Performance

The performance of the university rests with the performance of its people, and yet everyone is working against a backdrop of continuing budget realignments. The 2012/13 year will be the fifth straight year of realignment to get the budget under control, with the total realignment over that time now totaling $34M.

Over the past four years we have had to break out of the flat-lined enrolment pattern that set in after the double cohort, as well as start to change the image and reputation of the university. Faculty and staff have accomplished an extraordinary amount in spite of the attrition in numbers, but the reality is that the university will need to continue to find ways to maximize efficiencies if we want it to continue to enhance our performance. There is a need to assess the core business models that underpin our delivery of services and programs.

1. Do everything possible to continue to recognize and celebrate the achievements and successes of faculty and staff
    
2. Continue efforts to support the senior administration team, who comprise a group of highly competent and dedicated people working exceptionally hard in an environment of constrained resources, and who are helping to enable many of the goals and objectives I have set for myself
    
3. Continue discussions with all employee groups about the possibility of affordable one-time retirement incentives, something that is becoming more pressing as the proportion of older workers increases
    
4. Begin to include in on-going communications direct dialogue about the need for faculty and staff to be thinking now about how to deliver services and programs in new ways that continue to enhance efficiency
    
5. Meet quarterly with union executives with the purpose of ensuring that there is good dialogue about the challenges and opportunities we face, and to give them the opportunity to voice concerns