On the Radar Volume 4 Number 2

"On the Radar" is an electronic news bulletin for members of the Association of Administrative and Professional Staff at UBC. It is published via email (text version) and on our website on a periodic basis throughout the year, under the guidance of the AAPS Communications Committee (Chaired by Wendy Ma). Writing and editing by David Harvey and Karin Wills. Layout and design by Petra Ormsby. Web design and graphics are by Michael St. Claire. Other contributors to this issue include: Sharon Cory (AAPS), Nancy Hogan (Coaching Edge). Members wishing to make submissions please contact Karin Wills at karin.wills@ubc.ca.


In This Issue

(The hyperlinks below will aid you in jumping to the articles you would most like to read.)



Planned Pensions Changes

Planned Pensions Changes: Have You Read Up On This?

The UBC Pensions Board is considering some fundamental changes to the Staff Pension Plan (SPP). The intention is to make the plan more fair to people at all income levels. Currently it might be said that the SPP is “tilted” in favour of members in higher wage brackets. To correct this, the Board is proposing a “flat formula” for people at all income levels.

The AAPS Executive Board and Staff are urging members to very carefully review the planned changes.There has been a series of mail outs that should be in your inbox and all the necessary information is available on the Staff Pensions website at: http://www.pensions.ubc.ca/staff/open link in new window (or tab)

Since those in higher wage brackets will see the greatest changes AAPS recently hosted a meeting of such members to review the plans and discuss how to best respond to the proposals. Subsequently the AAPS Executive Board has again discussed the matter. While the Association would like to support the University in this initiative we are also concerned about the impact on our members in higher salary grades. At the time of writing we are seeking a meeting with VP of Finance and Administration Terry Sumner to relay those concerns and to try to identify methods of ameliorating the negative impacts of the proposals on some members.

FYI: Staff Pension Plan Open House - All staff are invited to this annual open house open link in new window (or tab) on Tuesday, May 6/08 from 11:30 am to 1:30 pm at the Arbutus Room in Ponderosa Centre.

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Salary Surveys 2008 – We Need Your Help

AAPS members’ salaries are intended to be kept at least at the “50th percentile” of a representative comparator market. Our salary admin plan (Letter of Agreement #1) contemplates this happening through a combination of mechanisms including:

  • A pay structure of grades with salary ranges where jobs are evaluated and assigned to the appropriate grade within a family of jobs.
  • Individual movement through the salary range consisting of annual increments to the mid-point of scale (within 4 years of hire in the job); and salary increases beyond mid-point based on merit.
  • Negotiated general wage increases (currently 2% each year on July 1)
  • Periodic salary surveys to ensure that the structure remains at the 50th percentile of market. (It is this major component that we are now addressing.)

AAPS and UBC have been meeting to discuss salary surveys for most of our job families this year (a couple of job families have recently been surveyed). This is a major undertaking and it is our belief that it is a bit late in starting. Members continue to report difficulty retaining and recruiting staff due to salary levels that are not competitive with the market. Our consultant has advised us that in the current labour market some updating of surveys needs to be conducted at least every 2 years. Unfortunately our last surveys were mostly conducted in 2004.

The concern is that the market has been moving at more than 3% per year since then but AAPS salaries have only moved at 1.5% in 2005 and then 2% per year since then. We know that while we made major headway on this long-standing issue through the “Munroe mediation/arbitration” in 2005 and 2006 we did not completely address moving all salaries to the 50th percentile of the market.

One major improvement in the Munroe process is that we eliminated the concept of “internal equity” between job families which had served to restrain the salaries in some job families while inflating salaries in others. Now when we survey we need only look at the data gathered within each job family and then make necessary adjustments to that family.

UBC has issued an RFP for a consulting firm to undertake the survey work. It is hoped that next month an appropriate firm will be selected and can commence work on this initiative. UBC has laid out a timeline running to the end of the year in which to conduct the work (summer is considered a very “down” time to be sending lengthy surveys out to comparator organizations). We will keep members informed as it progresses.

You can help in this process: we need your assistance gathering information that is crucial to final implementation of any market salary changes. UBC intends to seek PSEC approval for any market-based changes to the job families. PSEC likes to have data indicating that even if the salaries are not competitive that there are demonstrated recruitment and retention problems. AAPS position is that this is not necessary as PSEC has already approved the language of the collective agreement including Letter of Agreement #1. However, in order to assist UBC in this regard we will be looking to members in leadership positions who are responsible for or have input to recruitment and retention to provide data on the challenges they face in finding and keeping good people. Of particular interest is when people leave for higher salaries elsewhere AND when we have trouble getting good people to apply and accept positions at UBC because of the posted salary level. We are also interested within job families in finding out what other organizations staff are leaving to join and which organizations we are recruiting people from as these could help us understand and refine the appropriate comparator market. AAPS is discussing with HR how best to capture this kind of information. In the interim we ask you to do your best to keep track of such issues within your department and be ready to share it when asked.

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IRP: Income Replacement Plan (Our ‘LTD’ Plan)

In previous editions of On The Radar we reported on plans to implement a new governance model and ultimately plan design for the IRP. AAPS and the other employee groups have been meeting with UBC to discuss how to make appropriate changes to the model which currently has UBC acting as sole trustee but without a written trust document. Our objectives in this include giving members a much greater voice in the design and administration of the Plan while at the same time providing cost-effective coverage for those members who find themselves unable to work due to major health problems. AAPS is particularly interested in ensuring that wherever possible members on LTD have the opportunity to return to work to whatever extent their health allows. To this end we are quite interested in adding “partial disability” coverage to our plan – this is the option for a member to work part-time and be on IRP part-time if that is what their health situation requires.

Since this is very specialized and technical work, AAPS retained Pointbreak Consulting Ltd. to assist us in evaluating our options and moving forward. At this point we have identified four options for governance models:

  1. An umbrella model with all employee groups in a self-insured plan (the “status quo” option).
  2. A self-insured plan containing only M&P staff.
  3. An umbrella model with all employee groups in an insured plan.
  4. An insured plan containing only M&P staff.

In self-insured plans the members pay premiums and hold all the risk with a “contingency reserve” fund being built up to cover anticipated future costs. Insured plans also require members to pay premiums but the risk is held by an insurance company. In either case the “plan document” addresses the rules, how cases are adjudicated and appealed etc.

We have extensive information on the costs and benefits of Option #1 and are currently in the process of doing our due diligence to acquire the same information for options 2 through 4. At the end of this month we hope to be in a position to begin to compare the data. AAPS will keep members informed as this important review moves forward.

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Stephen Toope Speaking at AAPS Spring General Meeting April 17th

Members have received notice of our Spring General Meeting which is being held this Thursday in the SUB at 12:00 to 2:00pm and via webcast. Key issues for this meeting include:

  • An address by Stephen Toope on the future of UBC.
  • Changes to the AAPS constitution to enable an on-line voting process for Executive Board positions similar to UBC’s Board of Governors elections process; and appointment of the Chair of Advocacy Committee as an “ex-officio” Member of the Executive Board.
  • Approval of the AAPS budget for the coming year (July 1/08 to June 30/09).

If you haven’t yet indicated that you will be attending please contact Petra Ormsby in the AAPS offices at 2-9025 oraaps@interchange.ubc.ca. Since we order lunch for attendees your assistance in contacting Petra will be much appreciated.

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A Disappointing Arbitration Result – Termination Without Cause

We were really disappointed in a recent arbitration decision that allows UBC to dismiss members “without cause” and without reason by simply providing notice or pay in lieu of notice. Article 9.1 of our collective agreement contemplates without cause dismissals in the event of “departmental reorganization, budget cuts or the elimination of her/his position otherwise for reasons other than cause”. UBC asserted that prior to that language existing and during bargaining in the last decade that it had always retained the right to also dismiss members that it was simply not happy with. On this point the dispute was joined and the arbitrator decided in UBC’s favour.

AAPS position at arbitration was that Article 6 (Performance Evaluation) and Article 8 (Progressive Discipline) require UBC to deal with any performance-related concerns through one of those two processes (i.e. proper notice/warnings and the opportunity to correct any deficiencies). In the case at hand a 58-year old employee with 15 years of service was dismissed by her new director after making some intemperate comments in an e-mail to her Advocacy Representative. Unfortunately that note was contained in an “e-mail string” sent later to her colleagues. Evidence at Arbitration revealed that the e-mail string was ultimately given to the Director who then went to the AVP and insisted that unless the member was fired on the spot the Director would quit. The AVP acceded to this demand and terminated the member “without cause” under Article 9 and without any investigation or due process whatsoever. As we learned later in testimony at arbitration the comments had been based on the erroneous perception of the member which was the direct result of conflict between statements made by her manager and the director. Even the briefest of investigations would have cleared up the misunderstanding and resulted in an immediate apology from the member to all concerned. It also would have gone a long way to substantially clearing the air in the department at a time when there was a great deal of anxiety and mistrust.

The member was escorted off the property that day and given 15 months pay in lieu of notice per the requirements of Article 9. She was unable to find work afterwards and was therefore forced into early retirement with a substantially reduced pension compared to what she would have been entitled had she been able to continue working.

At arbitration, the AVP of Human Resources insisted in testimony that UBC has to retain the right to terminate without cause and without process. (This approach is a hold-over from the time when employment law originated as the law of “master and servant”.) She was unable to explain how UVic and SFU continue to function effectively when our counterparts in the M&P staff at those institutions are not subject to such arbitrary dismissal . Nor did UBC’s witnesses explain how UBC functions when AAPS is the only organized group of employees on campus who can be terminated at the whim of the University and without any form of due process. Since the other groups (including faculty) are certified by the Labour Relations Board as unions they enjoy the protection of section 84 of the Labour Relations Code. That section requires that “the employer have just and reasonable cause for dismissal or discipline of an employee”.

Since the member in question was terminated some two years ago we have seen several other similar cases. Often there has been no feedback to the employee at all to indicate the employer is in any way unhappy with them. The employee to their great shock simply gets a letter saying they are terminated and they are escorted out the door immediately. The effect on the employee is catastrophic but UBC also fails to consider the effect on the employees still working in the unit. They now know how this employer treats its M&P staff and the consequent effect on their engagement with the institution is not good. When HR departments outside of UBC are pursuing “employee engagement” and with a critical labour shortage now upon us this seems a retrograde HR process at an institution which claims to be a great place to work.

AAPS members will need to carefully consider this situation prior to the next round of bargaining. To our knowledge there are only two ways to rectify it: either negotiate language in our next agreement that has the same effect as section 84 of the Labour Relations Code or become a union as the faculty association did. In 2009 when we start preparations for bargaining this key issue will need to be at the forefront of our minds.

A Better Arbitration Result

We are pleased to report that at a recent arbitration we were able with the arbitrator’s assistance to reach a mediated settlement of a “with cause” dismissal. The parties have entered into an agreement that fully resolves the matter. The terms of that agreement are confidential but AAPS is pleased to report that with the cooperation of HR, AAPS, the department, our member, lawyers for both sides and the arbitrator we have settled this issue.

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AAPS Members Nominated for Microsoft Canada MSDN Code Awards

Congratulations to School of Nursing IT team members, Fahim Kanji; Dan Helmer; and Alex Etesami who were nominated for the Microsoft Canada MSDN Code Awards and selected as top-5 finalists. The MSDN Code Awards recognize technological achievement that uses developmental skills to develop innovative applications. Further details of the award are at http://msdn.microsoft.com/en-ca/codeawards/bb871640.aspx open link in new window (or tab)

The School of Nursing needed to develop a tool to help nursing students contextualize and embed clinical knowledge in the workplace. This tool would enable students to complete and log their clinical activities remotely and keep a student's clinical experience data in one electronic portfolio.

Traditionally, students collect data in a time-consuming hand-written format submitted to faculty at periodic intervals. These records can be difficult to read; they can get lost; they can be bulky; and they may not be consistent with national practices.

After researching existing software options, it was determined that no single, all-encompassing solution that met the specific needs of the School of Nursing could be found, so the school commissioned the IT staff to develop the Clinical Placement and Experience Tracking System (CPETS).

The CPETS project entailed the development of a web application that students would use to collect and track their clinical experience . Using a myriad of Microsoft technology including ASP.NET 2.0, Sharepoint Portal 2003, SQL Server DBMS & Reporting Services 2005, this small team developed a very aesthetically pleasing, easy-to-use, intuitive toolset for the students, faculty and administration.

The solution created:

  • Promises extreme speed and ease-of-use.
  • Captures data more easily.
  • Provides access to all records all the time, from anywhere-no bundles to carry around.
  • Ensures data is secure and protected against damage or loss.
  • Delivers consistent, accurate and quick aggregations and reports with which to perform real-time assessment.
  • Offers new reporting mechanisms allowing for analysis of any given student or any given course at any given time.
  • Makes information available at "the touch of a button".
  • Vastly simplifies Student/Course/Program review.
  • Implements Site & preceptor data collection and evaluation that enables student placement based on their needs in a timely fashion.

Feedback on the new tool includes:

Our faculty and administrative staff have been extremely satisfied and grateful for the efficiency and speed with which information is now available to them.  They love the ease with which they can document/track their “inventory” of placements and see how students are performing during their placement, instead of having to wait and compile data afterwards.”

“The students are proactive with this new tool – they seek out ways in which to add more information to the system consistently providing us with positive feedback and gratitude for the ease with which their work can be accomplished.  As users, they’re providing us with invaluable feedback on improvements and modifications we can make in future iterations.”

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Advocacy Update

Advocacy Issues for the 1st quarter of 2008

The Advocacy Committee and the Member Services staff of AAPS continue to support members in the key areas of Pay, Classifications, Term Appointment – End and Work Environment. If you have concerns and/or questions contact us at the AAPS office and you will be assigned a representative to assist you with your situation. Please remember the questions that you bring forward give an opportunity for the AAPS team to see what is happening on the Campus and ensure the Agreement on Conditions and Terms of Employment (ACTE) is being appropriately applied.

Article 3.1.2 Term Employees

Term Employment at UBC is a category of employment which has an identified start and end date. The limitation of time is a result of a variety of reasons, all of which are usually tied to one or more of: budget dollars, research terms or pilot projects.

AAPS receives calls from Term Employees when their employment will be coming to a close. There are a variety of questions which can come to mind for someone who has an end of employment date that will be soon upon them. Many individuals are rehired into another term appointment (often prior to the end of the first term) by way of an extension notice or a new term offering. Remember to keep your documentation of the new offer and if you do not receive written confirmation – ask to have it confirmed in a written notice.

Here is an easier-to-read version  MS Excel of the following chart.

AAPS Advocacy Issues 2008

Category of Issue

Category Description

Main Article

YTD # Issues Handled

# This Month (Mar)

YTD # of Issues Resolved

YTD # of Issues Remaining

YTD # of Issues Grieved

Hours of Work

Time of day /
day of week/

10.4/10

8

1

5

3

 

Workload Overtime

Over work/
overtime pay

10/10.4

3

 

3

0

 

Discipline

Warning/Suspension

8/8.1

4

1

4

0

 

Terminations Cause

Culpable firings

8

1

 

 

1

1

Terminations 
Without Cause

Layoff/ Reorg/
Lack of $

9.1.9/9/9.3/9.1.2
/3.1.3/9.1.8/2/6/8

34

4

15

19

1

Terminations Probation

Suitability/Fit

9.3.1/9/8

4

 

2

2

 

Resignation/Retirement

Quit of own accord

14.5/LOA#7

7

1

5

2

 

Term 
Appointment Ends

Date Moved/ Notice/$

9.2.2/9.1

3

 

3

0

 

Classification

Family/Grade

LOA#1/5.4.5/5.3

12

1

5

7

 

Pay

Appropriateness

LOA #1/10/5.1.2

24

2

15

9

 

Bargaining Unit

AAPS/CUPE/FACULTY

 

 

 

 

0

 

Exclusions

Who is in/out

FA 4.0

4

1

1

3

1

Discrimination - 
13 Grounds

Human Rights Code

14.2/12.5.5.1/14.1

6

 

2

4

 

Harassment - Personal

Bullying

14.1/14.2/

11

 

6

5

 

Work Environment

Safety/Poisoned

12.3/14.1/14.2/FA

17

3

3

14

 

Reorganization

Dept or UBC changes

9/10/14.2

3

 

3

0

1

Sick Leave

Pay, 
duration, 
qualifying for

12.3

8

2

6

2

 

Leaves of Absence

 

12.5/12.5.8/
12.3.2/12.7

5

 

5

0

 

Return-to-Work

Accommodation

12.3/

5

1

2

3

 

Benefits

Coverage

13.5/10/13.4/13.3

6

 

2

4

 

Evaluation Post -Prob'n

Performance

6/6.3/8.1/8.6.2

12

1

9

3

 

Evaluation Probation

Performance

6.11/6./6.8

9

3

4

5

 

Appointments

Search/Selection/
Offer Letters

9.1.11/5.5/
10.1/9.1.4/5.4.1

8

1

3

5

 

Service

Total Length of

11.2

1

 

 

1

 

Attendance

 

10.3

2

 

1

1

 

Professional Development

Tuition Waivers/
PD Fund/
Study Leave

12.1/12.2/
13.6/LOA 4

3

 

3

 

 

Interpretations General

Anything not listed above

8.1/12.7/14.3.1/
14/6/14.1/9.1.11

19

4

15

4

 

TOTAL

 

 

219

26

122

97

4

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AAPS Member Professional Development

The AAPS Professional Development individual amounts increased to $400 this year. We encourage members to take advantage of this new funding prior to the end of the PD year which is June 30, 2008. You can check your current balance by calling Alia Somji at 822-4197.

Keynote Speaker: Judy Stevens presents Networking

  • Date: Wednesday, May 14, 2008
  • Times: This free event will be presented twice for greater access. First at 9:30 – 11:00 A.M., and then again at Noon to 1:30
  • Location: SUB Auditorium

An email announcement requesting RSVP’s will go out closer to the event.

What makes Judy informative and inspiring is her diverse background which has given her the opportunity to develop a wide-ranging network. Judy seized that opportunity early and has built upon it ever since. Add Judy’s exceptional talents as a public speaker, facilitator, sculptor, published author and accountant and you have a powerful combination of talent, knowledge and experience.

In this age of business and personal uncertainty, never have you needed your network more. The idea of connecting with people to share information and resources, or networking, is not a new one, however few effectively succeed at it and even fewer can share the expertise on how. Judy believes that effective networking is a critical life skill.

Goals for Networking : Open doors for you and your organization, building community personally and professionally. Networking develops community through ongoing relationships. It connects you with people of like interest to expand your resource list before you need them. Networking is not selling anything, fundraising or schmoozing. Networking is important to open up opportunities. This introduction to networking is a valuable event for anyone that would like to learn about effective networking.

Upcoming Free Noon Hour Learning Sessions

Tourism Vancouver Olympic Volunteer Opportunities

Jana Remisova, Manager Volunteer Services with Tourism Vancouver will facilitate this session.

  • Date: Thursday, May 22, 2008
  • Time: Noon-12:45 PM
  • Location: Irving K Barber Learning Center, Room 182

An email announcement requesting RSVP’s will go out closer to the event.

Jana will present volunteer opportunities with Tourism Vancouver that are related to the 2010 Olympics.

Communication-Creating Choices for Receiving Difficult Messages

Raj Gill B.Sc., ART., CPCC, Certified Professional Coach/Speaker,CNVC Certified Trainer, Communication with Compassion, Prosperity Circles Coaching Intl., and Brenda Sawada, Manager, UBC SEEDS Program Sustainability, will facilitate this session.

  • Date: Wednesday, May 28, 2008
  • Time: Noon – 1:00 PM
  • Location: Leonard S.Klinck building, Room 201

An email announcement requesting RSVP’s will go out closer to the event.

Many of us long for a confidant with whom we can talk openly about whatever is going on for us without fear of how it will be interpreted. We hear and receive messages that stimulate pain and frustration yet due to the demands placed on us we continue with the task on hand. Anything you hear and say, can be communicated with clarity by taking care to word things in a compassionate way . Communicating with compassion provides a choice in how to receive a difficult message without becoming defensiveness or aggressive.

In this interactive and dynamic session with Raj Gill and Brenda Sawada you will learn how to create choices for hearing difficult messages .

Campus Wide Professional Development Events

The UBC Life and Career Centre offers programs for career development, new life skills, managing issues of stress or loss, and adapting to a new life in Canada. UBC Life and Career Centre information can be found at: http://www.lifeandcareer.ubc.ca/open link in new window (or tab)

The MOST Program will host two free pension related sessions on May 28, 2008: Understanding Your Staff Pension Plan (Under Age 50) and Understanding Your Staff Pension Plan (Over Age 50). To register go to the MOST program website at: http://www.hr.ubc.ca/odl/most/index.htmlopen link in new window (or tab)

Intercultural Studies Spring Institute, May 5-9, 2008
If you want to work confidently and productively in multicultural settings, this week is for you. Join us for workshops, presentations and discussions that highlight the awareness, knowledge and skills needed for effective intercultural communication.

  • Symposium: Building Intercultural Competencies at Home and Abroad - Highlighting Innovative UBC Initiatives.
  • Certificate in Intercultural Studies (CIS) Courses
  • Evening Film & Discussion Events (Free, funded by UBC's Teaching and Learning Enhancement Fund)

Attend the Symposium, participate in Certificate in Intercultural Studies (CIS) courses, come out for the Evening Film Events or experience them all! For more information or to registeropen link in new window (or tab) or call 604-827-4203, or send an email.


The Coaching Journey

by Nancy Hogan

Take the UBC coaching challenge and sign-up with a coach today! Why do professionals choose to work with a certified coach? Coaches are hired for a number of situations and in this column we will cover three of the top reasons describing how a coach can confidentially help you set goals and strategies for your exciting future.

Developing and articulating a career plan is one of the top reasons professionals choose to work with a certified coach. Through questions and discussion, a coach assists the client to clarify where he would like to be in the future. A coach assists the client by holding the focus for the client’s commitment to substantive change by exploring motivators, opportunities, strengths, resistance and helps to resolve doubts.

Additional information can be gained from co-workers if the client is comfortable seeking feedback from others, or having the coach use assessment tools to identify strengths, natural tendencies and opportunities. Through the use of discussions and assessment tools, a coach can help you explore opportunities, strengths and gaps in skills or experience where the client then plans professional development steps to take him to the next level.

Work/life balance is a big challenge for many in the workforce. Competing demands and limited time means tough choices are continually made on how best to spend your time. A coach is a powerful catalyst who encourages the client to become more self observant and actively works to uncover how each client makes decisions and determines priorities. Challenging a client to look at situations differently often results in new insights and a deeper understanding of the consequences of specific behaviours, actions or assumptions.

Developing specific skills , such as communication or time management skills, is another area where working with a coach is beneficial. A coach has a client specifically articulate what he wants to achieve and works as a thinking partner to identify what can be done to attain the outcomes the client desires. Helping clients build long-term capabilities also means helping them build on their own problem-solving skills and reach for a goal that at one time may have seemed impossible.

Regardless of the reasons a professional works with a coach, the coaching fundamentals are the same. A coach supports the client in taking increasing responsibility for his own learning, describing alternative pathways forward and encouraging the client to commit to specific actions. Each client is held accountable as results are followed-up in subsequent discussions.

In his book Coaching: Evoking Excellence in Others, James Flaherty notes that well coached people understand that there is always more to learn, and a self-generative person is a life-long learner.

What steps are you actively taking to live your best life? The UBC Coaching Program is a free service open to UBC employees. To find out more or to arrange a coaching session click on this link:http://www.hr.ubc.ca/odl/coaching/open link in new window (or tab)

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Community Announcements

These announcements are provided from UBC-related organizations where the content may be of interest to AAPS members or their departments

Life. Live it.  Consider giving it.

Curious about organ donation? Have you ever wanted to register but never had enough information to do it? Do you want to meet and hear the story of a n organ recipient?

Health Promotion Programs (Department of Health, Safety and Environment) is hosting a series of transplant information sessions at UBC on April 10th, 15th, and 23rd from noon to 1 p.m.   Transplant recipients will speak about their life saving experience with transplantation.  They will also provide you with information about organ donation and BC’s Organ Donor Registry. Sessions location: GASB 234.

During this year’s National Organ Donor Awareness Week (April 20-27), consider registering your decision with the BC Transplant Society : www.transplant.bc.ca/onlinereg/bcts.asp. open link in new window (or tab) The Organ Donor Registry allows people to say “yes” and “no” to organ donation. A decal on your driver’s license or CareCard is not enough.

To attend one or both of these sessions, contact Health Promotion Programs Coordinator Suhail Marino: at marino@hse.ubc.ca  or 604-822-8762. Your email should include both your contact information and your employee group. More informationopen link in new window (or tab)

 

Health Symposium Online

See the keynote speakers and most popular breakout sessions from the October 03, 2007, Health Symposium on the Health Safety and Environment website:

http://www.hse.ubc.ca/health-symposium/ open link in new window (or tab)

 

Lap Yu (Grace) Chan Bursary

A special one-time bursary created in honour of AAPS member Grace Chan received donations of $600 and was awarded to a deserving student in December 2007. A new goal to start a permanent fund so that bursaries will be given out in perpetuity in honour of Grace Chan is to raise $20,000. UBC employees can donate through payroll deduction. All gifts will receive a charitable tax receipt. If you wish to send a cheque to the fund make the cheque out to “The University of British Columbia” and reference the Grace Chan fund in the re: field. These cheques can be sent to Lesley Campbell, Development Officer, Awards, Gift and Estate Planning at 500-5950 University Boulevard, Campus Mail Zone 3. If you have any questions about the fund please contact Lesley Campbell atLesley.campbell@ubc.ca

 

University of British Columbia Faculty Association: Seeking An Executive Director (job postingopen link in new window (or tab) 
http://www.ubc.ca open link in new window (or tab) 
Vancouver, BC

As the bargaining agent representing over 3,200 members, the UBC Faculty Association is committed to promoting the interests of the faculty members, librarians and program directors employed by the University of British Columbia. The Association has done this by protecting the academic freedom of its members and safeguarding their working rights.

Reporting to the President and Executive Committee, as an important member of the Association’s administration team, you will be responsible for the management of the day-to-day activities of the UBC Faculty Association with an overall focus on the needs of the membership and the long-term sustainability of the organization. You will provide leadership to the UBC Faculty Association and work closely with the President and the Executive Committee to develop strategic plans which will advance the Association’s vision and mandate. As the Executive Director, you will inspire and manage a group of unionized staff to achieve the objectives set forth by the establishment. By developing good working relationships with the administration of the university and other academic unions and organizations, you will continue to establish the UBC Faculty Association as a significant voice for the members at both the Vancouver and Okanagan campuses.

As the ideal candidate, you are an experienced leader with a strong track record of success in motivating and collaborating with others to achieve goals and objectives. You are recognized for your leadership and ability to foster teamwork and results through excellent interpersonal and communication skills. You have demonstrated success in a labour relations environment, a proven ability to facilitate Board activities, exposure to the operational aspects of Association management and appreciation for the inner workings of a member-driven organization. Ideally, you have worked in or with academic environments or institutions.

If you are interested in pursuing this opportunity to represent the more than 3,200 outstanding faculty members, librarians, and program directors that make up the University of British Columbia Faculty Association, forward your resume and cover letter to Garth Pinton or Esther McGregor. Please Reference Search ID: 1357 and send e-mail to: pfm@pfmsearch.com

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