UNews - General Faculties Council

��Ѹ��Դ��߿�Ƭ of Lethbridge Board of Governors passes balanced 2014/2015 budget

trevor.kenney — Thu, 24 Apr 2014 20:36:50 +0000

The ��Ѹ��Դ��߿�Ƭ of Lethbridge Board of Governors has passed a balanced operating budget for the 2014/15 fiscal year.

“The $162-million operating budget is supportive of the ��Ѹ��Դ��߿�Ƭ’s recently completed strategic plan and reflects the values of our university,” says the Chair of the U of L Board of Governors, Gord Jong. “The U of L has experienced a challenging financial landscape in the past couple of years, and we expect to face more challenging years in the future. This balanced budget is important in allowing the ��Ѹ��Դ��߿�Ƭ to focus on the future.”

“I am very encouraged by the budget that was passed today,” says U of L President and Vice-Chancellor Dr. Mike Mahon. “Funding was allocated to support quality academic programs, student experience, support for research and community connectedness. Receipt of new Government of Alberta funding to increase enrolment in targeted areas also provides the ��Ѹ��Դ��߿�Ƭ with some capacity to implement some strategic programs."

The approval of the budget by the U of L Board of Governors completes a lengthy process that included developing a framework of values to guide our budget decisions and the implementation of a new operating budget allocation model. All budget decisions were done with extensive consultation with the Strategic Planning Committee, budget advisory committees, senior administration, deans and executive directors. The General Faculties Council (GFC) also reviewed the budget model and the proposed budget at its April meeting.

Budget 2014/15 highlights

The 2013-14 budget saw a significant decrease (4.85%) in the Campus Alberta Operating grant received by the ��Ѹ��Դ��߿�Ƭ of Lethbridge. Some budget controlling efforts put into place during 2013 were the offering of an Academic Staff Voluntary Retirement program and a hiring restriction on vacant positions. This year's balanced budget lifts the hiring restriction that has been in place since September 2013, which will allow the replacement of essential positions. Approximately half of the retirement academic positions will be replaced to allow some return to normal operations and the level of support for students that we have prided ourselves.

The operating grant provided by Innovation and Advanced Education will increase by 1.62%, comprised of 0% base operating grant increase plus $1.5 million in targeted enrolment funding.

Tuition fees, which are regulated by the Alberta government, will rise by one percent.

Destination 2020, the U of L's 2014/19 Strategic Plan, is released

trevor.kenney — Wed, 12 Feb 2014 18:42:19 +0000

The ��Ѹ��Դ��߿�Ƭ of Lethbridge has released a new strategic roadmap that will guide the ��Ѹ��Դ��߿�Ƭ forward over the next five years.

The U of L’s 2014/19 Strategic Plan, dubbed Destination 2020, outlines the U of L’s strategic priorities and identifies actions to ensure its goals are realized.

The approval of the strategic plan by the Board of Governors occurred at its December 12, 2013 meeting, which concluded an 18-month process that included consultation across the ��Ѹ��Դ��߿�Ƭ campus and greater community.

“This new strategic plan makes absolutely clear where our priorities lie and what the commitments are that we make to our students and to society in general,” says Board Chair Gord Jong. “The progress of the U of L over the past 47 years is an exceptional story, as already our institution is recognized a national leader. However, now is not the time to be complacent and this new strategic plan will ensure we remain relevant to our important stakeholders well into the future.”

The strategic plan includes a new vision, entitled Where We Are Going:

“We will be Canada’s destination for all who seek a comprehensive, liberal education-based university that promotes a diverse and inclusive environment and inspires research-informed teaching and learning, creative discovery, scholarship, professional endeavor, experiential opportunities and community engagement.”

Destination 2020 clearly defines Who We Are, Why We Exist, Our Fundamental Principals, Strategic Directions and Connecting To Action.

Further, the new strategic plan contains measures that will be used in determining the success of the plan through its implementation.

Outlined within the plan are strategic directions, which include Excelling as a Comprehensive ��Ѹ��Դ��߿�Ƭ; Inspiring and Supporting Student Potential; Promoting Access to Quality; Affordable Post-Secondary Education; Building Internal Community and Enhancing Relationships with External Communities; and Enhancing the Sustainability of the ��Ѹ��Դ��߿�Ƭ.

��Ѹ��Դ��߿�Ƭ of Lethbridge President and Vice-Chancellor Dr. Mike Mahon says the strength of the new Strategic Plan is due to the broad participation of the ��Ѹ��Դ��߿�Ƭ community in the process.

“We had a robust discussion across our campus and broader community in creating this very important plan,” says Mahon. “Through open forums, the General Faculties Council, sessions with students, consultations with academic and administrative units, alumni, senate and other community members we have a plan that encapsulates our aspirations as a university and provides a guide for how to achieve them.”

Mahon says this new plan was created as the previous plan was set to expire. He says going forward there may be interim amendments made to the plan as opportunities arise and landscapes change.

The Destination 2020 document can be viewed here.

Mahon says in Fiat Lux Address that budget landscape will not compromise ��Ѹ��Դ��߿�Ƭ's future

trevor.kenney — Thu, 10 Oct 2013 16:12:15 +0000

In the third annual Fiat Lux address, President Mike Mahon reiterated the ��Ѹ��Դ��߿�Ƭ of Lethbridge’s response to its Campus Alberta operating grant cut, shared details about the institution’s draft Strategic Plan and spoke to the initiatives that will continue to move the U of L forward.

Mahon said in his address to faculty, staff and students in the ��Ѹ��Դ��߿�Ƭ of Lethbridge Theatre that more work is necessary to overcome the 7.3 per cent cut to its provincial operating grant. However, he was optimistic that the U of L would emerge from this challenge in a strong position.

��Ѹ��Դ��߿�Ƭ of Lethbridge President and Vice-Chancellor Dr. Mike Mahon delivers the 2013 Fiat Lux Address.

“I know there are sentiments of uncertainty and concern as to how we will realize our way through this without negatively affecting our university or compromising our future,” said Mahon. “I am here today to tell you that we will be successful in this task.”

To date, the U of L has realized reductions of $8.5 million of the $11.8 million cut to the Campus Alberta grant. Mahon said that nine budget advisory committees have been working to find further savings and that those reports would be posted in the coming week.

Mahon said that despite the budget challenges, the ��Ѹ��Դ��߿�Ƭ will continue to move forward with purpose to meet its goals, and that the Strategic Plan will be critical in guiding the ��Ѹ��Դ��߿�Ƭ.

“Our Strategic Plan and mandate tells us quite clearly who we are and what our priorities are. I’m paraphrasing our Roles and Mandate statement, but at the heart of it, we are a comprehensive academic and research institution that offers undergraduate and graduate programs and we conduct pure and applied research. Everything we do at the ��Ѹ��Դ��߿�Ƭ should support this. All of our activities and our staff, from administrative units to academic units, should support this.”

The draft Strategic Plan outlines five familiar priorities, shared Mahon. They are to excel as a comprehensive university, continue enhancing the student experience, promote access to quality post-secondary education, build our internal community while enhancing those valuable, productive relationships with external communities and enhance the sustainability of the ��Ѹ��Դ��߿�Ƭ.

Despite the budget challenge, Mahon reminded the ��Ѹ��Դ��߿�Ƭ community that there were many strengths the U of L could rely on as it moves forward. These include strong enrolment numbers, an excellent national reputation, new student focused facilities, strong links with the Lethbridge community and exceptional faculty and staff.

In addressing important initiatives that would help guide and build the ��Ѹ��Դ��߿�Ƭ in the future, Mahon pointed to the continued activity of the General Faculties Council (GFC) Aboriginal Education Committee and its work on the establishment of an FNMI Centre on campus, the Academic Quality Assurance review and the establishment of a significant and comprehensive fundraising campaign. He spent a significant portion of his address speaking to the planning and purpose of the Destination Project.

While the most significant element of this new facility will be to house research areas, teaching spaces and laboratories for a significant number of our science programs, Mahon said the activities that will take place in the facility will be far-reaching.

“Imagine it as a hub for innovation; a place where science research and teaching are conducted and made accessible not only to post-secondary students but also to school-aged children and their families and anyone in our community who wishes to learn,” said Mahon. “A place where high school students can refine their understanding of, and ignite their passion for, science, launching the next phase of their educational journeys. A place where Albertans can gather to learn more about the world in which they live.”

Mahon stated the Destination Project will also include a revitalization of ��Ѹ��Դ��߿�Ƭ Hall, which will strengthen the ��Ѹ��Դ��߿�Ƭ’s commitment to liberal education – a foundation of the U of L.

“The construction of a new science facility and the revitalization of ��Ѹ��Դ��߿�Ƭ Hall provide a great opportunity to help us define liberal education at the ��Ѹ��Դ��߿�Ƭ of Lethbridge for the 21st century,” said Mahon. “This can be accomplished not only through the creation of a hub for the humanities and social sciences but also through the creation of cross-disciplinary research opportunities for students.”

Mahon concluded his speech by reiterating that the U of L will continue to flourish because it will maintain its focus on its fundamental values, including its people, programs and goals.

“If we not only use our Strategic Plan, but also our Academic and Research plans as guides in setting priorities, our budget challenges will not prevent us from achieving these goals.”

The video of Dr. Mahon's Fiat Lux Address is available here. The full text of his address is available here.

Three new research centres approved

trevor.kenney — Mon, 06 May 2013 22:08:29 +0000

The General Faculties Council at the ��Ѹ��Դ��߿�Ƭ of Lethbridge has approved the creation of three new collaborative, and diverse, research centres, which will focus on the creation of oral history, develop community-based collaborations and bring together chemistry and biochemistry researchers from around the world to further their expertise in fluorine technologies.

Growth of research centres and institutes in strategic areas, and the continued development of existing centres and institutes, is a key feature of the Strategic Research Plan of the ��Ѹ��Դ��߿�Ƭ of Lethbridge.

"The new centres bring the number of specifically-established groups to 13, all of which involve a significant number of cross-faculty or cross-departmental collaborations," says David Hill, the U of L's Director of Centres and Research Institutes.

"These three new groups have exciting plans for growth in their respective research areas that involve students at all levels, develop enhanced relationships with colleagues on campus and internationally and also showcase the U of L as an interesting and innovative place to work and learn."

The Centre for Oral History and Tradition (COHT)

The Centre for Oral History and Tradition (COHT) will see researchers collaborate on oral history projects, offer resources and training to students and researchers interested in making oral history part of their research process, and work with partners, such as the ��Ѹ��Դ��߿�Ƭ of Lethbridge Archives, to ensure oral history projects are properly executed, documented and available for future reference.

The Centre for Culture and Community (CCC)

The Centre for Culture and Community (CCC) will serve as a resource for ��Ѹ��Դ��߿�Ƭ of Lethbridge faculty and community partners engaged in cultural and community-based studies and creative activity.

The CCC's mission is to facilitate mutually beneficial university-community collaboration and resource-sharing with respect to social-science and humanities research, creative activity and outreach focused primarily, though not exclusively, on Lethbridge and southern Alberta.

The Canadian Centre for Research in Advanced Fluorine Technologies (C-CRAFT)

The Department of Chemistry and Biochemistry has brought together a local, national and international team of researchers to found the Canadian Centre for Research in Advanced Fluorine Technologies, Canada's first collaborative group with concentration of unique expertise in fluorine chemistry.

The establishment of the Canadian Centre for Advanced Fluorine Technologies (C-CRAFT) will allow the ��Ѹ��Դ��߿�Ƭ to become a focal point for tackling challenges in materials, energy and the environment for which fluorine provides solutions, such as the oil and gas industry, manufacturing and steel and aluminum refining.

Mahon speaks to proposed budget reductions

trevor.kenney — Tue, 23 Apr 2013 15:50:59 +0000

April 23, 2013

In addressing the budget reductions imposed on the ��Ѹ��Դ��߿�Ƭ of Lethbridge through the 7.3 per cent reduction in the Campus Alberta Operating Grant, a framework of values was developed to guide the Budget Advisory Committee in developing the 2013/14 ��Ѹ��Դ��߿�Ƭ of Lethbridge consolidated operating budget. The 2013/14 reductions require us to find $11.8 million. Assuming no increases in the Campus Alberta Grant for the following two years as has been suggested by Enterprise and Advanced Education, this number grows to $20 million by 2015/16.

The approach committed to by our community was to, "maintain the forward vision of the ��Ѹ��Դ��߿�Ƭ of Lethbridge" and to not compromise our future through shortsighted reaction. "Our strategic priorities remain priorities independent of the financial challenges our ��Ѹ��Դ��߿�Ƭ encounters. To take us to our desired future the ��Ѹ��Դ��߿�Ƭ will pursue its established strategic directions and identified priorities." The values, which were reaffirmed by both the General Faculties Council and the Board of Governors, are that:

Our people define our ��Ѹ��Դ��߿�Ƭ and are our greatest strength

People are the essential resource of our institution and as such the ��Ѹ��Դ��߿�Ƭ will strive to preserve employment. All ��Ѹ��Դ��߿�Ƭ employee groups will be treated with fairness and with respect in all that lies ahead in our work to maintain our student centred focus and to ensure the continuing financial sustainability of our institution.

High quality is central to all that we do

Our commitment to maintaining high quality undergraduate and graduate academic programmes is key to our ��Ѹ��Դ��߿�Ƭ mission to build a better society. High quality instruction and teaching are essential to this commitment. Research and creative activity are also key to our mission and their vitality and vibrancy serve as a differentiating feature of our institution and a central part of our culture as a comprehensive academic and research institution. High quality facilities and services support our mission and best serve our students, staff, and academic staff.

Access to our university is a foundational value

As a Comprehensive Academic and Research ��Ѹ��Դ��߿�Ƭ, dedicated to liberal education, that was born out of the needs and aspirations of our local communities, we are committed to providing student access to our high quality academic programs throughout the province without creating unnecessary financial barriers. Community engagement with our university and community use of our facilities play a role in defining us as a public institution.

I am committed to the ��Ѹ��Դ��߿�Ƭ quickly achieving as much of the targeted reductions as possible without compromising the long-term prospects of the ��Ѹ��Դ��߿�Ƭ and without making decisions that lack adequate data or debate to support those decisions. While there is much more work yet to complete, the recommendations put forward to date look to achieve a balanced budget by the 2015/16 fiscal year if not sooner. The following outline the initial recommendations of the Budget Advisory Committee to bring forward a ��Ѹ��Դ��߿�Ƭ of Lethbridge 2013/14 consolidated operating budget.

Academic Staff Voluntary Retirement Plan

The Academic Staff Voluntary Retirement Plan was introduced to help address budget issues at the ��Ѹ��Դ��߿�Ƭ at a time when we were anticipating a 2% increase in base grant funding. The plan was voluntary and faculty members were provided a three-year window to transition to retirement. A total of 34 faculty members have decided to participate. For the most part, these faculty members will not be replaced. In the situation where the continuance of a program is predicated on the replacement of a faculty member or where the quality of a program will be severely compromised, the Dean of the Faculty and Provost of the ��Ѹ��Դ��߿�Ƭ will develop a plan for replacing the member.

This program will enable the ��Ѹ��Դ��߿�Ƭ to save approximately $4.2 million by 2015/16.

Ancillary Services

Additional revenue will be provided from Ancillary Services operations to the operating budget of the ��Ѹ��Դ��߿�Ƭ. Currently, Ancillary Services contributes $150,000 per year, in addition to covering all of the expenses associated with their operations. This will rise to $500,000. To support this, Ancillary Services will reduce the contributions it makes to their respective capital reserves and maintenance funds and will explore additional, new revenue opportunities.

Lifecycle Equipment Annual Allocation

Annual funding for the replacement of equipment will be reduced by $1 million on a continuing basis.

Research Enhancement Fund

The Research Enhancement Fund of $300,000 per year will be discontinued. This fund is used differently by each Faculty to enable research initiatives.

Student Administrative Fee

An increased Student Administrative Fee will be assessed. This fee will be used to preserve services offered to students that would otherwise have to be reduced and maintain student-centered projects already in progress as identified in our Comprehensive Institutional Plan (CIP). With the increase in this fee, the ��Ѹ��Դ��߿�Ƭ of Lethbridge Student Administrative Fee will remain the lowest in the Comprehensive Academic Research Institution (CARI) sector. As well, the combined tuition and fees for the ��Ѹ��Դ��߿�Ƭ will still remain the lowest in the province of Alberta among the CARI sector.

International Student Differential Fee

The ��Ѹ��Դ��߿�Ƭ of Lethbridge currently has the lowest differential fee assessed on International Students in the CARI sector. This fee will be increased. With this increase, the ��Ѹ��Դ��߿�Ƭ of Lethbridge will still have the lowest International Student Differential Fee among the CARI sector.

Executive Compensation

Salaries for the President and the four Vice-Presidents of the ��Ѹ��Դ��߿�Ƭ will be frozen at the 2012/13 levels.

Employment Costs

Salary and economic benefits negotiations are on going with the ��Ѹ��Դ��߿�Ƭ of Lethbridge Faculty Association (ULFA). The Alberta Union of Provincial Employees (AUPE) is in the final year of their contract. A commitment has been made that all employment groups will be treated respectfully and fairly through the reduction process. Employment costs and entitlements are subject to negotiation with the relevant bargaining unit and as such, ��Ѹ��Դ��߿�Ƭ Administration will not publicly discuss anything related to the negotiations or suggest anything publicly that would compromise those negotiations.

Infrastructure Maintenance and Renewal

Projects funded from the Infrastructure Maintenance Program (IMP) grant provided to the ��Ѹ��Դ��߿�Ƭ by Enterprise and Advanced Education will continue as planned. All additional infrastructure maintenance and renewal projects that are funded from operating funds have been suspended or cancelled.

Additional Reduction Strategies

The Budget Advisory Committee has struck a number of committees to explore opportunities for reductions, structural change or revenue that will require more time than the current budget process allows for. The committees will present their recommendations to President's Executive by July 31, 2013. The committees will be reviewing communications and marketing, information technology, recruitment, finance, faculty work assignments and Faculty program costs, collaboration with other institutions, and opportunities for new revenue generation.

I am grateful to the members of the ��Ѹ��Դ��߿�Ƭ community who have submitted ideas or suggestions through the online budget feedback forum. Many of those suggestions have been incorporated into the proposed reductions. Others will be addressed by the work of the noted committees.

We are also exploring other opportunities for greater efficiency that could result in reductions that would impact the budget of the ��Ѹ��Դ��߿�Ƭ. These include reducing the number of computer labs on campus, a review of the library acquisition budget, an employee voluntary reduced workload program and increasing fund-raising and sponsorship activities to help offset operating budget support for initiatives that would be attractive to external funders such as scholarships and bursaries.

These recommendations represent the initial work of the Budget Advisory Committee. It is worth noting that there were many ideas vigorously debated that were rejected as it was decided they were not compatible with our values or long-term plans, or they would too severely compromise the student experience or programs of the ��Ѹ��Դ��߿�Ƭ. While these recommendations get us a significant way toward achieving our budget reduction targets, there is still a projected deficit for the 2013/14 year. This deficit will be addressed through the continued work of the Budget Advisory Committee and the committees noted earlier.

The budget reduction recommendations will be reviewed by the Budget Priorities Advisory Committee and ultimately incorporated into the 2013/14 consolidated operating budget of the ��Ѹ��Դ��߿�Ƭ. General Faculties Council (GFC) will review the budget at the May meeting and the budget will then go to the Board of Governors for approval at its May meeting. The budget will be submitted to Enterprise and Advanced Education as part of the CIP that is due by May 31, 2013.

Once again, I want to thank the members of the ��Ѹ��Դ��߿�Ƭ community for their engagement in this process and their continuing commitment to the ��Ѹ��Դ��߿�Ƭ of Lethbridge.

Sincerely,

Dr. Mike Mahon
President and Vice-Chancellor

Update from President Mahon on the Budget Adjustment Process

trevor.kenney — Thu, 11 Apr 2013 22:26:27 +0000

April 11, 2013

At the Community Update held on March 27, 2013, I committed to developing a values-based process to guide the ��Ѹ��Դ��߿�Ƭ through the operating budget adjustments that we as a community must participate in. In his presentation, our Provost, Dr. Andrew Hakin, outlined the process through which those values will be determined and endorsed, and the timeline under which we would conduct this process.

The values that will guide us are those that we, as a community, have collectively developed over multiple years, through many inclusive, collegial processes. They are a distillation of the values that are the foundation of our Strategic Plan, our Academic Plan and our Research Plan. Most importantly, the values are reflective of our community, and have been endorsed by both governance bodies of the ��Ѹ��Դ��߿�Ƭ, the General Faculties Council and the Board of Governors.

While much work has been done to develop the 2013/14 ��Ѹ��Դ��߿�Ƭ budget, there is much yet to do. Using these values as a compass we will over the course of the next month develop and debate options and ultimately bring forward the 2013/14 consolidated budget for the ��Ѹ��Դ��߿�Ƭ of Lethbridge. Using the pre-existing budget development entities and processes I expect to make a recommendation to the Board of Governors to approve the 2013/14 consolidated budget in mid-May to allow the Comprehensive Institutional Plan (CIP) to be submitted to Enterprise and Advanced Education for the May 31 deadline. The budget is a key component of the CIP.

At the end of this message I have included the values statement that has been presented, vigorously debated and refined by Deans' Council, Executive Directors' Council, President's Executive, the Budget Advisory Committee, the Budget Priorities Advisory Committee, the Strategic Planning Committee, General Faculties Council, and the Board of Governors. I encourage you to read the document.

The Budget Advisory Committee will begin its deliberations on the budget adjustments, which include reductions as well as revenue opportunities, on Saturday morning. Their recommendations will be reviewed and refined by the Budget Priorities Advisory Committee. The Strategic Planning Committee will review the proposed adjustments and provide guidance on whether the proposed adjustments are respective of our values and to help the ��Ѹ��Դ��߿�Ƭ ensure that the adjustments being proposed are not being made solely for expediency and do not compromise the long term development of the ��Ѹ��Դ��߿�Ƭ as it relates to our priorities and aspirations as an academic community. President's Executive will be fundamental through this process and will review all of the proposed adjustments before the budget is presented to GFC and to the Board of Governors.

While this process will be challenging and must be conducted in a very compressed time period, I do encourage you to continue to provide your feedback and ideas via this website.

To date, I have received over 50 submissions from U of L community members on the Letter of Expectation as well as suggested budget adjustments. A fair summary of those ideas has been posted to this web page

for your review. I am grateful for the thoughtful and considered ideas that have come forward to date. All ideas that are proposed will be provided to the Budget Advisory Committee.

On April 23 from 10 to 11 a.m. in the Students' Union Ballroom Level 3, we will host another Community Update to discuss the budget progress made to date. I am hopeful that there will be additional clarity with regard to the Letter of Expectation by that time. As well, I hope to be able to share with you the ��Ѹ��Դ��߿�Ƭ's response to the Letter to Enterprise and Advanced Education.

This continues to be a stressful and challenging time for our sector and our ��Ѹ��Դ��߿�Ƭ. I am buoyed however by the positive support and collective will of our ��Ѹ��Դ��߿�Ƭ community to work together to address our current challenges. Our Board of Governors, our General Faculties Council, the Senate, the alumni of the ��Ѹ��Դ��߿�Ƭ and our community have been rallying in their advocacy and support of the ��Ѹ��Դ��߿�Ƭ of Lethbridge. I am proud of and grateful to members of our academic community who have engaged in public debate and civil dialogue on these issues. I am proud of our students who have actively engaged with government in a positive way and have regularly exercised their rights to express themselves and their opinions. I am assured through this very tangible support that our future remains ours to determine and is bright.

Sincerely,

Dr. Mike Mahon
President and Vice-Chancellor

Reaffirming our Values:
A ��Ѹ��Դ��߿�Ƭ Response to the 2013-14 Provincial Budget

We commit to maintaining the forward vision of the ��Ѹ��Դ��߿�Ƭ of Lethbridge. Our Strategic priorities remain priorities independently of the financial challenges our ��Ѹ��Դ��߿�Ƭ encounters. To take us to our desired future the ��Ѹ��Դ��߿�Ƭ will pursue its established strategic directions and identified priorities.

The Alberta Provincial Budget 2013-14 has imposed severe reductions and thus introduced significant financial challenges for the post-secondary sector in our province and for the ��Ѹ��Դ��߿�Ƭ of Lethbridge. A reduction to our ��Ѹ��Դ��߿�Ƭ's Campus Alberta Grant of 7.3% will require the ��Ѹ��Դ��߿�Ƭ to eliminate $11.9 million from its continuing operating budget.

An increase of 2% to the Campus Alberta Grant for 2013-14 had previously been communicated by the Government of Alberta to the ��Ѹ��Դ��߿�Ƭ, as part of a three year funding commitment. This was presented with the intention of enhancing future financial planning and sustainability. Although it became increasingly clear during the 2012-13 fiscal year that the 2% increase was becoming less likely, the ��Ѹ��Դ��߿�Ƭ, and others in the post-secondary sector, were not informed or warned by the Ministry of the deep financial reduction that has been applied to our continuing operating funds.

In managing the impact of this severe funding reduction, members of ��Ѹ��Դ��߿�Ƭ senior administration have committed to clear, timely, and transparent communication to all members of the ��Ѹ��Դ��߿�Ƭ. Our first order of business is to enter into a process that will address our required reductions. To do this our institutional values will be reaffirmed and will be used to guide and influence all budget related decisions and processes that lie ahead. The processes by which these values will be endorsed and reaffirmed by the ��Ѹ��Դ��߿�Ƭ and by which the 2013-14 budget will be established are provided within Appendix 1 of this document. They follow closely the paths already utilized for budget approval within our ��Ѹ��Դ��߿�Ƭ.

Fortunately, in the last few years much work has been completed with respect to the values of our institution. They are contained within the documents that provide the framework for the operation and the establishment of priorities for the ��Ѹ��Դ��߿�Ƭ. These documents include our current Strategic Plan, Academic and Research Plans, and our Comprehensive Institutional Plan. All of these documents were approved utilizing the full scope of the ��Ѹ��Դ��߿�Ƭ bicameral governance framework. Although they were created and approved at times in which significantly different financial conditions were anticipated, these documents enshrine both our values and our priorities as an institution. These values and priorities are independent of our immediate financial future as the long-term future of our three-campus ��Ѹ��Դ��߿�Ƭ extends well beyond immediate budgetary issues.

To intentionally follow our priorities will require all constituents of our ��Ѹ��Դ��߿�Ƭ to work together. Working together provides strength. As we address our financial challenges we will strive to ensure that all groups within the ��Ѹ��Դ��߿�Ƭ are engaged in the protection of the academic integrity and the future of our institution. There are no aspects of the ��Ѹ��Դ��߿�Ƭ's operation that will be excluded from consideration in constructing the path by which we will best ensure the continuing financial sustainability of our institution. Indeed, in moving towards this desired outcome it will be necessary to explore all possible operational collaborations to achieve efficiencies. New forms of revenue generation will be considered an important component of any plan to mitigate our financial challenges.

The values presented below are purposely non-prioritized as they provide a holistic framework to guide and influence the budget processes and decisions that lie ahead. Underlying these values is a commitment to open, transparent and timely communication to our ��Ѹ��Դ��߿�Ƭ community. And fundamentally, as president Sam Smith asserted in his August 1, 1967 address to the students of summer session, our core commitment is still "to the individual student as a person and as of ultimate worth.

Our people define our ��Ѹ��Դ��߿�Ƭ and are our greatest strength

People are the essential resource of our institution and as such the ��Ѹ��Դ��߿�Ƭ will strive to preserve employment. All ��Ѹ��Դ��߿�Ƭ employee groups will be treated with fairness and with respect in all that lies ahead in our work to maintain our student centred focus and to ensure the continuing financial sustainability of our institution.

High quality is central to all that we do

Our commitment to maintaining high quality undergraduate and graduate academic programmes is key to our ��Ѹ��Դ��߿�Ƭ mission to build a better society. High quality instruction and teaching are essential to this commitment. Research and creative activity are also key to our mission and their vitality and vibrancy serve as a differentiating feature of our institution and a central part of our culture as a comprehensive academic and research institution. High quality facilities and services support our mission and best serve our students, staff, and academic staff.

Access to our ��Ѹ��Դ��߿�Ƭ is a foundational value

As a Comprehensive Academic and Research ��Ѹ��Դ��߿�Ƭ, dedicated to liberal education, that was born out of the needs and aspirations of our local communities we are committed to providing student access to our high quality academic programs throughout the province without creating unnecessary financial barriers. Community engagement with our ��Ѹ��Դ��߿�Ƭ and community use of our facilities play a role in defining us as a public institution.

��Ѹ��Դ��߿�Ƭ of Lethbridge draft letter of expectation

trevor.kenney — Mon, 25 Mar 2013 22:44:06 +0000

Late on Friday, Mar. 22, I received the draft of the anticipated Letter of Expectation from the Ministry of Enterprise and Advanced Education (EAE). We had previously been informed that this draft letter was not for public distribution. But, having reviewed its content and discussed the matter further with EAE, I have made the decision to share it with our community.

The letter outlines expectations of the province's publicly-funded post-secondary institutions, including the ��Ѹ��Դ��߿�Ƭ of Lethbridge. The draft letter includes many considerations for our ��Ѹ��Դ��߿�Ƭ in regard to programs, learners, collaboration, governance and research. Some of these considerations – like learner pathways - were introduced at a meeting of the Campus Alberta Strategic Directions Committee on Jan. 15, 2013. I was in attendance at that meeting, along with the other presidents of Alberta post-secondary institutions. There were not a lot of details provided then and as you will note in the letter, there still are few details available that would enable us to respond with clarity and certainty.

The letter is in a draft form and I am hopeful that the Minister and EAE officials will engage in the dialogue, as they have publicly indicated they would, with Alberta post-secondary institutions. There are points in the letter that align with the role the ��Ѹ��Դ��߿�Ƭ of Lethbridge already plays in the province and reflects many processes and commitments the ��Ѹ��Դ��߿�Ƭ currently performs.

There are however many additional points that are very concerning and require a great deal more detail, understanding and discussion. On Apr. 11, the presidents of Alberta's post-secondary institutions have been invited to a meeting with government officials to discuss the draft letters and the future directions for Campus Alberta.

To view the draft letter and to provide comments to help inform the response of the ��Ѹ��Դ��߿�Ƭ to it, I would encourage you to do so at http://www.uleth.ca/budget-finance/draft-letter. Please provide your feedback prior to Tuesday, Apr. 2 so that ideas that emerge may be incorporated into the ��Ѹ��Դ��߿�Ƭ's response. Our response will be further informed by the governance bodies of the ��Ѹ��Դ��߿�Ƭ, the General Faculties Council and the Board of Governors.

Sincerely,

Dr. Mike Mahon
President and Vice-Chancellor

2012 Alumni Honour Society Inductees

trevor.kenney — Fri, 15 Jun 2012 20:05:19 +0000

Introduced in celebration of the ��Ѹ��Դ��߿�Ƭ's 35th Anniversary in 2002, the Alumni Honour Society recognizes the achievement of successful alumni within the global community. The alumni inducted into this prestigious group have served as role models to our students and the broader ��Ѹ��Դ��߿�Ƭ community through success in their vocation, outstanding community service or superior accomplishment in their avocation.

René Barendregt (BASc '71)

René Barendregt has been a faculty member of the Faculty of Arts & Science at the ��Ѹ��Դ��߿�Ƭ of Lethbridge since 1982 and took on the role of associate dean in 2001. Dedicated to his profession and respected by his peers, Barendregt's work in the field of physical geography is currently funded by the Natural Sciences and Engineering Research Council (NSERC) of Canada. In addition to his research, Barendregt has served the U of L community as a member of the Board of Governors, the Senate and the General Faculties Council.

Viola Cassis (BA '97)

Viola Cassis started her career in international humanitarian work with the United Nations High Commissioner for Refugees (UNHCR), where she was instrumental in revising the organization's guidelines on the prevention and response to sexual- and gender-based violence, and helped to develop policies to ensure gender-equitable access to UN refugee interventions. Cassis currently works with the Canadian International Development Agency (CIDA) and has been involved in various CIDA programs in Afghanistan. She has made field visits to Kabul and Kandahar to liaise with Canadian Forces, the Department of Foreign Affairs and International Trade Canada, and other government agencies.

Marilyn Smith (BFA '96) (Multidisciplinary)

Marilyn Smith has more than 30 years of experience in the arts and culture sector and is currently the executive director of the Southern Alberta Art Gallery (SAAG). Since Smith took on this role in 1999, SAAG has increased revenue over 200 per cent, while membership, programming and sponsorship have also increased. Recently Smith oversaw renovations of SAAG and implemented a three-year strategic plan designed to capitalize on the new facilities. Last fall Smith was honoured with the 2011 Rosza Award for Excellence in Arts Management from the Rosza Foundation.

Gayle Strikes With A Gun (BEd '88)

Raised on the Piikani Nation in southern Alberta, Gayle Strikes With A Gun has been a leader in education for 25 years. After completing her bachelor of education, she worked as the project co-ordinator for the Four Worlds development project, an initiative aimed at helping Blood and Peigan women develop the skills and training necessary to prepare them for post-secondary education at the ��Ѹ��Դ��߿�Ƭ of Lethbridge. Over the course of her career, she worked as a teacher, principal, assistant superintendent and acting superintendent in schools across Alberta and in the Northwest Territories. In 2011, Strikes With A Gun was elected the first female chief of the Piikani Nation where she remains committed to helping her people's youth.

Bruce Thurston (BASc '78)

With close to 35 years of experience in business, Bruce Thurston brings a wealth of knowledge and skill to his teaching role in the ��Ѹ��Դ��߿�Ƭ of Lethbridge Faculty of Management. He is also currently the CEO and president at Management Resource Services, a company that provides management consulting and training in leadership
development, organizational change, workforce diversity and staff development. In addition to his professional responsibilities, Thurston has generously served the community by volunteering his time with local organizations including the Lethbridge Chamber of Commerce, the Society of Management Accountants of Alberta and the Southern Alberta Art Gallery.

Keith Walker (BASc '79)

As the director of Library Services at Medicine Hat College, Keith Walker is respected for the innovation and passion he brings to his profession. As the first college librarian to serve as president of the Canadian Library Association in the organization's history, Walker successfully led a major review and restructuring that saw the organization's first balanced budget in over a decade and a doubling of memberships. In 2003, Walker received the Community and Technical College Libraries Outstanding Academic Librarian Award and the Industry Canada Award. The following year, he was honoured with the College and Technical Libraries Innovation Achievement Award.

This story first appeared in the June 2012 issue of the Legend. For a look at the entire issue in flipbook format, follow this link.

Reflecting on an exceptional first year

trevor.kenney — Tue, 28 Jun 2011 22:37:46 +0000

As we approach summer and the conclusion of my first year at the ��Ѹ��Դ��߿�Ƭ of Lethbridge, I feel it is an opportune time to look back and reflect upon all that I've come to appreciate here at the U of L.

I think back to my initial impressions of the ��Ѹ��Դ��߿�Ƭ and while I certainly understood the ideals of a liberal arts education and its historical context at the
U of L, it was not until I arrived on campus and started talking to people that I grasped the extent to which the ��Ѹ��Դ��߿�Ƭ remains committed to this concept.

Dr. Mike Mahon is excited about what was accomplished in his first year at the U of L and the prospects of the future.

Just recently, General Faculties Council approved direct entry into the Faculty of Management, and at the heart of that discussion was the significance and importance of maintaining a focus on liberal education. I also hear this the more I speak to our alumni. When they reflect on their time at the ��Ѹ��Դ��߿�Ƭ, invariably they single out the liberal education experience as being fundamental to what they value about the U of L.

As I think about our students, I reflect on the student-centred philosophy I have spoke to numerous times over the past year. I introduced this wording as a way forward but it is in the context of how we already deliver on that promise. Talking to students in the hallways, I hear about the quality of their experience in the classrooms, how their professors know them by name and how small classes and one-on-one attention are truly valued. I even received an unsolicited testimonial from a student I met off campus who had no idea I was associated with the ��Ѹ��Դ��߿�Ƭ. He referred to the 'fantastic' experience he was having and how he often told his sister, who graduated from another Alberta institution, how much she missed out on having not attended the U of L.

As we continue to grow and evolve, emerging as a comprehensive university with a greater focus on research and graduate studies, we cannot abandon our roots of providing that truly exceptional undergraduate experience. I believe this will be a real strength of the ��Ѹ��Դ��߿�Ƭ going forward because our faculty members remain equally committed to the undergraduate experience, something that will separate us from larger comprehensive universities in the province.

Finally, I'd like to talk about the people I've encountered over the past year. What has struck me more than anything is the passion everyone has for the
U of L. This is reflected in every corner of the institution and has been shown to me time and time again.

Something I will give a great deal of thought to over the summer is how we can continue to move forward with the strategic directions we've established but in a manner that is supportive of our people. I have such an appreciation for how hard our faculty and staff work, and it is important, as a community, to find a way to support each other so that we have an organization that is committed to creating balance in people's lives.

I thank you all for the manner in which you have welcomed Maureen and I into the community. We are thankful of the opportunity to be a part of the ��Ѹ��Դ��߿�Ƭ of Lethbridge experience and are appreciative of the way we've been embraced by the U of L family.

This column first appeared in the Legend. For a look at the Legend in a flipbook format, follow this link.

Campus Kudos - January 2011

trevor.kenney — Thu, 20 Jan 2011 23:03:06 +0000

Dr. Helen Kelley (Management) collaborated in publishing, The Clinical Impact of eHealth on the Self-Management of Diabetes: A Double Adoption Perspective, in the Journal of the Association for Information Systems.

Dr. Gordon Hunter (Management) had two articles published recently. His study, The Duality of IT Roles: A Case Study, was published in the International Journal of Strategic Information Technology and Applications. The Chief Information Officer: A Review of the Role, was also published in the Journal of Information, Information Technology and Organizations.

Laurel Corbiere, previously the director of the International Centre for Students, assumed the role of senior advisor to the president, effective Jan. 17, 2011. Corbiere will play a central role in the oversight and stewardship of the ��Ѹ��Դ��߿�Ƭ's Strategic Plan.

Salvador Barragan (Management) collaborated on the article, The Impact of Strategic Human Resource Management on Productivity and Turnover in the Maquiladora Industry: A Conceptual Framework that was published in Advances in Management.

Dr. Robert Wood (Sociology) was appointed as dean of the School of Graduate Studies after having recently served the role as interim dean and has been a faculty member since 2000. He began a renewable term from Jan. 1, 2011 to June 30, 2016.

Jodie Black has been named the university secretariat, effective Jan. 17, 2011. Black was most recently the student retention co-ordinator in the Recruitment and Student Life office. She will be responsible for providing governance direction, advice and support to the Board of Governors, General Faculties Council (GFC) and Senate of the ��Ѹ��Դ��߿�Ƭ of Lethbridge.

Dr. Luis Escobar (Management) was recently published in the Journal of Business Ethics. He co-authored the article, Multinational Oil Companies and the Adoption of Sustainable Development: A resource-based and institutional theory interpretation of adoption heterogeneity.

Dr. Chris Hosgood (History) was reappointed dean of the Faculty of Health Sciences, effective July 1, 2011. Hosgood begins his second term as dean and has been a faculty member since 1988.

Dr. Rossitsa Yalamova (Management) co-authored, Explaining What Leads Up to Stock Market Crashes: A Phase Transition Model and Scalability Dynamics, which appeared in the Journal of Behavioral Finance.

Dr. Debra Basil (Management) was published in three recent publications. She collaborated with three others to produce, The impact of pre-existing attitude, conflict management style, and service outcome on customer satisfaction: an empirical investigation, which was published in the Journal of Retailing and Consumer Services. She then worked with Dr. Mary Runté (Management) on, Personal and Corporate Volunteerism: Employee Motivations, which was published in the International Journal of Business Environment, as well as, Corporate Support for Employee Volunteerism Within Canada: a cross-cultural perspective, which was published in the Journal of Nonprofit and Public Sector Marketing.

Dr. Bernie Williams (Management) was recently published in the International Academy of Business and Economics. His co-authored article was titled, Anticipatory Socialization and the Influence of Media on Perceptions of International Job Assignments. He also authored, Incident Command as a Participative-Management Practice: Dispelling the Myth of Authoritarian Command, which has been accepted for publication in the International Fire Service Journal of Leadership and Management.

UNews - General Faculties Council

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