UNews - Karen Clearwater

A clear focus on students

trevor.kenney — Mon, 12 Dec 2011 19:45:25 +0000

There's no doubt you've heard the buzz about a student portal or seen the campus-wide campaign about a U of L learning commons and study centre, while just recently the ��Ѹ��Դ��߿�Ƭ broke ground on another student residence.

If there are common threads to these initiatives, it's that they embody the student-centred ideal that is embedded within the ��Ѹ��Դ��߿�Ƭ's Strategic Plan; an ideal that is articulated in part by the activities of the Recruitment & Retention Integrated Planning (RRIP) team.

In 2009, in response to a dramatic shortfall in student application numbers, a ��Ѹ��Դ��߿�Ƭ wide Strategic Enrolment Management (SEM) program was formed to create a competitive advantage in recruitment by collaborating and sharing resources across campus.

Members of the RRIP team, including (Back Row L to R) Steve Brodrick, Heather Mirau and Trevor Flexhaug. (Front Row L to R) Dan Kazakoff, Nicole Leusink, Alice Miller and Karen Clearwater.

"It was designed as a vehicle that would pull the faculties together to support and have a more structured approach to recruitment techniques," says Vice-President (Academic) and Provost Dr. Andy Hakin.

Recognizing that getting students in the door was only half the solution however, Hakin began thinking about how the institution could keep its new students. RRIP was subsequently created to compliment the work of SEM and to drive student retention initiatives.

"RRIP basically looks at how we need to support our students once SEM has done its work in bringing students to the U of L," says Hakin. "They ask the basic questions about the student experience, about how students get into the institution and what supports students use when they are here."

Karen Clearwater, the lead on the RRIP team, brought members of the ��Ѹ��Դ��߿�Ƭ community together from a number of different areas of the institution.

"We did not necessarily want all unit managers, we looked at those people that work directly with students on a day-to-day basis or that have been directly involved in providing services to students," says Clearwater.

The team includes faculty members, APO's and AUPE membership and all have been very dedicated to the RRIP project. The team started its work with focus groups and unit presentations, as well as an environmental scan.

"We collected information from as many sources as we could," says Clearwater.

From the information compiled, certain subject themes took on greater priority than others. It was at that point Subject Matter Teams (SMT) were established. Currently 85 faculty, staff and students are working toward the completion of priority projects. Student leaders on campus have played a critical role in these SMTs.

"The whole process has taken a lot of time and we are pleased to see the results coming forward with some great initiatives," says Clearwater.

Student retention rates have long been an issue for the ��Ѹ��Դ��߿�Ƭ, and the RRIP initiatives have been aimed directly at improving those numbers.

"The idea is that we have to change what we are doing in respect to the student experience, with the overall goal of reducing that attrition number," says Hakin. "But no success will be possible without maintaining the high quality of our academic programs."

Four major projects are currently in the works, all having been identified as priorities by RRIP. They include the establishment of a student portal, the move from paper to electronic applications for graduate studies, the establishment of a 24-hour study centre with a more robust tutoring and mentor service and the creation of an academic success centre which will house a number of student services. As well, the push for more student housing came through RRIP recommendations, something that will be realized with the construction of Aperture Park Phase 3.

"That was another major piece that came forward from that group," says Hakin. "They identified that we needed more residence spaces, and the ��Ѹ��Դ��߿�Ƭ
responded to that because we know that students who are supported in a student housing environment perform better and have a substantially improved retention rate."

Both SEM and RRIP are seen as ongoing initiatives.

"It's a continuous improvement vehicle," says Hakin. "It cannot be one or two projects and we're done, things need to keep improving in terms of how we support our students, how we interact with them and how we improve their academic experience at our ��Ѹ��Դ��߿�Ƭ.

GET THE FACTS

· For more information on the RRIP project, check out the website www.uleth.ca/recruitment-retention

· The RRIP team was established in 2010

· In addition to team sponsors Andy Hakin and Nancy Walker and project manager Karen Clearwater, the 10-person team consists of co-ordinator Heather Mirau, Steve Brodrick, Trevor Flexhaug, Dan Kazakoff, Carma Leishman, Nicole Leusink, Heidi MacDonald, Alice Miller, Chris Roberts and Barbara Williams

This story first appeared in the December 2011 issue of the Legend. If you'd like to see the full issue in a flipbook format, follow this link.

Spoulos to take over associate VP role

trevor.kenney — Mon, 21 Mar 2011 16:52:51 +0000

The ��Ѹ��Դ��߿�Ƭ of Lethbridge Board of Governors recently approved the appointment of alumnus Douglas (Doug) Spoulos, CA, (BMgt '87) as the new Associate Vice-President (Finance).

Spoulos follows Karen Clearwater, CA, who is retiring as the Associate Vice-President (Financial Planning) after a 24-year career at the U of L.

"We are very pleased to have Doug back at the ��Ѹ��Դ��߿�Ƭ and in the community," says Nancy Walker, the U of L's Vice-President, Finance and Administration.

"As a former Lethbridge resident, a U of L graduate and also as a former employee, he knows our ��Ѹ��Դ��߿�Ƭ environment well, and also brings a wealth of knowledge from his public and private sector experiences."

Spoulos, a Charted Accountant since 1992, was most recently the Vice-President, Finance and Administration at Sigma Explorations Inc., a Calgary-based geophysical data service provider with five business divisions.

He has significant additional experience working with national and international publicly–traded manufacturing firms, previous experience at the ��Ѹ��Դ��߿�Ƭ of Lethbridge as the Manager, Research and Trust funds, and with the local KPMG office as a Chartered Accountant, Auditor and Manager.

Spoulos says he is looking forward to returning to Lethbridge for a variety of reasons, in addition to the position at the U of L.

"I was born and raised in Lethbridge and all my family still lives there. My wife, Bev, is also from Lethbridge. Our son is currently attending the
U of L, and our two daughters are just entering junior high. I really enjoyed my first time at the U of L - it has a great atmosphere and great people."

Spoulos begins his new position on April 11, 2011. Clearwater will be retiring from her position on June 30, 2011 but will remain at the ��Ѹ��Դ��߿�Ƭ until the end of the year as the project manager of the Student Recruitment and Retention Project.

RRIP project puts students first

trevor.kenney — Thu, 16 Dec 2010 23:18:59 +0000

Sometimes the best way to move forward is by looking back at yourself in the mirror.

The ��Ѹ��Դ��߿�Ƭ of Lethbridge is doing just that with the Recruitment and Retention Integrated Planning (RRIP) project. Initiated in the spring, and with the backing of Vice-President (Academic) and Provost Dr. Andy Hakin and Vice-President (Finance and Administration) Nancy Walker, the project's focus is to foster a graduation culture on campus.

"The integrated planning process brings the elements of operations/services, capital planning, financial strategies and policy development together – with a focus on learner success," says Walker.

Simply put, it's a reaffirmation of the ��Ѹ��Դ��߿�Ƭ's student-first approach, one of the pillars of President Dr. Mike Mahon's vision for the U of L.

The need for such a project is born out of the fact that there is enhanced competition for post-secondary students in the province, a decline in the student-age demographic, as well as a shift in student expectations. The U of L is also acutely aware of its historically poor student retention rate.

"This project is designed to look at every contact we have with students, from when they are first recruited to when they arrive on campus and then throughout their university career," says Hakin.

Done correctly, it will create an environment that not only attracts students to attend the
U of L, but also supports them through to graduation.

Karen Clearwater, associate vice-president, Financial Planning, is the project manager. The Recruitment and Retention Project Team was created under her guidance and it was formed to represent all areas of campus.

"What we want to do for a student when they enter the U of L is give them the tools they need to be successful here," says Clearwater. "Whether those tools are social or academic, we want to identify whatever they need to be successful through to the day they graduate."

Throughout the spring and summer months, the project team conducted a number of focus groups. The team spoke with everyone from new high school students to continuing students, faculty and staff.

"The number one question we asked them was, "What can we do to make this a successful culture for students?" says project co-ordinator, Heather Mirau, director, Integrated Planning.

What they found, more than anything, was a campus ripe with ideas, and a staff and faculty eager to assist in bringing about change.

"Our faculty, students and staff know what needs to be addressed, and they have been openly sharing with us some excellent ideas," says Mirau. "I've been very encouraged by the excitement that's out there."

Hakin says the whole thrust of the project is a new way of doing business for the U of L. Recruitment and retention cannot be treated as separate and distinct issues, nor can the approaches to dealing with them be handled individually – the entire institution needs to buy into the same delivery.

"If you look at all the effort we traditionally put into getting students into the institution, we then have to ask ourselves what are the factors that keep them here," he says. "If we lose them after one year, two years, that's a lot of wasted effort and money. We need to build a strong student community where all our help services, across the institution, are aligned and optimized."

The data collected from the summer focus groups is in the process of being analyzed, with a priority list of major projects in the works. Establishing project teams is ongoing and the ��Ѹ��Դ��߿�Ƭ community is invited to participate. A website has been created (www.uleth.ca/recruitment-retention) as a window into the project process. It details the intent of the initiative, how it began, how the team establishes priorities and makes recommendations, and offers a summary of all the focus groups and surveys conducted.

"This is a way to give every employee in the institution the opportunity to act with the same information in their hands," says Mirau. "We also hope the website will serve as a good feedback loop, so that people can continue to contribute to the process."

Clearwater says this is a key institutional initiative in that it has the ability to positively affect the U of L for years to come.

"If this is done right, it could be something that really puts us on the map, not only in terms of retention but also with recruitment," she says. "Students will want to come here because they'll see an institution invested in providing them with the tools for their success."

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

Town Hall Meeting will update budgetary process

trevor.kenney — Thu, 08 Oct 2009 16:51:14 +0000

As the ��Ѹ��Դ��߿�Ƭ of Lethbridge moves through its budget cycle, U of L administrators say they are moving forward with alternate budget planning and the implementation of a voluntary retirement program, among other ideas, to save money over the next two fiscal years.

"We are still waiting for a response from the government on the level of funding we hope to receive," says Karen Clearwater, associate vice-president, financial planning.
"We have been told at this time to expect only our base funding with no increases for the next two years, and that is what we have been planning for. This leaves us with approximately $147 million per year to operate the ��Ѹ��Դ��߿�Ƭ, but also an estimated $5 million in shortfalls in 2010-2011, and an additional $6 million in 2011- 2012. Although the government's Budget 2009 calls for no increases in post-secondary funding, there is still a gap in the provincial budget that needs to be dealt with. A meeting has been called with all post-secondary institution presidents and board chairs in Edmonton on Oct. 6. We hope to know more after this meeting."

Their findings, among other topics, will be presented at Friday's All Campus Town Hall Meeting, 1 p.m. in the ��Ѹ��Դ��߿�Ƭ Theatre.

"We began planning for a deficit budget since the spring, and are still in the preliminary stages of the budget which will be approved by the Board of Governors in March 2010," Clearwater adds.
"In the last Legend story (June 2009) I indicated that we had a three-stage plan. That plan involved a re-examination of our current budget, a move to find cost savings through ��Ѹ��Դ��߿�Ƭ-wide initiatives like the Voluntary Retirement Program, not filling all vacated positions and finally, after thorough review, we would move to reduce the budget shortfall by asking units to reduce their budgets through reductions to positions, programs or non-essential services."

Clearwater says she and other officials are meeting regularly with senior administrators, deans and directors to further discuss options. Meetings have been held with the AUPE and ULFA executives to make them aware of the budget situation.

In the interim, Clearwater says the U of L has introduced some operational changes and a voluntary retirement program for employees or faculty members with more than 20 years of continuous service.

"There are an estimated 200 individuals who potentially meet the eligibility requirements of this initiative," Clearwater says.
"I can't impress enough on people that we're making a real effort to find ways to operate the ��Ѹ��Դ��߿�Ƭ in a manner that doesn't affect our students, and allows as many people as possible to retain their jobs."

Voluntary retirement plan put in place

trevor.kenney — Wed, 07 Oct 2009 18:13:17 +0000

"We began planning for a deficit budget since the spring, and are still in the preliminary stages of the budget which will be approved by the Board of Governors in March 2010," Clearwater adds.
"In the last Legend story (June 2009) I indicated that we had a three-stage plan.
That plan involved a re-examination of our current budget, a move to find cost savings through ��Ѹ��Դ��߿�Ƭ-wide initiatives like the Voluntary Retirement Program, not filling all vacated positions and finally, after thorough review, we would move to reduce the budget shortfall by asking units to reduce their budgets through reductions to positions, programs or non-essential services."

In the interim, Clearwater says the U of L has introduced some operational changes and a voluntary retirement program for employees with more than 20 years of continuous service. Faculty members must qualify with a 75 factor (age plus years of continuing service).

��Ѹ��Դ��߿�Ƭ budget coping with the "perfect storm"

trevor.kenney — Tue, 16 Jun 2009 22:24:40 +0000

Faced with what ��Ѹ��Դ��߿�Ƭ of Lethbridge officials describe as a 'perfect storm' of financial challenges, members of the ��Ѹ��Դ��߿�Ƭ community are being asked to re-examine the way they do business to address a significant budget shortfall in coming years.

As described at a recent Town Hall meeting, the ��Ѹ��Դ��߿�Ƭ is currently operating within its approved budget for 2009 – 2010, which is $147.5 million and includes a six per cent operating grant increase from the Alberta government – but that money only goes to support the current fiscal year of operations while the ��Ѹ��Դ��߿�Ƭ, and other affected educational institutions across the province, formulate plans to address deficits expected in future years.

"The government has indicated that there will be no grant increases for the 2010–2011 or the 2011-2012 budget year," Karen Clearwater, associate vice-president, financial planning, says.

"We are also faced with declining investment earnings because of the changes to the national and international economy, as well as static enrolment levels and the combined effects of provincial salary settlements with our union and faculty association. These factors come together to see the ��Ѹ��Դ��߿�Ƭ facing up to $5 million budget shortfall in 2010-2011, and an additional $6 million shortfall in 2011-2012."

Clearwater says the looming question, of course, is how to deal with a deficit and maintain services to the campus community?

"Since early January of this year, we've been preparing for the next two years as part of our regular budget planning process. The Board approves a three-year 'rolling budget' so we know in advance if there are any challenges facing us.

"In this case, the challenge is very large, and even with one year of advance notice it puts a real sense of urgency to our next two years of budgeting."

The ��Ѹ��Դ��߿�Ƭ is required by law to present a balanced budget, so over the next two years budget reductions are expected to be 4.3 per cent and 5.6 per cent. Over the past few months Clearwater says ��Ѹ��Դ��߿�Ƭ officials have been meeting with executives of AUPE, the Faculty Association and other employee groups on campus to inform them of the challenges and to provide information to share with their front-line employees.

"Those meetings are continuing, and meetings such as the Town Hall are designed to encourage people to learn more about how this budget process works, and to offer us any suggestions they can think of as to how we can do business differently, and where we can achieve cost savings or revenue generation," Clearwater explains.

Clearwater says the Board of Governors has requested preliminary budget scenarios prepared for September 2009, at which time they will be assessed.

"Just because we've asked for a reduction in a particular area doesn't mean we'll make it if there is some adverse affect to the operation of the ��Ѹ��Դ��߿�Ƭ or our services to students," Clearwater says.

"We will continue to invest in strategic areas that support our sustainability and student population and we have a three-stage plan that we are working with to bring some consistency to this process. First of all, we are asking all units to create their own three-year budget plans, with these reductions factored in, so all our planning is consistent with the request brought to us by the Board of Governors. Secondly, we move into to what we are referring to as 'university mitigation'. That means position reductions through retirements, attrition or not filling vacancies, and realizing savings and revenue generation from university-wide ideas. Finally, we would move to reduce the budget shortfall – and after a thorough review – by asking units to reduce their budgets through reductions to positions, programs or non-essential services."

Clearwater reinforced the concept of asking for input from all areas of the university community as a way to examine not just the numbers, but the process by which the ��Ѹ��Դ��߿�Ƭ spends money and generates revenue.

"We know that information flows in many different directions on campus, and we are very interested in hearing from people at all levels of the university community. When you have a situation forced on you by circumstances that are out of your control, it makes people think differently. We all have a lot at stake here, and we all want to ensure that the ��Ѹ��Դ��߿�Ƭ can be a sustainable place for not only our students but our employees."

People with ideas can submit them to Karen Clearwater directly through interoffice mail (anonymous submissions are welcome) or e-mail at clearwaterk@uleth.ca.

UNews - Karen Clearwater

A clear focus on students

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