History and Background · them into the Aspen Learning Management System. • Developed Quick Reference Card for setting up new billing periods in the Student Billing System. •

The Johns Hopkins University

Office of the Vice President for Human Resources

Office of Human Services Center for Training and Education

THE JOHNS HOPKINS UNIVERSITY

The Center for Training and Education Annual Report FY04 2

TABLE OF CONTENTS Annual Report ..................................................................................................................4 New Employee Orientation..............................................................................................4

FY05 Accomplishments ............................................................................................................................... 4 Costs and Cost-Effectiveness...................................................................................................................... 4 Goals for FY06............................................................................................................................................. 4

Financial Information and Technology Training............................................................5

Status of Goals for FY05 ............................................................................................................................. 7 Additional Accomplishments for FY05......................................................................................................... 8 Goals for FY06............................................................................................................................................. 9

Management and Staff Development Program (MSD) Catalog Training ...................11

FY05 Accomplishments ............................................................................................................................. 12 Goals for FY06........................................................................................................................................... 12

GED/Adult Education .....................................................................................................13


MSD Supervisory Training Program.............................................................................14


MSD Certified Professional Managers Program..........................................................15


MSD Project Management Program.............................................................................16


MSD Departmental Training ..........................................................................................17


MSD Interactive Multimedia Training Program............................................................17


Leadership Development Program...............................................................................18


Faculty Development Program .....................................................................................20

Current Activity........................................................................................................................................... 20 Goals for FY06........................................................................................................................................... 20



Coding Training for the International Classification of Diseases ..............................21Current Activity........................................................................................................................................... 21 Goals for FY06........................................................................................................................................... 21

Technical Workshops for Laboratory Excellence .......................................................22

Current Activity........................................................................................................................................... 22 Goals for FY06........................................................................................................................................... 22

Summary Statistics for All Programs...........................................................................23

T&E’s Summary of Classes for FY05 ........................................................................................................ 23 T&E Participation from FY02-FY05 ........................................................................................................... 23 T&E’s Location Usage by Event ................................................................................................................ 24 Financial Administrative Training Program (FAT) Usage by Division........................................................ 24 Information Technology Training Program (IT) Usage by Division............................................................ 25 Management and Staff Development Program (MSD) Usage by Division................................................ 25 Leadership Development Program (LDP) Usage by Division ................................................................... 26 Professional Coding for Medical Specialties Program (CODE) Usage by Division................................... 26 Laboratory Excellence (TECH) Usage by Division .................................................................................... 26 T&E’s Enrollment by PCN.......................................................................................................................... 27 T&E’s Enrollment by Employment Status.................................................................................................. 27 T&E’s Enrollment by Race / Ethnicity ........................................................................................................ 27 T&E’s Enrollment by Gender ..................................................................................................................... 27

Educational Assistance Plans ......................................................................................28 Tuition Remission Plan..................................................................................................28

Status of Goals for FY05 ........................................................................................................................... 28 Programs Covered..................................................................................................................................... 28 Program Cost / Participation...................................................................................................................... 28 Observations.............................................................................................................................................. 28 Goals for FY06........................................................................................................................................... 29

Tuition Grant Plan ..........................................................................................................30

Status of Goals for FY05 ........................................................................................................................... 30 Programs Covered..................................................................................................................................... 30 Participation ............................................................................................................................................... 30 Program Cost............................................................................................................................................. 31 Observations.............................................................................................................................................. 31 Goals for FY06........................................................................................................................................... 31

Tuition Reimbursement .................................................................................................32

Status of Goals for FY05 ........................................................................................................................... 32 Programs Covered..................................................................................................................................... 32 Participation ............................................................................................................................................... 32 Costs and Cost-Effectiveness.................................................................................................................... 32 Observations.............................................................................................................................................. 32 Goals for FY06........................................................................................................................................... 33

Staff Development Remission.......................................................................................34

Status of Goals for FY05 ........................................................................................................................... 34 Programs Covered..................................................................................................................................... 34 Costs and Cost-Effectiveness.................................................................................................................... 34 Observations.............................................................................................................................................. 34 Goals for FY06........................................................................................................................................... 34



ANNUAL REPORT NEW EMPLOYEE ORIENTATION

FY05 Accomplishments • The New Employee Orientation Program saw the eighth successful year with

1,336 new staff members participating in the program. • The overwhelming majority, 1,132 (85%) of participants came from the East

Baltimore campus, which includes the Schools of Medicine, Nursing, and Hygiene and Public Health. The remaining 204 (15%) staff participants received their orientation on the Homewood campus and included staff from the Homewood campus, Peabody Institute, Downtown Baltimore, Washington, DC, and Columbia and Montgomery County, Maryland Centers.

• The orientation program increases the participants’ knowledge of the history, structure, resources and services, university policies and procedures, and benefits. The program continues to be well received by participants as evidenced by the positive feedback received at the end of each session.

Costs and Cost-Effectiveness This program is supported through general funds budget (U202-A52-0107). This covers expenses such as salary support, supplies, equipment, space costs, telephone charges and printing costs for session handouts and university overview guides. Expenses for FY99 thru FY05 and costs per participant are listed below.

FY99 FY00 FY01 FY02 FY03 FY04 FY05 EXPENSES $46,197 $48,035 $49,059 $49,733 $48,272 $46,195 $51,596 # PARTICIPANTS 1,205 1,330 1,436 1,421 1,350 1,207 1,336 $/PARTICIPANT $38.34 $36.12 $34.16 $35.00 $35.76 $38.27 $38.62

Goals for FY06 • Review and update program material and content to keep it current and useful. • Explore the possibility of developing a web-based version of the orientation

program for new staff and faculty who cannot attend the regularly scheduled sessions.


FINANCIAL INFORMATION AND TECHNOLOGY TRAINING






Status of Goals for FY05

Goal Status To be Continued in

FY06 Remove all remaining glitches in the customized Aspen LMS WebConnect

Complete except for a few small problems. NO

Establish a test and staging environment for Aspen Learning Management System

Not complete YES

Establish capability of Aspen LMS to function as repository for SCORM-conformant learning objects.

Complete NO

Develop capability to develop and deliver on-line learning assessments.

Complete NO

Perform review of FAT course content, and revise, where applicable.

Partially complete NO

Develop capability to develop and deliver short on-line e-courses

Complete NO

Equip classroom in East Baltimore with new computer systems

Complete NO

Create a plan for marketing use of the Aspen WebConnect system.

Complete NO

Create a Request for Proposal (RFP) to solicit e-learning vendors for MSD and IT.

Complete NO

Develop capability to re-image computer systems using Altiris software

Not complete YES

Develop systems and processes for technology-related projects.

Some improvement accomplished. YES

Assess the applicability of providing a certificate program for FAT courses.

Complete YES

Re-evaluate FAT DACUM study results and match its applicability to future needs.

Complete NO

Identify other groups knowledgeable in on-line learning in the university.

Not complete NO

Evaluate COTS e-learning software. Partially Complete NO



Additional Accomplishments for FY05

Financial Administrative Training • Financial Administrative Training provided 144 training events in FY05, for

3,516 participants, for a total cost of $414,405. • Continued development of e-courses with General Physics as a partner. • Updated Accelera-developed e-courses by editing Flash source code. • Developed CD-ROM version of FAT courses for use in places without Internet

access. • Began to upgrade materials by applying standards developed for ISIS project. • Revamped Sponsored Projects workshop • The FITT Group assumed responsibility for managing the training component of

the Internet Student Information System (ISIS) in October 2004. • Jason Smith was hired as an ISIS trainer in January, 2005 in a new position

created to support the ISIS rollout. • Joe McSharry was hired as an Instructional Technologist in February, 2005 in

the position vacated by Maxine Given.

Information Technology Training • Information Technology Training provided 289 training events in FY05, for 935

participants, for a total cost of $603,447. • Negotiated a contract with vendor for SAP training for hospital and university

employees and provided programmatic support. • Evaluated new vendors and negotiated contracts. • Renewed contract with SystemSource as major provider for IT training.

ISIS • Absorbed ISIS trainers into FITT and assumed responsibility for FITT training. • Completed e-courses for ISIS project (e.g. Financial Aid Inquiry) and integrated

them into the Aspen Learning Management System. • Developed Quick Reference Card for setting up new billing periods in the

Student Billing System. • Designed and delivered instructor-led DGA training. • SPSBE Quick reference card: How to Create Students Using Fast Entry • Completed training in Astra Scheduling system and developed courses. • Created SBS transaction codes and transaction code groups reference

materials. • Updated and maintained ISIS project website.

HopkinsOne • Reviewed DACUM study data, and, where applicable, applied findings to scope

and sequence of HopkinsOne planning. • Provided technical assistance to the HopkinsOne project.



• Began development of a 10-minute overview of HopkinsOne for presentation in FAT classes.

• Collaborated with ODD in the design and delivery of Change Management classes to support the HopkinsOne project.

Establishment of E-Learning Capability • Developed portfolio products to demonstrate e-learning capability • Designed and completed installation of a commercial-grade sound recording

system.

Other • Assisted the university’s Office of Development and Alumni relations to develop

a curriculum for supervisors. • Wrote numerous articles for HR Today. • Simplified the JV process by creating datasets from the Aspen database for

FAT and IT JVS to be uploaded to the Mainframe. • Designed and delivered an instructor-led course for the Center for Innovation in

Quality Patient Care. • Developed and delivered a presentation on how electronic pathing works for all

JHU financial electronic documents. • Evaluated intranet products and selected intranets.com as vendor • Configured fitt.intranets.com for management and tracking of projects

Goals for FY06 Activities for FY06 are focused on ensuring that the training initiative of the HopkinsOne project is a success. The team will have responsibility for training HopkinsOne issues after each go-live while the HopkinsOne team assumes responsibility for training before each go-live. Additionally the team is tasked with the design and delivery of all ISIS training prior to and following go-live.



Goal Rationale Required Resources Priority

Provide support for development of HopkinsOne training.

The FITT team will be responsible for delivery of this team before each go-live.

Approximately, two days of effort from each team member during the materials preparation period.

1

Develop and implement plan for providing support for legacy software users.

Legacy FAT training will be phased out in FY06. Users will need quality reference materials.

Buy-in from Administrative Training Workgroup.

1

Perform review of printed FAT course content, and place on line.

This will be part of the plan for supporting legacy software users.

FAT trainers and Instructional Technologist.

1

Design and develop all aspects of ISIS training.

ISIS roll out occurs at the same time as HopkinsOne roll out.

ISIS trainers with support from support staff.

1

Equip classroom at Eastern with new computer systems

Equipment is over three years old, and new equipment will be essential for HopkinsOne training

1

Deliver HopkinsOne courses from April to June of 2006.

Large numbers of Hopkins staff need to be trained in a short period.

All staff. 1

Recruit, train, and deploy a cadre of “coaches” to assist in initial HopkinsOne training.

Classes will be too full for a single instructor to ensure all participants are “on the same page.”

All support staff. 1

Integrate Aspen LMS with SiteMinder.

SiteMinder is the university’s standard used to enable single sign-on to university systems.

Approximately two days of programming support by HITS.

2

Complete portfolio on-line learning examples.

Need to establish credibility as a provider of commercial-grade on-line learning.

Support from sentinel customers, such as HRIS.

2


MANAGEMENT AND STAFF DEVELOPMENT PROGRAM (MSD) CATALOG TRAINING

The Write Thing: The Plain English

Approach to Business Writing

More ofThe Write Thing: Focus on Reader-Centered Writing

The Write Thing Wrap-Up:

Focus on Grammar and Editing

10 Secrets to High-Impact

Emails, Letters and Reports for

Managers

Proofread Like a Pro

Business Grammar and

Usage for Professionals

Reading Dynamics

The Write Thing Follow-Up:

A Something and a Something Else

Communicating with Others: Your Style

and It’s Impact

Relationship Awareness

Theory: The Key to Better

Communication and More

Productive ConflictSpeak

Like A Pro

Speak Like A Pro II

Assertive Communication: On and Off the

Job

Powerful Communication

Skills for Women

Powerful Listening

Skills

How to Disarm and Defuse Conflict and

Confrontation

Providing Exceptional

Customer Service

Successful Telephone

CommunicationsThe Take-Charge

Assistant

Security Essentials for

Front Desk Professionals

Communicating, Negotiating, and Prioritizing Skills

for Executive Secretaries and Administrative

Assistants

Your Changing Role as an

Outstanding Assistant

Accurate Data Transfer

Success for Supervisors

Performance Management

Through5 Key

Conversations

Employment Law for

Supervisors

Essentials of Communicating with Tact and

Finesse

Managing Workplace Diversity

Basic Supervision

Business Law for

Supervisors

Introduction to Work

Safety and Occupational

Health

A Crisis Management Primer for Managers and Solid

Performers

Coaching for Career Development and Peak Performance

Master Skills of

Mentoring

Course Design and Materials

Development

How to Facilitate

Adult Learning and Development

Administrative Skills for the

ManagerInterpersonal Skills for the

Manager

PersonalSkills for the

Manager

INTERPERSONAL AND GROUP COMMUNICATION SKILLS

Managing Research and

Special Projects

Strategic Planning:A Roadmap for Organizational

Viability

Improving Our Work Processes

CONTINUOUS IMPROVEMENT PROCESS

WRITTEN COMMUNICATION SKILLS

COURSES FOR ADMINISTRATIVE STAFF

The 7 Habits in Action

Effective Time and

Task Management

Conquering Negativity:

Creating Optimism in

the Workplace

Permit Me to Introduce

You to Yourself Thinking

Outside the Lines

Getting –and Staying –

Organized

Self-Assured, Relaxed and In

Control for Women

Dealing Effectively

With Troubled

Employees

Life Balance and Stress Reduction Solutions

Cultivating the Power of

Emotional Intelligence

Managing Multiple Priorities

COPING SKILLS FOR THE HIGH-PRESSURE WORKPLACE

SKILLS FOR SUPERVISORS

Leadership Skills Assessment for

Professional Development

Being an Effective Leader

Executive Wisdom:A Workshop for

Leaders on How to Anticipate the

Future and Avoid the Mistakesof the Past

LEADERSHIP SKILLS DEVELOPMENTMANAGEMENT SKILLS

NOT JUST FOR TRAINERS

The Mechanics of Leadership:

Influencing Interpersonal

and Group Outcomes

Eagle Leaders:

Soaring and Leading from

the Inside Out

The Critical Role of

Leaders in JHU’s

Commitment to Diversity

Using Influence in

Organizations: How to Get What You

Need

Certified Professional Managers Program

Improving Our Work Processes

Managing Workplace Violence

Running Exciting and

Effective Meetings

Public vs. Private Communication: Stop Rambling

and Start Connecting!

Supervisory Training Program

MSDLearning

Tree

This graphic provides a display of the course tracks found in the Management and Staff Development program. The Center for Training and Education Annual Report FY04 11



FY05 Accomplishments • Held 193 training sessions, including multiple day sessions. • Ran more than 91% of the scheduled course sessions with only 19 cancelled

mainly due to low enrollment. • Achieved attendance in catalog and departmental courses of 3,912. See

additional information on departmental training elsewhere in this report. • Generated service account revenue from catalog courses totaling $909,916. • Reduced overhead cost by utilizing temporary staff to label and sort catalogs in

house. • Contracted with more local vendors successfully reducing outside vendor costs.

Hired several new local trainers reducing traveling expenses. • Implemented WebConnect feature of Aspen LMS resulting in participant online

registration. • Worked with HR Managers to evaluate programs for improvement. • Added a Project Management Certificate program to meet the needs of IT

managers and HopkinsOne staff.

Goals for FY06 • Support the HopkinsOne change management efforts through department

intervention. • Revise outdated course materials to achieve a more consistent presentation.



GED/ADULT EDUCATION

FY05 Accomplishments

• The GED/Adult Education program, developed in cooperation with the Johns Hopkins Hospital, entered its fifth year in FY05. The Hospital’s Office of Community and Education Projects through their Skills Enhancement Program continues to provide adult education to Hopkins staff.

• In addition to highlighting the program in MSD catalog, flyers announcing the fall and spring program sessions were created and included with paychecks for bargaining-unit staff members on both the Homewood and East Baltimore campuses. Announcements were also posted in conspicuous areas in the university Facilities Departments and included in the East Baltimore facilities staff newsletter. The program was also advertised at the JHU Benefits Fair.

• The Hospital staff received the calls from potential program participants, conducted skill assessments, and handled placement in the 12-week class sessions instructed by their staff. There were 26 Hopkins staff members who completed program courses in FY05, an increase of 37% over FY04 which represents the highest increase in participation since the program began.

• During the fall, one GED participant earned their high school equivalency. • Training and Education paid the Johns Hopkins Hospital, Office of Community

and Education Projects $5,500 for the GED program in FY05.

Goals for FY06

• Increase program enrollment by developing and distributing program posters. • Evaluate current program offerings and make improvements as required. • Track the progress of GED participants to determine high school equivalency

rates.



MSD SUPERVISORY TRAINING PROGRAM

FY05 Accomplishments • The JHU Supervisory Training Program, developed in spring 2001, continued to

grow as it entered its fourth year. The training program is comprised of seven courses that can be completed over a period of eight days.

• Target participants included newly hired or promoted managers and supervisors identified by the divisional human resources offices. These individuals were sent an invitation to attend the first course in the program.

• A database was developed to track the participants’ progress in completing the required courses. At the end of each term, participants were sent a report indicating the number of courses left to complete the program. A registration form was included to encourage their attendance in upcoming courses.

• To date, just over 1,101 supervisors/managers have enrolled in the program. In FY05 alone, there were 350 new program participants. An additional 134 have completed all the required courses, bringing the total number of program graduates to 328. Certificates of program completion were mailed to participants who completed the program in FY05.

• Met with HR managers to discuss the effectiveness of the program.

Goals for FY06

• Advertise the program in the Human Resources Today publication. • Utilize ASPEN LMS to track and improve data gathering on program

enrollment. • Undertake a full scale program evaluation to examine trends, best practices,

and identify areas for improvement as the program nears the end of its fifth year.



MSD CERTIFIED PROFESSIONAL MANAGERS PROGRAM The Certified Professional Managers Program (CPM), created in spring 2001, continues to use the training materials developed by the Institute of Certified Professional Managers (ICPM) at James Madison University in Harrisonburg, Virginia. The ICPM sets performance standards for managers worldwide and conducts research in the areas of management, business education, academic assessment and certification. The CPM program consists of three training modules offered over three consecutive days.


• Since its inception, one hundred fifty-eight (158) mid-level managers have enrolled in the program. There were 38 enrollees in FY05.

• Seventy six (48%) have successfully completed all three modules. Upon completing the program, participants were encouraged to take ICPM’s certification examination and join over 10,000 professionals from 1,600 companies who have been certified through ICPM programs. Three additional university managers have passed the examinations and become a Certified Manager (CM), bringing the total number of Hopkins CMs to four.

• Modified the course delivery to match ICPM’s revised course modules: Management Skills I, II, & III. This change requires significant reworking of the content taught.

• A curriculum revision that occurred in 2004 reorganized the content so that individuals who were in process had to begin again using the new materials. This may have slowed the progress of some individuals toward the completion of the program. In FY05, 15 individuals completed the program.

Goals for FY06 • Continue to advertise the existence of the program and highlight the program in

HR Today. • Improve the database using ASPEN software to track program participants.



MSD PROJECT MANAGEMENT PROGRAM The project management track was piloted in the winter of FY05 at the request of Denise Antinori of the Hopkins IT department. These eight one-day courses, offered in conjunction with the Business and Management Programs of the Community College of Baltimore County (CCBC), provide the instruction required by the Project Management Institute for those interested in becoming certified Project Management Professionals (PMP). The program includes:

• Overview / Managing Project Scope • Project Scheduling • Project Estimating and Budgeting • Forming and Managing the Project Team • Project Monitoring and Control • Contract and Procurement Management • Managing Project Risk • Project Quality Management


• A program flyer was developed and distributed within the IT departments. • Nineteen (19) participants enrolled in the pilot course. • Fifteen (15) or 79% of program enrollees completed the training program. • We have been informed that one individual has passed the certification

examination, there may be others.

Goals for FY06 • Continue to advertise the existence of the program and highlight the program in

the T&E catalog and through IT departmental flyers. • Track enrollment stats to identify those enrollees who become PMPs.



MSD DEPARTMENTAL TRAINING

FY05 Accomplishments • Seventy-seven (77) departmental training courses were offered by request in

FY05, an increase of 18% from FY04. This increase is significant as the program has experienced continuous decreases over the past few years. Much of the increase can be attributed to increased efforts at promoting departmental training by the program manager and partnerships with HR and OHS groups.

• Developed and disseminated a revised departmental training catalog. • Added several new courses to the program. • Contracted with several local instructors to save fees to larger out-of-state

vendors.

Goals for FY06

• Continue to partner with those outside of T&E to increase course offerings to intact work groups.

• Explore ways in which departmental courses may be needed as a result of the HopkinsOne implementation.

MSD INTERACTIVE MULTIMEDIA TRAINING PROGRAM


• This is the seventh fiscal year that the Interactive Multimedia Training Program has been in existence.

• CD-ROM training courses were used 23 times in FY05, a slight decrease from FY04.

• The business writing series continues to be most often utilized. • Explored the use of e-learning courses offered through WebConnect. A

decision was made to table this new offering until the new LMS required as a result of HopkinsOne is selected and installed.

Goals for FY06 • Increase university-wide advertising of program offerings. • Research and evaluate new CD-ROMs and add to program as needed.


LEADERSHIP DEVELOPMENT PROGRAM

The LDP

Leadership FOUNDATIONS

The Critical Role of Leaders in JHU’s

Commitment to DiversityConversations on

LeadershipLeadership Track of the Management and Staff Development Catalog

FLEX Talk

Public vs. Private Communication

Being An Effective Leader

The Mechanics of Leadership The Critical Role of Leaders in JHU’s

Commitment to Diversity

ExecutiveWisdom

Leadership Skills Assessment

For Those New to Hopkins

Participants can volunteer, but the participation of new comers

is also solicited by ODD

Leadership Skills Assessment

Senior Leadership Transitions

ManagingChange

Coaching for Career Development and Peak Performance

The Leadership Development Program

Using Influence in Organizations

Participants can register for LDP Track Courses via the MSD catalog

Participants enter the LDP by Nomination from their Dean

FY05 Accomplishments Over the years, the Leadership Development Program has become a collaborative program of the Office of Human Services with the Offices of Organization Development and Diversity and the Office of the Career Management Program participating to provide instruction in a variety of courses. Also, there are three distinct “tracks” that provide focus to the efforts to address different populations, as seen in the figure above. The Leadership Development Program (LDP) saw its ninth successful year. This program is the foundation of T&E’s efforts to address the needs of senior leaders, and it remains the main focus of the leadership program. This year, for the sixth time, three internal staff members taught the FOUNDATIONS course. Dr. Richard (Dick) Kilburg, who directs the Office of Human Services, led the instructor team, which included Dr. Linda Dillon Jones and Dr. Eugene (Geno) Schnell. Ms. Lisa Heiser taught the Leadership Skills Assessment for Professional Development course. The Center for Training and Education Annual Report FY04 18



A briefer version of this program is offered as a two-day off-site retreat to the JHM Faculty and Administrator Leadership Development Program. Another version of the program designed to mirror the content of the university’s FOUNDATIONS courses is offered to physicians and administrative staff who run clinical offices This version consists of two retreats: one lasting two and a half days, and the other a single day in the fall and spring. Last year, 31 people attended the basic FOUNDATIONS course in the JHU LDP, and 32 people attended the FOUNDATIONS course which was offered as a retreat in the JHM LDP. The current plan is to continue to offer these courses in this way each year. Over the past nine years, 248 people have taken one or more of the four basic courses in the JHU program. The Leadership Development Program taught 24 days of training in FY05, for 350 participants, for a total cost to Staff Development Remission of $168,416.

Goals for FY06 The Office of Human Services staff has established a series of bi-weekly meetings to discuss the ongoing work of the program and the direction the program should take in the future. Ongoing goals include continuing to:

• Work to get the right people nominated to attend the basic leadership FOUNDATIONS course

• Attract Leadership Development Program completers into the additional course work of the LDP program

• Attract senior leaders who are new to the Hopkins environment to attend the Senior Leadership Transitions course

• Add additional course work related to coaching and supervision to the Leadership Track



FACULTY DEVELOPMENT PROGRAM

Current Activity In the past, the term “Faculty Development” has been used to describe those seminars related to teaching and learning designed to support and encourage faculty as they pursue excellence in their various roles of teaching, research and service, along with the professional goals of scholarship, promotion, and tenure. However, this year a number of requests were received to provide faculty development for departmental groups. Planning is ongoing with several departments in the School of Medicine, and once again T&E was asked to provide a series of seminars for the Women’s Leadership Council of the School of Medicine. T&E collaborated with a committee of senior faculty women to design a professional development program for senior women in the school, using basic MSD coursework. When the courses these groups select are from the Management and Staff Development program, the data for those sessions is reported under MSD.

Goals for FY06 For the coming year, our goal is to continue to build this program slowly, in collaboration with our colleagues from Organization Development and Diversity by responding appropriately to requests from division and department-level groups.



CODING TRAINING FOR THE INTERNATIONAL CLASSIFICATION OF DISEASES

Current Activity This is the ninth year since the program’s inception. Mr. George Alex of Iatro, continues to be the sole instructor for this program. The program continues to rely on a web site designed by Iatro, with pre-tests, study exercises, and post-tests for each of these individual days of training, to supplement classroom instruction. In 2003, we reduced the program from a 22-day series to an 11-day series of sessions. Over the past few years, the number of university employees who need these courses has been on the decline, as T&E caught up with the back log demand that the program initially created. However, the demand for the program has increased, and we are considering offering a second set of sessions each year to reduce the number of people who are on the wait list, and the time an individual must wait before training is available. To meet the immediate need, we have moved the sessions from a 25 person classroom into the auditorium at Eastern. Professional Coding for the Medical Specialties training taught 17 days of training in FY05, for 340 participants, for a total cost to Staff Development Remission of $90,450.

Goals for FY06 Demand for this program is once again on the increase. In the past, additional sections of courses have been added when a sufficient wait list existed to justify them. Consideration is being given to offering each course twice a year.



TECHNICAL WORKSHOPS FOR LABORATORY EXCELLENCE

Current Activity There are two vendors that provide the Laboratory Excellence training:

• The Positive Laboratory Practices courses are taught by Baltimore City Community College

• The Cell Culture Laboratory Training and Technical Training in Molecular Biology tracks are taught by the BioTechnical Institute of Maryland. Dr. Tim Fawcett manages the program, under the direction of Dr. Sue Penno of the Cell Culture Lab of the Genetic Resources Core Facility of the School of Medicine.

The number of employees who can attend this program has decreased slightly because we are limited to the number of sessions we can schedule, and adding additional sessions is difficult. Employees beyond the number that will fit in the lab are added to the wait list for future sessions. The Laboratory Excellence program taught 14 days of training in FY05, for 144 participants, for a total cost to Staff Development Remission of $80,460.

Goals for FY06 • This program continues to have a steady following. We have occasionally

added sessions when the wait list warrants an additional group. • T&E continues to get occasional requests for centralized clinical training, but

since general funds are in short supply, no additions to this program have been made in the recent past.



SUMMARY STATISTICS FOR ALL PROGRAMS The following section provides summary statistics for all programs by various demographic variables. The following tables were set up to mimic the payroll system from which Aspen pulls employee data. The “Other” category is listed in payroll as “Other/Caucasian”.

T&E’s Summary of Classes for FY05

TRAINING PROGRAM

SCHEDULED

COMPLETED

CANCELED COMPLETION

RATE Financial Administrative Training (FAT) 199 144 55 72% Information Technology (IT) 544 289 255 53% Internet Student Information System (ISIS) 16 14 2 88% Management and Staff Development (MSD) 212 193 19 91% Leadership Development Program (LDP) 28 24 4 86% Professional Coding for Medical Specialties (CODE) 17 17 0 100% Laboratory Excellence (TECH) 14 14 0 100%

TOTALS 1,040 703 337 68% Note: The high rate of cancellation in the IT area exists because in order to offer a broad range of courses, we schedule multiple days of training in the Aspen LMS which participants may or may not elect to attend.

T&E Participation from FY02-FY05

TRAINING PROGRAM

FY02

FY03

FY04

FY05 FAT 2,737 1,925 2,414 1,498 e-courses 1,836 2,183 2,321 2,018 IT 1,250 1,881 1,432 935 ISIS* N/A N/A N/A 163 MSD 2,723 3,723 3,535 3,912 LDP† 146 149 404 350 CODE 181 188 316 340 TECH 186 185 141 144

TOTALS 9,059 10,234 10,563 9,360 *ISIS data was only kept in the Aspen LMS for part of the year, after it moved from HITS to T&E. †For FY04, LDP data is comprised of the LDP program and the courses from the MSD catalog, under the LSDP track.



T&E’s Location Usage by Event LOCATION NEO FAT IT ISIS MSD LDP CODE TECH TOTAL % USED

Attronica 19 19 2.60% Belmont Conf. Ctr. 2 2 .27% BioTechnical Inst. 10 10 1.37% E Monument 2-1001 4 4 8 E Monument 2-1002 23 54 77 E Monument 2-1007 33 12 45

17.81%

Eastern A120 2 4 5 11 Eastern B101 3 1 36 5 1 46 Eastern B102 12 23 23 7 15 80 Eastern B103 12 1 4 17 Eastern B104 24 29 8 61 Eastern B105 55 31 86 Eastern C150 3 2 5

41.92%

System Source 160 160 21.92% Other Locations 37 6 57 2 1 103 14.11%

TOTALS 35 144 289 14 193 24 17 14 730 100% Note: T&E classroom space is regularly borrowed for use by other JHU groups, and frequently by community groups.

Financial Administrative Training Program (FAT) Usage by Division ORGANIZATION EMPLOYEES ENROLLMENT VALUE VALUE %

Academic Centers and Support Services 25 72 $8,415 2.03% Bloomberg School of Public Health 109 422 $56,385 13.61% Clinical Services 15 57 $5,265 1.27% Health Divisions Administration 15 49 $6,165 1.50% Homewood Student Affairs 25 78 $9,810 2.37% JHU Press 3 9 $1,575 .38% Peabody Institute 12 54 $4,410 1.06% SAIS – DC 16 41 $3,330 .80% School of Arts & Sciences 61 192 $29,745 7.18% School of Engineering 50 237 $34,740 8.38% School of Medicine 367 1,556 $171,495 41.38% School of Nursing 10 47 $3,825 .92% SPSBE 30 93 $10,620 2.56% University Administration 132 561 $64,575 15.58% Unknown 11 48 $4,050 .98%

TOTALS 881 3,516 $414,405 100%



Information Technology Training Program (IT) Usage by Division ORGANIZATION EMPLOYEES ENROLLMENT VALUE VALUE %

Academic Centers & Support Services 37 49 $28,420 4.71% Bloomberg School of Public Health 48 85 $67,850 11.25% Clinical Services 46 61 $28,720 4.76% Health Divisions Administration 13 23 $7,130 1.18% Homewood Student Affairs 29 32 $19,040 3.16% JHU Press 7 7 $5,430 .90% Peabody Institute 6 11 $9,070 1.50% SAIS – DC 21 40 $16,375 2.71% School of Arts & Sciences 33 53 $26,330 4.36% School of Engineering 25 36 $17,320 2.87% School of Medicine 119 222 $103,940 17.22% School of Nursing 3 3 $3,000 .50% SPSBE 14 21 $13,610 2.26% University Administration 135 289 $253,512 42.01% Unknown 3 3 $3700 .61%

TOTALS 549 935 $603,447 100%

Management and Staff Development Program (MSD) Usage by Division ORGANIZATION EMPLOYEES ENROLLMENT VALUE VALUE %

Academic Centers & Support Services 95 172 $43,479 4.78% Bloomberg School of Public Health 220 498 $119,271 13.11% Clinical Services 95 230 $59,708 6.56% Health Divisions Administration 159 311 $68,083 7.48% Homewood Student Affairs 73 111 $23,354 2.57% JHU Press 21 42 $10,125 1.10% Peabody Institute 43 73 $12,375 1.36% SAIS – DC 11 12 $1,833 .20% School of Arts & Sciences 80 173 $53,583 5.89% School of Engineering 33 80 $22,083 2.43% School of Medicine 692 1,493 $333,021 36.60% School of Nursing 27 54 $14,188 1.56% SPSBE 24 44 $10,250 1.13% University Administration 264 538 $118,938 13.07% Unknown 43 81 $19,625 2.16%

TOTALS 1,880 3,912 $909,916 100%



Leadership Development Program (LDP) Usage by Division ORGANIZATION EMPLOYEES ENROLLMENT VALUE VALUE %

Academic Centers & Support Services 9 13 $6,284 3.85% Bloomberg School of Public Health 21 35 $15,546 9.51% Clinical Services 8 10 $4,502 2.75% Health Divisions Administration 11 18 $7,764 4.75% Homewood Student Affairs 5 8 $3,732 2.28% JHU Press 2 2 $780 .48% Peabody Institute 3 9 $4,684 2.87% SAIS – DC 5 13 $6,304 3.86% School of Arts & Sciences 7 13 $6,054 3.70% School of Engineering 7 16 $8,016 4.91% School of Medicine 77 101 $50,442 30.87% School of Nursing 15 23 $8,846 5.41% SPSBE 4 7 $3,102 1.90% University Administration 30 62 $23,992 14.68% Unknown 13 20 $13,368 8.18%

TOTALS 217 350 $163,416 100%

Professional Coding for Medical Specialties Program (CODE) Usage by Division ORGANIZATION EMPLOYEES ENROLLMENT VALUE VALUE %

Clinical Services 28 76 $20,520 22.69% Health Divisions Administration 1 1 $270 .30% School of Medicine 78 259 $68,580 75.82% University Administration 1 4 $1,080 1.19%

TOTALS 108 340 $90,450 100%

Laboratory Excellence (TECH) Usage by Division ORGANIZATION EMPLOYEES ENROLLMENT VALUE VALUE %

Bloomberg School of Public Health 4 8 $5,400 6.71% Clinical Services 1 2 $1,620 2.01% Health Divisions Administration 1 3 $405 .50% School of Nursing 1 1 $810 1.01% School of Medicine 75 126 $70,875 88.09% Unknown 3 4 $1,350 1.68%

TOTALS 85 144 $80,460 100%



T&E’s Enrollment by PCN PCN CATEGORY FAT IT ISIS MSD LDP CODE TECH TOTALS VALUE %

1 Faculty 27 8 0 92 45 6 4 182 4.74% 2 Administrative Officers and Deans 2 1 1 9 6 0 0 19 .49% 3 Senior Staff 225 169 35 563 102 6 3 1,103 28.71% 4 Exempt Support Staff 239 139 39 378 24 21 21 861 22.41% 5 Fellows & Student Positions 6 2 0 1 0 0 7 16 .42% 6 Non-Exempt Support Staff (Clerical) 314 198 47 574 19 72 1 1,225 31.88% 7 Non-Exempt Support Staff (Tech) 59 29 0 78 8 3 46 223 5.80% 8 Craft & Service Staff (Bargaining Unit) 0 0 0 142 0 0 0 142 3.70% 9 Retirees 0 0 0 0 0 0 0 0 0.00%

Non-JHU 9 3 0 43 13 0 3 71 1.85% TOTALS 881 549 122 1,880 217 108 85 3,842 100%

T&E’s Enrollment by Employment Status EMPLOYMENT STATUS FAT IT ISIS MSD LDP CODE TECH TOTALS VALUE %

Full Time (xx1) 857 543 122 1,811 200 108 80 3,721 96.85% Part Time (xx4) 7 2 0 11 1 0 0 21 .54% Limited (xx3) 1 0 0 3 1 0 1 6 .16% Casual (xx6) 3 0 0 6 0 0 2 11 .29% Temporary (xx7) 4 1 0 6 2 0 0 13 .34% Retired 0 0 0 0 0 0 0 0 0.00% Non-JHU 9 3 0 43 13 0 2 70 1.82% TOTALS 881 549 122 1,880 217 108 85 3,842 100%

T&E’s Enrollment by Race / Ethnicity RACE / ETHNIC FAT IT ISIS MSD LDP CODE TECH TOTALS VALUE %

Black 210 130 27 564 41 52 13 1,037 26.99% Asian 52 26 2 61 9 4 15 169 4.40% American Indian 0 0 0 3 1 0 0 4 .10% Hispanic 21 11 2 33 1 1 4 73 1.90% Other 588 377 90 1,171 154 50 50 2,480 64.56% Unknown 10 5 1 48 11 1 3 79 2.06% TOTALS 881 549 122 1,880 217 108 85 3,842 100%

T&E’s Enrollment by Gender GENDER FAT IT ISIS MSD LDP CODE TECH TOTALS VALUE %

Male 168 134 21 439 54 2 28 846 22.02% Female 713 415 101 1,441 163 106 57 2,996 77.98% Unknown 0 0 0 0 0 0 0 0 0.00% TOTALS 881 549 122 1,880 217 108 85 3,842 100% Please note: Training and Education had 3,842 individuals attend 9,360 days of training in FY05.



EDUCATIONAL ASSISTANCE PLANS TUITION REMISSION PLAN

Status of Goals for FY05 • Monitoring of employees’ use of tuition remission continues with staff ensuring

university and federal compliance. Additionally, efforts to explain tuition remission policy and procedures to employees continued via telephone communication and articles.

Programs Covered

• Payment allowances are for part-time study and covers the courses offered through JHU's continuing education units of the academic divisions. The program is available to employees, spouses and dependent children. Department offerings (i.e. Athletic Center courses and workshops) are not covered by Tuition Remission.

Program Cost / Participation

• Employees participated at a cost of $7,902, 680; the cost for dependent children was $537,620. The two costs represent increases of 14.32% (employee) and 9.33% (dependent) respectively. FY04’s costs were $7,169,384 and $491,759 respectively.

• Two thousand eight hundred and eighty one employees (2,888) participated in the program during fall 04; the number was 2,289 for spring 05. The School of Professional Studies in Business and Education followed by the School of Arts & Sciences and Engineering and the Bloomberg School of Public Health received the majority of remission dollars transferred on employees’ behalf.

Observations The state of the Tuition Remission program can be summarized with the following observations:

• Over the last four years tuition remission costs have risen from $6,783,999 (FY02); to $7,241,811 (FY03); to $7,661,143 (FY04); and $8,440,300 (FY05). The cost of this program is increasing.

• The Tuition Remission program costs the university a significant sum given the small proportion of employees who participate in it. Fewer than ¼ of full-time employees participated in the Tuition Remission Plan at a cost of more than eight million dollars in FY05.



• Divisions rely on this money to fund programs. It is impossible to predict what participation will be during any given year, or how the Schools will price their course work.

• Complaints regarding the $5,250 limit (for credit courses) are on the increase, and employees are expressing their dissatisfaction with this limit, as well as the limitation that restricts them to taking courses at JHU.

Regarding the administrative aspect of the program:

• Ad hoc ISIS reports created by HITS have rendered less cumbersome the reconciliation of paper tuition remission vouchers to corresponding electronic journals.

• For the second consecutive year in a row, Training and Education Program Assistant, Linda Scott, had to spend significant time re-entering data already entered by the divisional HR offices and Benefits Service Centers. The floppy diskettes received by the divisional HR offices and Benefits Services Centers containing demographic data were heavily corrupted and could not be used. Steps will be taken to investigate the root of this problem in FY06.

Goals for FY06 • Efforts will continue to ensure employees understand the tuition remission plan

so they may avail themselves of the benefit without unknowingly incurring debt. • The EAP manager will obtain additional ISIS training to develop the skill and

ability to create additional ad hoc ISIS reports, which will be helpful in managing the tuition remission plan.

• A yearly schedule for receiving journal vouchers from the Business Offices will be developed. At current a schedule is developed by the Controllers’ office and only for 1st, 2nd and 3rd closing.

• Another goal will be to arrange for Paradox training for T&E Program Assistant to ensure that she remains well prepared to handle the volume and content of employees and family members calling to inquire about the Tuition Remission Plan.



TUITION GRANT PLAN


• The Training and Education Program Assistant position was filled with former JHU Accounts Payable staff member Kathy Ruth joining the department on 06/01/05.

Programs Covered • The Plan covers full-time undergraduate tuition and universal mandatory

academic fees for dependent children. Dependent children must: 1) be a U.S. citizen (resident alien or a resident of Canada or Mexico); 2) not file a joint return if married; 3) be a blood descendent of the first degree, or legally adopted or a stepchild; 4) receive from the employee over half of his total support for the calendar year, and 5) be under 19 years of age or a full-time student under the age of 24. Dependent children at the age of 24 may participate depending upon their calendar year income. This income level is decided by the IRS each year.

• Retirees’ dependent children and those of employees’ same sex domestic partners also may participate. A completed JHU Affidavit of Marriage/Same-Sex Domestic Partnership is required from employees with same-sex domestic partners. Employees participating in the plan on behalf of their same sex domestic partners are taxed on the value of the benefit.

• Fifty percent (or 100% for both employees/parents) of tuition, up to ½ the Hopkins' freshman undergraduate tuition, is covered at any degree-granting, accredited institution. The program limits dependent children to a total of four years of full-time study. Room and board, part-time and graduate studies and optional fees are not eligible.

Participation • Eleven hundred sixty four dependent children (1164) participated during fall 04.

For spring 05 the number was 1128 student participants. During fiscal year 04, 1,073 dependent children participated during both terms.

• One thousand fifty one employees (1051) submitted completed Tuition Grant Plan applications. Eight of those employees received 100% tuition support ($15,070) for more than one child.

• Faculty and officers represent the majority of users with bargaining unit members and retirees representing the smallest groups of users.



Program Cost • Program cost totaled $11,006,889 in FY05. While divisional credits totaling

$11,729,000 exceeded expenses, because of last year’s unfunded expenses, the program ended with a deficit. This is the first year that the credits for the year exceeded the expenses for the year.

• Payments ranged from a low of $273.50 for one parent (employee) eligibility and $352.50 for two-parent (employee) eligibility to a high of $7,535 for one parent eligibility to $15,050 for two parent eligibility.

Observations • The Tuition Grant plan remains quite popular with staff and faculty. Participating

employees would like to see the process handled in a more transparent and expedient way. Given the current Dos based dBASE III system used in the Tuition Grant process, transparency and expediency are time consuming and in some respects next to impossible. However, an improved process is more plausible when the current system is replaced by a component of HopkinsOne.

• Staff received several calls throughout the year from biological parents (who may or may not have claimed their dependent children on their taxes) indicating to the office that they do not want their biological children to receive the tuition grant benefit. We’ve also had employees who are divorced call to ask the office not to provide information to their former spouse about the status of the tuition grant benefit. If the volume of these requests increase, consideration will have to be given to implementing a procedure that restricts staff to providing Tuition Grant related information only to employees and not to their family members.

Goals for FY06 • One goal is to continue working closely with T&E’s new hire Kathleen Ruth

providing software and hardware training for the purpose of ensuring that she remains well prepared to handle the volume and content of employees and family members calling to inquire the Tuition Grant Plan.



TUITION REIMBURSEMENT


• Employees participating in the program were reimbursed within 4 weeks of submitting proof of course completion paperwork.

Programs Covered

• Two Tuition Reimbursement Plans are available: The Tuition Reimbursement Plan for Bargaining Unit Staff and the Tuition Reimbursement Plan for Faculty and Staff in Outlying Areas (outside Baltimore and Washington metropolitan areas).

• The Bargaining Unit Plan provides $500 per calendar year for successfully completed credit and non-credit courses (not available at JHU). The faculty and staff plan provides $5,250 for credit courses. But the program does not cover non-credit courses and also is not available for family members.

Participation

• Twenty-two employees (22) participated in the plan; 6 senior staff (3xx); 7 administrative staff (4xx); 3 clerical; 6 technical clerical; and 1 bargaining unit member. Half the number of participants were reimbursed for only one course. This new number (22) reflects a 37.5% increase over FY04 when only 16 employees were reimbursed. Seventeen employees participated in FY03.

Costs and Cost-Effectiveness • The cost of the program almost doubled from $26,000 in FY04 to $48,800 in

FY05. FY03’s cost was $33,531.

Observations

• The program continues to cost the university a nominal sum of money rendering it cost effective to make available to employees. It also continues to play an important role in terms of leveling the field for employees in outlying areas. Through the Tuition Reimbursement Program, these employees are afforded opportunities to further their education in the same way their counterparts located on the Homewood and East Baltimore campuses are through the Tuition Remission Plan. Participation and cost are likely not to increase substantially.

• While reimbursements were generally made to employees within four weeks of

T&E’s receipt of employees’ proof of course completion paperwork, this was not true in every case. Numerous follow-up calls had to be made to employees



and the colleges they attended regarding receipts that did not clearly reflect course titles and/or payment amounts for which the employees sought reimbursement.

Goals for FY06 • One goal is to work on communications for participating employees more fully

describing what is required so that it becomes more possible to get reimbursements to all participating employees within four weeks. It is important to remember that employees are paying out of pocket for these courses.

• A second goal is to arrange for Paradox training for T&E Program Assistant, Linda Scott, to ensure that she too remains well prepared to handle the volume and content of employees and family members calling to inquire about the Tuition Reimbursement Plan.



STAFF DEVELOPMENT REMISSION

Status of Goals for FY05 • Sufficient resources were obtained for the program while staff continued

working to foster a better understanding of the program among JHU employees.

Programs Covered • The Staff Development Remission budget (9000-Z02-0039-0200) funded the

Financial and Information Technology Training Program, Management and Staff Development Program, and Leadership Development Program.

Costs and Cost-Effectiveness • The cost for the three programs totaled $1,811,767.00. Of that amount

$925,269 funded the MSD program; $212,850 funded the Leadership Development Program and $673,648 funded the IT training program (in the FITT area). Credits generated by the three programs totaled $1,823,927.00: $964,813, $180,438, 678,676 from MSD, LDP and FITT, respectively. LDP’s excesses were offset by (its) FY04’s surpluses.

Observations • The policy of charging department budgets for employees who register for

courses, but fail to attend or cancel with the required five days’ notice continues to offset some of the cost that would otherwise be charged to the Staff Development Remission budget. Over the course of the year $52,896; $5,193 and $14,085 (respectively) was collected from various departments to cover the cost of MSD, Leadership and FITT workshops which were missed for a total of $72,174.

Goals for FY06 • The continuing goal is to foster an in depth understanding of policy and

procedures among JHU employees. • A second goal is to ensure that T&E Program Administrative Coordinator, Mary

Lemon, has the appropriate training to ensure that she is able to continue coordinating the payment process for the Management and Staff Development and Leadership Development Programs as the university moves to implementing HopkinsOne.

The History and Background of the Center for Training and Education can be found at our website at http://training.jhu.edu.

http://training.jhu.edu/

History and Background · them into the Aspen Learning Management System. • Developed Quick Reference Card for setting up new billing periods in the Student Billing System. •

Documents