total Duality Improvement
1. Working in Teams.
2. Brainstroming.
REPORT NO.: WD-14-94 PAGE 7
3. Nominal Group Technique.
4. Cause-and Effect Diagram.
5. Flow Charts.
6. Pareto Chart.
7. Histogram.
8. Run Chart {Plots).
9. Scatter Diagram.
10. Control Charts.
3.9 Quality Princiyles
3.9.1 .Quality is never your problem: Quality improvement
is the answer to your problem.
3.9.2 Organized human activity takes place within a
system. When there is a problem, 85~ of the time
the problem is with the system and 15~ of the time
the problem is with a worker.
3.9.3 The essence of quality management is the ability to
treat problems of systems and people
simultaneously.
3.9.4. All systems exhibit variability. Managing for
quality requires the ability to tell signals from
noise. Quality management techniques permit
intelligent decisions concerning when to take
action and when to leave the system alone.
REPORT NO.: WD-14-94 PAGE 8
3.9.5 Quality does not cost, high quality pays. High
quality. produces profits, lower costs, happier
customers, happier workers, better suppliers,
and stronger competitive posture.
3.9.6 Successful organizations are customer driven. The
concept of the "CUSTOMER" involves more than the
outside customer.. Everyone serves a "CUSTOMER".
The next person in line is your "CUSTOMER".
3.10 Some Interesting Statements
3.10.1 In the total quality approach, the-word "customer"
is interpreted broadly to mean anyone, internal or
external to the organization, who comes in contact
with the output or product of your work.
3.10.2 if you always do what you've always done, you'll
always get what you've always got!
3.10.3 inspection does not improve quality, nor "guarantee
it".
3.10.4 Dr. Deming attributed 94~ of quality problems to
management. He believed, "The first step is for
management to remove the barriers that rob the
worker of his right to do a good job".
3.11 Who Should be Laughing
They're still laughing about this at IBM. Apparently the
computer giant. decided to have some parts manufactured in
Japan as a trial project. In the specifications they set out
that the limit of defective parts would be acceptable at three
parts per 10,000. When the delivery came in there was an
accompanying letter. "We Japanese have hard time
REPORT NO.: WD-14-94 PAGE 9
understanding North American .business practices. But the
.three defective parts per 10,000 have been included and are
wrapped separately. Hope this pleases."
3.12 Total Quality Management in the Service Industry
Municipal government has nothing to offer but service. The
tools of Total Quality Management can be used to examine,
..identify problems and lead to methods to improve every aspect
of the service we provide and reduce costs. Following is a
partial. list of the things which could be examined to
determine if there are ways of improving and how:
3.12.1 Accounting Quality Measurements
1. Number of hours per week correcting or
changing documents.
2. Payroll processing time.
3. Length of time to prepare and send a bill.
4. Travel expense accounts.
3.12.2 Clerical Quality Measurements
1. Misfiles per week.
2. Errors per typed page.
3.
4.
Administration errors (not using the right
procedure).
Number of times a manager is late to meetings.
5. Number of times messages are not delivered..
RBPORT NO.: WD-14-94 PAGL 10
6. Percent of action items not done on schedule.
7. Percent of telephone calls answered in two
rings.
3.12.3 Finance Ouality Measurements
1. Percent of error in budget predictions.
2. Percent of bills paid so that the municipality
gets a price break.
3. Percent of errors in cheques.
4. Percent of errors in expense accounts detected
by auditors.
3.12.4 Complaints From Taanavers (Customers)
1. Number of complaints.
2. Response time to complaints.
3. Processes put in place to reduce complaints.
4. Method of tracking complaints.
3.12.5 Management Quality Measurements
1. Percent variation from budget.
2. Percent personnel turnover rate.
3. Percent absenteeism.
4. Percent of meetings that start on time.
REPORT NO.: WD-14-94 PAGS,11
5. Number of job improvement ideas per employee.
6. Number of grievances per month.
7. Percent of professional employees active in
professional societies.
8. Percent of managers active in community
activities.
9. Percent of employees taking higher education.
10. Improvement in customer satisfaction survey.
11. Number of reports with fewer than three (3)
acronyms and abbreviations.
3.12.7 Procurement/Pnrchasinq Oualitv Neas~•rPmpnt
1. Number of orders received with no purchase
order.
2. Percent of supplies delivered on schedule.
3. Stock costs.
4. Labour hours per $10,000 purchases.
5. Time to answer customer complaints.
6. Cost of rush shipments.
REPORT NO.: WD-14-94 PAGE 12
3.12.8 Council Meetings
1. Time spent by delegations.
2. Time spent making speeches rather than asking
questions.
3. Time spent reading by-laws.
4. Number of items referred for a report that
could be handled by a memo.
3.13 Training
Training of staff on Total Quality Management was started in
the fall of 1993. Each Tuesday morning following a Council
meeting, the department heads and managers meet to review the
Council Meeting and to discuss items of concern to the group.
As of March 1, the Department Heads and Managers will have
viewed the video "Paradigms", and volume 1 and 2 of the videos
on Total Quality Management. The training will develop over
time as it is a continual process.
3.14 Success Depends on Involvement by Council
One of the fundamental principles of Total Quality Management
is that the entire organization must participate. In our
environment, this means that it is not sufficient for Council
to only endorse the training of staff in Total Quality
Management; Council must be a participant 'and indeed provide
some leadership.
REPORT NO.: FTD-14-94 PAGE i!3
3.15 Clarinaton Hydro Commission and Clarinqton Library
On the assumption that we will be proceeding with a training
program in 1994 on Total Quality Management, it is suggested
that Council and the Management of Clarington Hydro .and the
Clarington Libraries be offered the opportunity to participate
in our program.
Respectfully submitted, Recommended for presentation
to the Committee,
Walter A. Evans, P.Eng.
Director of Public Works
WAE*ph
February 11, 1994
Attachments
Mr. David Clarke
Manager
Clarington Hydro
Box 130
2849 Hwy #2 at Lambs Road
Bowmanville, ON
L1C 3K9
Barbara Baker
Director
Clarington Public Library
Bowmanville Branch
62 Temperance Street
Bowmanville, ON
L1C 3A8
atgr"ie Marano, H.B.Sc., AMCT
Acting Chief
Administrative Officer
SCIIEDUL6 "A"
DEPAK'I'MENTS # 1.'OSI'1'IONS
~~ 1-I'U13L[C 11`OKI:S SG
2-COMA4UNI'I'Y SEKVICES 31
3-PLANNING
4-T'INANCE-GENERAL
S-CLEKICS
6-ADMIN/COUNCIL,
7-FI KE-GENERAL
B-TOTAL
8-COMPUTER-
(COKP.&GIS)
9-UNCLASSIFIEll ('CQM)
10-b1AY0 K
11-COUNCIL($1,000 EACH)
31
20
J
4
23
174
CONF/CONY STAFF TRAINING
OBJECT' #231 OBJECT' #233
P
100/I'OST'PION
nx (x)$150/POSITION
r
.
45,600 $8,460
3,100
3,100
2,000
'I00
400
2,300
17,40(1
4,650
4,650
3,000
1,350
600
3,450
26,100
13,000
15,000$
2,500
6,000
TOTAL
4.14,000
7,750
7,750
5,000
2,250
1,000
5,750
43,5011
13,000
15,000
2,500
6,000
TOTAL 174 $25,;00 $54,100 $80,Ot10
~ A focus ou ToL31 Quality Managewent (T.Q.M.) training and initiative was a reconuuendation from the
Chait Report and the Mayor's Task Force which was endorsed by the Mayor and Members of Council.
It is therefore included in the budget for consideration of in-house seminars to all management staff.
The T.Q.M. courses offered by Durham College consist of several units and it is therefore anticipated
that complete training in this area will span a few years.
NO"['L~ _
ere may be Bowe overlap between Staff training and conferences and conventions; i.e. some cor.:Icrenc:; :may
oe tailored to workshops etc. which may ultimately be allocated through the Staff Training account at the
discretion of the Department Head.
ATTACHMENT N0. 1
WD-14-94
The Bureau for Excellence in Durham Region
(BEDR) is anon-profit regional initiative to
promote total quality commitment in all
endeavours including manufacturing and service
industries, educational institutions, local
government, health care, agriculture, retail
and tourism.
TQC is a way of doing business which results in
continuous, permanent improvement and
innovation through:
• The absolute and unwavering commitment of
business leaders to the principles of total
quality.
• Improved work systems involving the principles
of statistical process control, systematic problem
solving and enhanced personal interaction.
• Capitalizing on the benefits of involving
knowledgeable employees in problem solving
and process improvement.
• Enhanced customer service by knowing and
satisfying customer requirements in all
aspects.
The financial leverage of supplying a product or
service to the customer's requirement on time,
every time, is greatly underestimated. The cost
of not doing things right the first time i.e. scrap,
rework, delays etc. has been estimated at 20%
to 40% cost of sales. In addition, customers
subjected to inadequate product or service
quality do not hesitate in taking their business
elsewhere. Quality is what the customers say
it is. In today's emphasis of consistency of
performance customers will remain loyal to a
supplier who understands their needs and
satisfies their demands.
• Elimination of waste and rework.
• Increased productivity, profitability and
competitiveness.
• Improved customer satisfaction.
• Increased product quality and service value.
• Market share growth.
• Ability to compete internationally.
• Amore skilled workforce.
• Enhanced managemenUiabour relations.
• Economic and employment stability and
growth.
• High employee morale and job satisfaction.
• Lower turnover rates.
• Create an environment conducive to new
business and investment.
Create value added business and jobs in
Durham Region through raised awareness of and
proficiency in Total Quality Commitment; and
establish Durham Region as a community where
business, labour, government, education and
other organizations are committed to the
development of high quality products and
services, which constantly meet or exceed
customer expectations.
A number of working Task Groups drive the
BEDR initiatives. The Task Groups report to the
Board of Directors. They are comprised of Board
members, the Executive Director and individuals
within the community.
The Task Groups established to date are:
• Membership, and Marketing
• Finance
• Education and Training
• Programs
• Awards and Recognition
• Audit and Evaluation WD-14-94
ATTACHMENT N0. 2
BEDR's services are built to meet client needs. Their
delivery is Flexible with regard to format, location and
time. BEDR realizes that providing quality service to its
members, establishing partnerships and commitment are
key to its success.
Typical examples of sources and products offered by
BEDR are;
An overview of a concept or program in a lecture format;
• Basic TOC concepts.
• Profiles of organizations implementing TOC.
• Panels on the evolution of TOC.
• Using TOC tools in administrative processes.
"Hands on" interaction for groups of up to 40 people;
• Conducting surveys to measure quality.
• Measuring employee perceptions and attitudes
toward TOC.
• Developing systems thinking.
• Statistical tools such as SPC, FMEA, OFD, DOE.
•. Group skillsJteam building/leadership training.
• Project implementation.
• Just-In-Time.
• Benchmarking.
• Worker satisfaction.
Highlight one organization's implementation efforts;
• Old style management vs. new style management.
• Getting a new team started.
• Removing obstacles to team success.
• Management planning tools.
• Keeping a team on track.
Co-sponsored with another group(s) such as an
educational institution;
• TOC in the educational system.
• New TOC technology.
• TOC in health care, retail, tourism etc.
Awards and recognition day.
~"
Nettivorlt D~rec, ow4 w
To facilitate the ability of members to make connections
with each other.
The directory comprises:
• List of organization members.
• Primary contact within organizations.
• Types of. skills, special interests and information
that members have and are willing to share.
• Specific TOC methods used.
To provide group support and an opportunity to
exchange information. More specifically, the network will
be used for the following purposes:
• To allow members to meet other users and find
out what's working, what's not and why.
• A source of information on both employee and
product quality improvement through videos,
speakers and information exchange among members.
• A forum to maintain enthusiasm for TOC.
• An opportunity to learn about training and other
available resources.
• A chance to meet with CEOs and managers
implementing TOC.
• Mutual support, validation of resource
effectiveness, latest news in the field.
• Idea resource, encouragement, sounding board
and advice.
• To assist organizations in the implementation of TOC.
• Screened to meet the needs of the client.
Distributed quarterly. Promotes the sharing of
resources to assist in avoiding a duplication of efforts.
The publication includes a calendar of TOC events and
features on local organizations implementing TOC.
BEDR's focus is in providing this information for their
paid members, but realizes that increasing awareness
is crucial to its success. The newsletter reaches 500
companies that are not members but are prospects for
TOC service.
Training resources, videos, books, standards and
research are available for members' use. Dedicated
areas are established for health care, labour, education,
government, manufacturing, service sectors, and a
database of the effort! of community quality centres
are maintained to provide an opportunity for interchange
among groups of mutual interest. Access to information
and resources are unlimited on awalk-in-basis, and
viewed as value-added service for members of BEDR. A
small conference room is available for use of client
groups.
Acts as an information clearinghouse, providing general
information about BEDR, but more importantly, transfer
them to an appropriate TOC resource person. The 1-800
number provides information about TOC services and
activities, and also offer more detailed assistance to
clients.
Available to new members to facilitate their
understanding and use of BEDR's services.
~..
BEDR is governed by a Board of Directors. The day
to day management of BEDR is undertaken by an
Executive Director who reports directly to the
Board of Directors.
The Board whose composition reflects the
diversity of Durham Region, provides active
leadership and the support necessary to facilitate
and promote total quality within the community.
Mr. Terry Bainbridge
Community Area Manager
Bank of Montreal
Mr. Tim Boylin
Director of Human
Resources
Dowry Aerospace
Mr. Larry Cann
Business Manager
UA Local 463, Oshawa
Ms. Sue Hillebrand
Sr. Tax Manager
Deloitte & Touche
Mr. David Home
President
Oshawa General Hospital
Mr. Peter LeBel
Director of Economic
Development
Town of Whitby
Ms. Elizabeth Barton
CEO
Whitby General Hospital
Mr. John Brown
Superintendent of
Education
Durham Region Roman
Catholic Separate School
Board
Mr. Alex Mackenzie
Business Development
Manager
Andrew Antenna
Mr. loe Mulcahy
President
J. Mulcahy Enterprises Inc.
(Chairperson of BEDR)
Mr. Pat Olive
Commissioner of
Economic Dev.
Durham Region
Mr. Bob Richardson
Manager
Hardiman, Mount &
Richardson
Mr. Nigel Schilling
Schilling & Evans Barristers
& Solicitors
Ms. Bev Tumer
Vice President
Durham College
Access & Skills
Mr. Allan McPhail
Community
Representative
Mr. Mike J. Nichols
Director, Nuclear
Operations
Eastern Division
Mr Warren Clark
Manager, Quality Support
Office
General Motors of Canada
Mr. Doug Holtby
Vice President
CoSteel/Lasco
Ms. Pauline Laing
Director of Education
Durham Board of
Education
Mr. Bob Lytwynchuck
Vice President
Machines & Tools
Products
Dr Richard Hadden
Executive Director, BEDR
Mr. Doug Radford
Division 15 Chairperson
COPE Local 1000
Ontario Hydro
Mr. Jim Rickard
Vice President
Ceresmore Farms Ltd.
Mr. Stan Titan
President
Dynex Engineering Inc.
Ms. Joan Wideman
T.Q. Customer Service
Manager
Lenbrook Industries Ltd.
Mr. Tim Whittaker
Publisher
Oshawa/Whitby This Week
BEDR has established, a number of goals by which
it will fulfill its Mission:
• Promote the principles of TQC throughout
Durham Region, including business, industry,
non-profit organizations, local government,
and para-public organizations.
• Help community enterprises further enhance
their internal cultures to TQC.
• Assist the region's industries acquire, adapt and
develop TQC technology and skills through
training and educational opportunities.
• Consult with the private and public sectors
to provide the most current and appropriate
information in the techniques and principles
of TQC.
• Identify strategies that will assist organizations
and the people within them in the
implementation of TQC.
• Increase the productivity and competitiveness
of the region's business and industry, thus
creating economic growth, employment
opportunities and attracting new business and
development.
• Provide a network for exchange of information
between Durham Region's community
organizations and with other communities
through linkage with The National Quality
Institute.
• Assist companies to achieve specific standards
to allow them to qualify as suppliers and to
work with para-public organizations and the
regional and municipal governments to
achieve specific standards.
• Work with economic development mechanisms
to promote economic growth for the region.
• Liaise with the Federal, Provincial and Regional
Federations of Labour to coordinate TQC
initiatives.
• Establish Durham Region as a community with
superior labour relations.
• Act as a catalyst to advocate and support the
educational system to adopt the teaching of
quality concepts and principles into its
curriculums.
• Support initiatives at the legislative level aimed
at supporting TQC education and training.
• Partner with all components of the community.
• Establish Durham Region as the paramount
example of a TQC community which leads the
nation.
. ~ ~~ ~ MEMBERSHIP
lvlembership in BEDR is available to any individual or organization which conducts or promotes an
dperation in Durham Region and who have an expressed interest in the commitment to Total Quality
as a means to improving competitiveness through the continuous improvement of their products and
services.
Organizations within the Durham Region who are a member of their local Chamber of Commerce,
Board of Trade, DRMA or DRACT receive a 20% reduction on BEDR fees.
The Membership Categories available to Companies and Organizations are:
Charter Member: $4,000./year on a 4 year commitment
' The benefits of a Charter Membership are:
• Special recognition as a charter member eg.
identified in BEDR publications
• 2 complimentary tickets to all BEDR sponsored
events
• Additional 10% discount on member rates for
programs, products and service
• Free TQC introduction and assessment
• Referral of TQC consultants and speakers
• Free, unlimited use of video/library resources
• Monthly network meetings
• Registry of companies and company contacts
implementing TQC
• Use of TQC resource directory
• Telephone consultation with BEDR staff
• BEDR quarterly newsletter
• Monthly network meetings
• Registry of companies and company contacts
implementing TQC
• Use of TQC resource directory
• Telephone consultation with BEDR staff
• BEDR quarterly newsletter
Membership Categories available to Individuals are:
Individual Member: $75./year
This category of membership is available to individuals
who are not associated with an organization or who wish
to participate for their own personal benefit. The benefits
of an individual cannot be transferred to an orgahization.
An Individual Member receives the following benefits:
• Member rate for all BEDR sponsored events
• Access to all BEDR mailings and literature
• Telephone consultation with BEDR staff
• BEDR quarterly newsletter
Annual Member: $450./year
The benefits of an Annual Member are:
• Member rate for all BEDR seminars and sponsored
events
• Free 7QC indoctrination and assessment
• Referral of TQC consultants and speakers
• Free, unlimited use of video/library resources
Student: (full- time) $50./year
A Student Member receives the following benefits:
• Member rate for all BEDR sponsored events
• Access to all BEDR mailings and literature
• Telephone consultation with BEDR staff
• BEDR quarterly newsletter
• On-site use of video/library resources
BEDR MEMBERSHIP ENROLLMENT FORM
Please complete this form and forward with your cheque to Bureau for Excellence in Durham Region.
Company Name
Business Address
Mailing Address
(if different from above)
Nature of Business No. of Employees
Key Contacts
(Name & Tdle)
Telephone Number Fax Number
TYPE OF MEMBERSHIP
^ CHARTER
^ ANNUAL
^ INDIVIDUAL
^ STUDENT
Please forward completed form with cheque to:
Bureau for Excellence in Durham Region:
c/o Durham College, Whitby Campus ,
1610 Chaplain Ave., Whitby, Ontario L1N 6A7