WELCOME
Academic and Administrative Leaders’ Forum
April 27, 2006
Data, Dialogue, Decide and DO!
Using Western’s Campus Communications Survey and Culture
Survey Results to Increase Workplace Engagement
Data, Dialogue, Decide and DO!
Using Western’s Campus Communications Survey and Culture Survey
Results to Increase Workplace Engagement
• Michael Sullivan, The Strategic Counsel
• Dr. John Meyer, Industrial and Organizational
Psychology, Western
• Tim Jackson, Masters of Organizational Psychology
Candidate
Western’s Organizational Culture Inventory
June 2003 and November 2006
Campus Communications Survey
November 2003 and February 2006
Ideal Culture, 2003
1. Set realistic but challenging goals, make plans, and
take ownership for reaching those goals
2. Enjoy work and bring to the job our integrity, creativity,
and desire to learn and develop our talents to the
fullest.
3. Help and encourage each other, show concern, and
support each other’s success, without win-lose
competition.
4. Motivate each other with friendliness, care about the
group’s satisfaction and success, and build community
in the workplace.
Actual Culture, 2003
Decrease:
- Pushing decisions upwards
- Avoiding the tough decisions
- Opposing new ideas
- Focussing on flaws
Do More:
- Thinking in unique and independent ways
- Enjoying our work
- Building relationships
Western’s Organizational Culture Inventory
June 2003 and November 2006
Campus Communications Survey
November 2003 and February 2006
2006 survey objectives
1. Assess changes in perceptions of internal
communications since 2003 survey
2. Understand preferred sources and
channels for specific information needs
3. Identify priority areas for improvement
2006 survey methodology
•
•
•
•
•
•
•
•
•
Conducted by The Strategic Counsel
Modified from 2003 questionnaire
Sample size = 5,800
Total response = 1,433 (25%)
Online = 1,345
Paper = 88
Faculty response = 297 (21%)
Staff response = 807 (56%)
Remainder did not identify (23%)
Summary of survey findings
Communications have improved since 2003
• More than half of those with an opinion agree
• “updated regularly on changes to policies &
procedures” - 53% agree (vs. 43% in 2003)
• “provided with relevant information – 60% agree (vs.
50% in 2003)
• “provided with information when needed” – 60%
agree (vs. 48% in 2003)
• Few people (1 in 20) say communications from any
individuals or groups have worsened
Overall Impressions of Employee Communications
% Agree (5, 6 or 7 on a 7-point scale)
Employee Type - 2006
Total 2003
(n=1129)
%
Total 2006
(n=1433)
%
Faculty
(n=297)
%
Staff
(n=807)
%
Western is a satisfying place to work
71
79
75
81
I have a clear understanding of Western’s mission
and goals
56
66
61
71
Western provides me with information that is relevant
to me
50
60
52
63
Western provides me with information with I need it
48
60
54
62
It is important that faculty and staff be involved in the
internal communications process at Western
n/a
89
85
92
Western encourages two-way communication
between its administration and other staff and faculty
31*
45
37
49
I get a lot of the information I need from the
“grapevine”
50
54
49
56
It is difficult to find the information I need within the
written materials provided by Western
32
35
41
35
Q.1:
*
Base:
Thinking of your experience working at Western, please indicate how much you agree or disagree with each of the following statements. For each statement, please
check one response only.
Change in question wording
All respondents
StrIctly PrIvIleged and ConfIdentIal
Perceptions of Change in Quality of Communications from Primary Sources
University President
(n=215)
61
12
39
43
University Vice-Presidents
(n=120)
38
46
Dean/Associate Dean
(n=233)
37
45
6
12
(Staff only) Your Direct Supervisor
(n=412)
37
45
6
12
“Grapevine”
(n=588)
Communications…
Base:
1
Head or Director of Department
(n=507)
Human Resources Department
(n=402)
Q.7:
27
30
12
Have Improved
5
4
52
63
Have Stayed the Same
13
4
7
Have Worsened
12
14
18
DK/NA
Please indicate if communications from and to those you indicated were a primary source of information have improved, worsened, or stayed about the same in the
last 2 years.
Among those who indicated source was “primary”
StrIctly PrIvIleged and ConfIdentIal
Summary of survey findings
People “largely satisfied” they are kept informed
• no major issues with quality of communications from any
individuals or groups
• no major issues with regularly used major channels
• no fewer than half say Western is doing a good job
providing information on: employment benefits, job
postings, academic/operational plans, recognition
programs, mission & goals, policies & procedures
Familiarity with Information Relevant to Employees
Total
Familiar (5,6,7)
%
Employment benefits
19
Job postings and other opportunities for
advancement
20
My Faculty’s Academic Plan/My department’s
or unit’s operational plan
20
Western’s mission and goals
Western’s policies and procedures
9
Information coming from the
Leaders/Managers Forum
9
Base:
17
20
40
14
74
5
3
63
8
2
61
4 1
59
31
58
1
49
17
23
26
Familiar (5,6)
Not at all familiar (1)
31
20
21
48
23
14
16
45
Very familiar (7)
Not familiar (2,3)
Q.2:
12
41
10
10
15
43
14
Western’s workplace health and safety policy
and programs
12
55
22
7
6
32
Neutral (4)
DK/NA
Thinking of your experience working at Western, please indicate how familiar you consider yourself to be with the following topics or issues. For each statement,
please check one response only.
All respondents (n=1433)
StrIctly PrIvIleged and ConfIdentIal
Assessments of Communications about Information Relevant to Employees
Employment benefits
14
Job postings and other opportunities for
advancement
16
My Faculty’s Academic Plan/My
department’s or unit’s operational plan
16
Western’s mission and goals
51
44
7
Western’s workplace health and safety
policy and programs
7
Information coming from the
Leaders/Managers Forum
8
21
39
22
16
(5,6)
16
Neutral (4)
4
5
60
3
57
20
5 2
55
21
4 3
51
5 3
46
8
33
18
18
44
Excellent job (7)
Q.3:
Base:
14
44
25
15
15
41
11
Western’s policies and procedures
15
Total
Excellent/Good
(5,6,7)
%
65
32
8
24
27
16
(2,3)
Poor Job (1)
DK/NA
For the following topics or issues, please indicate how well Western is doing in keeping you informed.
All respondents (n=1433)
StrIctly PrIvIleged and ConfIdentIal
Summary of survey findings
Clear roles perceived for different individuals or
groups with respect to information they deliver
• President = vision, goals and relationship with community
• HR Dept. = benefits, career opportunities, health & safety
• Deans/Directors/Supervisors = academic/operational unit
plans, local policies and procedures
Note: Faculty members prefer to receive information from academic sources
Preferred Sources for Information Relevant to Employees
All Staff/Faculty (n=1433)
HR Dep’t
%
University
President
%
University
VPs
%
Dean/
Associate
Dean
%
Direct
Supervisor
(Staff only)
%
Other
%
DK/NA/Ref
%
2
5
66
24
16
14
1
4
33
3
30
18
18
16
29
4
5
Employment benefits
8
1
87
1
1
2
14
2
2
Job postings and other
opportunities for advancement
18
3
75
1
1
5
16
3
5
Western’s workplace health and
safety policy and programs
21
3
61
1
3
5
27
7
4
Information coming from the
Leaders/Managers Forum
32
2
12
11
12
10
28
3
22
My Faculty’s Academic Plan/My
department’s/unit’s operational
plan
66
3
2
1
4
27
32
<1
3
Head/
Director
%
Colleagues/
co-workers
%
Western’s mission and goals
24
Western’s policies and
procedures
Q.6:
Base:
For the issues and topics listed below, which of the following people should provide each type of information directly to you? Please check as many as apply.
All respondents
StrIctly PrIvIleged and ConfIdentIal
Preferred Sources for Information about Events/Initiatives
All Staff/Faculty (n=1433)
HR Dep’t
%
University
President
%
University
VPs
%
Dean/
Associate
Dean
%
Direct
Supervisor
(Staff only)
%
Other
%
DK/NA/Ref
6
7
23
20
12
11
19
17
16
15
14
9
9
8
13
24
21
Recognition programs
such as the Distinguished
University Professorship
and The Western Award of
Excellence for staff
members
31
2
21
23
14
19
18
6
8
Western’s relationship with
the London area
community
9
2
4
54
25
10
5
10
12
Head/
Director
%
Colleagues/
co-workers
%
Fundraising events and
initiatives
15
Social events at Western
Q.6:
Base:
For the issues and topics listed below, which of the following people should provide each type of information directly to you? Please check as many as apply.
All respondents
StrIctly PrIvIleged and ConfIdentIal
Preferred Source(s) for Receiving Information
Dept
meetings
Seminars
and
Presentations
Consultations or
working
sessions
Other
DK/NA/Ref
%
%
%
%
%
%
25
7
17
13
7
1
3
55
34
12
19
11
8
1
2
12
56
42
15
9
17
8
1
2
49
12
44
35
3
6
1
1
1
5
Job postings and other opportunities
for advancement
32
14
63
32
3
6
1
2
2
3
Social events at Western
48
11
43
44
3
5
1
<1
1
4
Recognition programs
45
20
48
41
5
12
2
1
1
3
Western’s relationship with the
London area community
56
9
47
23
2
5
3
2
2
4
Western’s workplace health and
safety policy and programs
18
14
52
34
11
15
18
8
1
3
Information coming from the
Leaders/Managers Forum
17
13
28
35
6
20
7
4
1
16
My faculty’s academic plan/ My
dept’s/unit’s operational plan
4
34
16
29
12
50
12
14
1
2
Western
News
Faculty/
Dept
Newsletters
Email
Paper
Memorandums
Western
websites
%
%
%
%
Western’s mission and goals
31
14
54
Western’s policies and procedures
16
16
Employment benefits
13
Fundraising events and initiatives
Q.10
Base:
For each of the following subjects, please indicate which would be your preferred source(s) for receiving information about these subjects. (For each subject, please
indicate as many sources as necessary)
All respondents
StrIctly PrIvIleged and ConfIdentIal
Summary of survey findings
Home page and Western News remain most
frequently read communication vehicles
•
•
•
•
Home page (86% use/read regularly/occasionally)
Western News (84%)
Broadcast emails and Western Matters (75%)
External media, HR web site, Faculty/Dept. web site (73%)
Note: Staff more likely to use these sources, except for Faculty web sites
Frequency of Reading/Using Different Publications
Western’s Home Page
62
53
Western News
External media outlets
41
Faculty/Departmental newsletters
Student Gazette newspaper
19
President’s Annual Report
18
Alumni Gazette magazine
19
Student recruitment brochures
Q.9
Base:
12
10
19
22
18
30
29
16
11
26
Regularly
Occasionally
75
36
Never
73
2
73
3
66
57
49
8
28
27
Seldom
3
14
17
24
16
75
2
7
74
5
19
28
26
84
1
9
11
32
23
7
17
34
35
7
17
32
32
7
15
40
Faculty/Departmental websites
Faculty & Staff website
14
37
33
5
18
29
38
Human Resources website
11
33
46
President’s electronic newsletter, Western Matters
10
31
41
Broadcast emails
Western’s Research Newsletter
24
Total
Regularly/
Occasionally
%
4
86
47
7
20
42
28
12
Never heard of/seen
Please indicate how frequently you read/use the following publications or resources.
All respondents (n=1433)
StrIctly PrIvIleged and ConfIdentIal
26
Summary of survey findings
Room to improve the amount of information
provided on certain key topics:
•
•
•
•
•
•
Workplace health and safety policy and programs
Information coming from Leaders/Managers Forum
Academic/operational plans
General policies and procedures
Employment benefits
Western’s relationship with London area community
Level of Information Need about Different Topics/Issues
2006 - All Staff/Faculty (n=1433)
Need More
Information
%
I Get The Right
Amount of
Information
%
I Need Less
Information
%
Don’t know/not
applicable
%
Information coming from the Leaders/Managers Forum
45
37
5
13
Western’s policies and procedures
42
54
2
2
Western’s workplace health and safety policy and programs
42
53
2
3
My Faculty’s Academic Plan/My department’s/unit’s operational
plan
41
54
2
3
Employment benefits
40
58
1
2
Western’s relationship with the London area community
40
50
5
5
Western’s mission and goals
31
63
3
3
Job postings and other opportunities for advancement
31
61
4
4
Social events at Western
31
56
9
4
Recognition programs such as the Distinguished University
Professorship and The Western Award of Excellence for staff
members
25
66
5
4
Fundraising events and initiatives
18
62
15
5
Other
10
24
2
64
2006 Q. 5 For the following topics or issues, please indicate your level of information need. For each topic/issue, please check only one response only.
Base:
All respondents
StrIctly PrIvIleged and ConfIdentIal
Level of Information Need about Different Topics/Issues
% “Need More Information”
Employee Type - 2006
Total 2003
(n=1129)
%
Total 2006
(n=1433)
%
Faculty
(n=297)
%
Staff
(n=807)
%
Information coming from the Leaders/Managers Forum
n/a
45
42
47
Western’s policies and procedures
57*
42
43
41
Western’s workplace health and safety policy and programs
n/a
42
36
45
My Faculty’s Academic Plan/My department’s/unit’s operational
plan
n/a
41
38
43
Employment benefits
60
40
43
39
Western’s relationship with the London area community
53
40
43
39
Western’s mission and goals
57*
31
40
29
Job postings and other opportunities for advancement
56
31
28
33
Social events at Western
33
31
29
31
Recognition programs such as the Distinguished University
Professorship and The Western Award of Excellence for staff
members
n/a
25
32
22
Fundraising events and initiatives
27
18
16
18
Other
n/a
10
8
10
2006 Q.5: For the following topics or issues, please indicate your level of information need. For each topic/issue, please check only one response only.
2003 Q. 4: And thinking of each of the following topics or issues, please indicate whether you would like to receive more information than you do now, less information than you
do now, or about the same.
*
Change in question wording
Base:
All respondents
StrIctly PrIvIleged and ConfIdentIal
Summary of survey findings
Room to improve on the extent of consultation
with staff and faculty about important issues
• Fewer than half agree Western encourages two-way
communication between administration and faculty/staff
• Fewer than half agree Western usually consults when
making changes to mission/goals, policies, procedures,
and when developing new University-wide initiatives
• 30% disagree that Western usually consults
Perceptions of Effort Made to Consult and Communicate with Employees
Total
Agree (5,6,7)
%
Overall, Western has improved the way it
communicates with faculty and staff over the
past 2 years
10
Overall, Western has improved the way it
consults with faculty and staff over the past 2
years
7
I am updated regularly on changes to
University policies and procedures
10
Western usually consults with faculty and staff
when making changes to its mission, goals,
policies, procedures and when developing new
University-wide initiatives
7
Base:
14
42
14
I am made aware of new University initiatives
that might affect me
Q.1:
14
33
11
I am updated regularly on faculty, staff, student
and alumni achievements
(Staff only) My direct supervisor does a good
job of communicating with me about any
changes or policies or programs at Western
that might have a direct effect on me or my
work
37
13
16
16
36
40
21
6
15
17
30
47
25
15
46
Totally agree (7)
Disagree (2,3)
21
5
17
51
22
5
20
22
8
17
11
19
9
Agree (5,6)
Totally disagree (1)
3
53
32
65
4 3
56
37
2
58
Neutral (4)
DK/NA
Thinking of your experience working at Western, please indicate how much you agree or disagree with each of the following statements. For each statement, please
check one response only.
All respondents (n=1433)
StrIctly PrIvIleged and ConfIdentIal
Data, Dialogue, Decide, and DO
StrIctly PrIvIleged and ConfIdentIal
Leadership Practices and
Employee Commitment
John Meyer & Timothy Jackson
Department of Psychology
The University of Western Ontario
Key Points
• A committed workforce benefits all
It’s “win-win” for employees
and the organization
• Leaders play a key role in building
commitment
 Directly – through their interactions
 Indirectly – through the conditions they
create
What is Commitment?
A Definition
Commitment is a mindset that binds an
individual to an entity or cause, and to
course of action of relevance to that
entity or cause.
What is Commitment?
Defining Characteristics
• Internal – a state of mind
• Targeted – made to an entity or cause with
specified terms
– Organization – continue employment
– Policy – implement fully and consistently
– Project – work toward successful completion
• Binding – makes disengagement difficult
Why is Commitment Important?
Commitment has been found to have
the following benefits:
– Retention
– Engagement
– Performance “beyond expectation”
– Employee well-being
But, not all commitments are equal!
How Commitments Differ
Mindset Matters!
Commitment can be characterized by
three different mindsets (alone or in
various combinations)
 Desire (“I want to …”)
 Obligation (“I ought to …”)
 Perceived cost (“I have to …”)
Why Mindset Matters:
An Illustration
The Context
• Survey of hospital employees in Alberta
• 545 full- and part-time non-management
employees
Gellatly, Meyer & Luchak (2006)
Why Mindset Matters
The Measures
• Commitment to the organization
– Desire-based
e.g., “This organization has a great deal of personal
meaning for me.”
– Obligation-based
e.g., “I owe a great deal to my organization”
– Cost-based
e.g., “It would be very hard for me to leave this organization
now even if I wanted to.”
Why Mindset Matters
The Measures (continued)
– Intention to remain
e.g., “I rarely think of quitting my job.”
– Discretionary Performance
e.g.,“volunteering to do tasks that are not
normally part of the job”
Why Mindset Matters
0.600
Stay Intentions
0.400
Discretionary Performance
0.200
0.000
Standard
Scores for
Behaviour
-0.200
-0.400
-0.600
-0.800
Desire
Obligation
Cost
Frequency
Profile 1
Profile 2
Profile 3
Profile 4
Profile 5
High-
High-
High-
High-
Low-
High-
High-
Low-
Low-
High-
High-
Low-
High-
Low-
High-
117
95
31
36
48
Profile 6
Profile 7
Profile 8
Low-
Low-
Low-
High-
Low-
Low-
Low-
High-
Low-
41
74
103
Commitment Profile Groups
Why Mindset Matters
0.600
Average for
all employees
Stay Intentions
0.400
Discretionary Performance
0.200
0.000
Standard
Scores for
Behaviour
-0.200
-0.400
-0.600
-0.800
Desire
Obligation
Cost
Frequency
Profile 1
Profile 2
Profile 3
Profile 4
Profile 5
High-
High-
High-
High-
Low-
High-
High-
Low-
Low-
High-
High-
Low-
High-
Low-
High-
117
95
31
36
48
Profile 6
Profile 7
Profile 8
Low-
Low-
Low-
High-
Low-
Low-
Low-
High-
Low-
41
74
103
Commitment Profile Groups
Why Mindset Matters
0.600
Stay Intentions
0.400
Discretionary Performance
0.200
0.000
Standard
Scores for
Behaviour
Profiles reflect
relative strength
of the three
mindsets
-0.200
-0.400
-0.600
-0.800
Desire
Obligation
Cost
Frequency
Profile 1
Profile 2
Profile 3
Profile 4
Profile 5
High-
High-
High-
High-
Low-
High-
High-
Low-
Low-
High-
High-
Low-
High-
Low-
High-
117
95
31
36
48
Profile 6
Profile 7
Profile 8
Low-
Low-
Low-
High-
Low-
Low-
Low-
High-
Low-
41
74
103
Commitment Profile Groups
Why Mindset Matters
0.600
Stay Intentions
0.400
Discretionary Performance
0.200
0.000
Standard
Scores for
Behaviour
-0.200
Lowest intention
to stay among the
“uncommitted”
-0.400
-0.600
-0.800
Desire
Obligation
Cost
Frequency
Profile 1
Profile 2
Profile 3
Profile 4
Profile 5
High-
High-
High-
High-
Low-
High-
High-
Low-
Low-
High-
High-
Low-
High-
Low-
High-
117
95
31
36
48
Profile 6
Profile 7
Profile 8
Low-
Low-
Low-
High-
Low-
Low-
Low-
High-
Low-
41
74
103
Commitment Profile Groups
Why Mindset Matters
0.600
Stay Intentions
0.400
Discretionary Performance
0.200
0.000
Standard
Scores for
Behaviour
-0.200
Lowest Discretionary
Performance for “Costbased Commitment”
-0.400
-0.600
-0.800
Desire
Obligation
Cost
Frequency
Profile 1
Profile 2
Profile 3
Profile 4
Profile 5
High-
High-
High-
High-
Low-
High-
High-
Low-
Low-
High-
High-
Low-
High-
Low-
High-
117
95
31
36
48
Profile 6
Profile 7
Profile 8
Low-
Low-
Low-
High-
Low-
Low-
Low-
High-
Low-
41
74
103
Commitment Profile Groups
Why Mindset Matters
Best “combination” when
desire and obligation are
both strong
0.600
Stay Intentions
0.400
Discretionary Performance
0.200
0.000
Standard
Scores for
Behaviour
-0.200
-0.400
-0.600
-0.800
Desire
Obligation
Cost
Frequency
Profile 1
Profile 2
Profile 3
Profile 4
Profile 5
High-
High-
High-
High-
Low-
High-
High-
Low-
Low-
High-
High-
Low-
High-
Low-
High-
117
95
31
36
48
Profile 6
Profile 7
Profile 8
Low-
Low-
Low-
High-
Low-
Low-
Low-
High-
Low-
41
74
103
Commitment Profile Groups
Why Mindset Matters
Value-based Commitment
“right and desirable
thing to do”
0.600
Stay Intentions
0.400
Discretionary Performance
0.200
0.000
Standard
Scores for
Behaviour
-0.200
-0.400
-0.600
-0.800
Desire
Obligation
Cost
Frequency
Profile 1
Profile 2
Profile 3
Profile 4
Profile 5
High-
High-
High-
High-
Low-
High-
High-
Low-
Low-
High-
High-
Low-
High-
Low-
High-
117
95
31
36
48
Profile 6
Profile 7
Profile 8
Low-
Low-
Low-
High-
Low-
Low-
Low-
High-
Low-
41
74
103
Commitment Profile Groups
Building Value-based Commitment
Major factors include …
• Organizational support
– Commitment to employees demonstrated through caring and
valuing
• Fair treatment
– Policies and practices that ensure fair distribution of
resources, and treatment with dignity and respect
• Shared values
– Identification with the organization and a sense of common
purpose
• Meaningful work
– Opportunity to take responsibility for something that makes a
difference, and to see the results
Transformational Leadership
• 4 dimensions for effective leadership
– Idealized Influence
– Inspirational Motivation
– Intellectual Stimulation
– Individualized Consideration
Transformational Leadership
• Idealized Influence
– Talk about important values and beliefs
– Communicate a strong sense of purpose
– Consider ethical/moral consequences of
decisions
– Emphasize the importance of having a
collective sense of mission
Transformational Leadership
• Inspirational Motivation
– Articulate a compelling vision of the future
– Talk optimistically about the future
– Talk enthusiastically about what needs to
be accomplished
– Express confidence that goals will be
achieved
Transformational Leadership
• Intellectual Stimulation
– Re-examine critical assumptions to
question whether they are appropriate
– Suggest different ways of looking at
problems
– Seek differing perspectives when solving
problems
– Encourage direct reports to look at
problems from different angles
Transformational Leadership
• Individualized Consideration
– Spend time teaching and coaching
– Treat direct reports as individuals, not just
as members of a group
– Consider individual direct reports as having
different needs, abilities, and aspirations as
others
– Help to develop direct reports’ strengths
Walking and Talking:
Communication and Leadership
•
Two types of communication are implied by the
transformational leadership paradigm
1. Verbal communication
•
•
E.g. articulating a compelling vision of the future
E.g. expressing confidence that goals will be achieved
2. Behavioural communication
•
•
•
E.g. showing direct reports concern for their development and growth
E.g. considering the moral/ethical consequences of decisions
Transformational leadership suggests that both types of
communication are important, and that consistency
between messages sent is important
Leadership, Commitment and
Performance
Leadership
Commitment
Performance
Current Research – Leadership and
Job Attitudes Survey
Leadership
Identification
Commitment
Performance
Best Principles
To build value-based commitment…
1. Provide organizational support
2. Treat employees fairly (policies and practices)
3. Emphasize shared values between employees and
the organization
4. Provide opportunities for meaningful work
For effective leadership…
1. Use transformational principles as appropriate in a
given work situation
2. Show consistency between verbal and behavioural
communication
Thank you!
• If you have further questions, or would
like more information about this
research, please contact one of us:
• John Meyer: meyer@uwo.ca
• Tim Jackson: tjacks@uwo.ca
Data, DIALOGUE, Decide and Do
• What’s one tip on building commitment
that stood out for you?
• If values-based or affective commitment
is the goal, what are you doing now to
achieve it; what challenges do you
face?
• What questions do you have for Tim
and John?
2006-2007 FORUM SERIES
•
•
•
•
•
October 26, 2006
November 30, 2006
January 18, 2007
March 22, 2007
April 26, 2007
Thank you, Facilitators!
Jennifer Ashenden
Krys Chelchowski
Donna Chute-Dolan
Chris Costello
Deb Dawson
Karli Farrow
Andrew Fuller
Stephanie Hayne
Ruth Heard
Ruta Lawrence
Scott May
Donna Moore
Nancy Patrick
Terry Rice
Peggy Roffey
Malcolm Ruddock
Harriet Rykse
Nancy Stewart
Mary Stiles
Have a safe and happy spring and summer!