President's Town Hall – July 15, 2020

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President's Town Hall – July 15, 2020

i’ll give you a note when we’re ready yeah okay now you can go ahead good morning everyone and welcome uh to our third town hall my name is bill flanagan and i’m the president of the university of alberta and i’m really delighted to welcome you to this town hall we’ve had quite a bit of success in generating a great deal of interest in our university of alberta for tomorrow well over 2000 people have participated in each of the first town halls and in our second town hall we use thought exchange and over a thousand people participated during the second town hall and in the thought exchange that has been open for the past week we’ve had an additional thousand people share their thoughts and so we will also be using thought exchange today to generate a debate and exchange and to learn more about what everyone’s top thoughts are and get their feedback today what we’re going to be focusing on is the second part of the university of alberta for tomorrow proposal and that is the administrative restructuring piece and so for the first 15 minutes or so vice president finance and administration gita koseki will be giving her presentation on the service excellence transformation known as set and as i mentioned we will be using thought exchange after this presentation to generate your questions and your thoughts and then guido will have an opportunity to respond and likewise i’ll be online and respond as best we can and one of the key thoughts that we have of course has been shared with us over the past week is that the staff are really interested in further opportunities to engage with this service excellence transformation and so one of the things that gita will be proposing as a staff advisory group to really enhance staff engagement in this process and gita will provide a few more details about this proposal and then we will play the presentation and then open thought exchange the thought exchange will be open for about seven minutes to provide everyone with an opportunity to engage very easy to do we welcome your participation it’s entirely confidential and so i look forward to your comments and our exchange today and without any further ado i turn it over to you gita thank you thank you very much bill and good morning everybody um i’m very happy to be with you this morning as bill mentioned we certainly saw a lot of feedback last week about staff being keen to participate and i thought before we get into some of the details of set i would speak to how we see staff being engaged in our service excellence transformation and there’s actually quite a number of ways for that um we were at the very early stages as bill said of establishing a staff advisory group with staff representatives from faculties and staff representatives from academic support units to create a forum for communications and stay tuned for more information to come on that we’re still work sorting that out town halls like today’s will be part of our future the thought exchange provides an ability to weigh in on questions or submit ideas and opinions the set program office has started to run workshops with faculties and portfolios to understand their current state and challenges and to solicit their thoughts on operating models and as we get into examining particular processes for example human resource processes or finance processes we will be establishing user groups including frontline staff who perform that work we need their expertise and insights and then as we start to make changes we’ll be doing quick regular pulse surveys of employees to receive quick feedback on how we’re doing that will help us to know what we need to respond to and so with that it’s kind of an overview of the many ways that staff will be engaged in set and i think we’ll now have the video played good morning everyone today we’re going to talk about the administrative transformation the service excellence transformation program first of all the university of alberta respectfully acknowledges that we are situated on treaty 6 territory traditional lands of first nations and metis people the university of alberta is embarking on a new period of transformation there are two components of u of a for tomorrow the academic restructuring which was the subject of the town hall last week and service excellence transformation otherwise referred to as set these two initiatives

work in parallel with one another the academic restructuring working group will focus on proposing changes to the academic structure of the university set will focus on transforming our institutional business processes so the purpose of today’s town hall session is to introduce the service excellence transformation initiative over recent weeks our public discussion has focused on the academic restructuring quite understandably so today we’re pleased to introduce the set initiative we will talk about the timelines associated what our next steps are and as we did last week we will engage in conversation using thought exchange so today we hope to see a shared call to action with an opportunity to begin today our engagement process and the official launch of the service excellence transformation or set initiative this is one of the slides from president flanagan’s town hall on june 2nd it reminds us of why we are doing this with systemic reform we can address the current funding crisis and enhance delivery on our vision and our mission let’s review the financial situation facing us looking at the impact of estimated tuition increases with projected grand cuts over the next two years we are looking at a net reduction of at least 127 million dollars over the next three years we know that there were staff reductions in 2019-20 and we know there are staff reductions occurring in the current year without changing how the work is done this creates an unsustainable load for remaining staff with potential negative impacts on teaching and research we face a number of risks the risk that the quality of our student experience will decline the risk of reduced ability to attract and retain top students and faculty and the risk of a drop in international rankings without taking transformative action we will see a diminished university with a significantly reduced ability to contribute to economic growth and to advancement of the public good in alberta and beyond we have an opportunity we can turn this challenge into a strategic transformation let’s look at the picture five years from now the u of a will be better placed to deliver on our vision and mission we’ll make even greater contributions to the public good our rank within a top 100 global university is secured we will see ever stronger community engagement driving economic growth innovation and creativity in alberta and beyond by 2022 the u of a has transformed its organizational and academic structures realizing over 120 million dollars in savings we have a streamlined senior academic team of deans in place prepared to distinguish u of a as a global leader in innovation and entrepreneurship in higher education academic restructuring is complete and able to drive an unprecedented level of interdisciplinary teaching and research programs with streamlined and more efficient delivery of services staff are better equipped than ever to help advance the university’s mission with heightened levels of staff engagement and satisfaction rationalized and as appropriate centralized services providing enhanced and better coordinated student services contributing to improved student experience and the u of a is poised to launch an ambitious program of new revenue generation expanding existing programs

and developing new ones that are highly responsive to student and employer demand our vision in 2025 making the most of positive demographic trends and leading alberta’s growing participation rate u of a has expanded enrollment to over 50 000 students including cutting-edge online programs reaching students around the world with major new investments in student programming u of a is a global leader in technology enhanced teaching and learning with a dramatically expanded range of work integrated learning opportunities the u of a’s research impact and community engagement has never been greater advancing economic growth and the public good in alberta and beyond u of a has secured its rank within the top 100 global universities with an unprecedented ability to attract and retain talented students and faculty from around the world with new revenue streams u of a has dramatically reduced dependence on government grants from almost 60 percent of operating revenue in 2017-18 to less than 40 percent in 2024-25 this is a chart that provost stephen do shared with us last week at the town hall the two pieces of u of a for tomorrow are separate but related the academic restructuring creates economies of scale and the opportunities for reset of the support model including standardization of roles and processes and a reduction in the number of players to coordinate set service excellence transformation exploits economies of scale by implementing a new operating model to simplify workflows automate processes reduce bureaucracy find efficiencies and importantly improve quality of service the coordination between the two initiatives is essential and the processes themselves are highly complementary so the set program is focused on examining business support functions no matter where they are done in the university centrally or in the faculties redesigning services with a focus on achieving economies of scale and specialization redesigning procurement practices including consolidation of suppliers and implementation of a strategic procurement framework and finally reviewing our current approach to space and facilities the transformation will be comprehensive everyone must be involved all administrative functions and all faculties must play a part the focus needs to be on end-to-end transformation of administrative processes the implementation must be high paced given the speed at which our reductions are being implemented by the government of alberta with dedicated internal resources and external support to help us move quickly and correctly our governance structure supports the set program to deliver there is a steering committee established of senior university leaders i serve as the chair of the set steering committee and i’m joined by provost steve dew and vice president andrew sharman who’s responsible for our facilities and operations we have three deans providing their wise counsel jennifer tupper dean of the faculty of education bob hanel dean of the faculty of rehabilitation and fraser forbes the dean of our faculty of engineering we also have melissa patfield our vice provost and university registrar and wayne patterson our vice provost and associate vice president for human resources we will report through to peck

s the president’s executive committee strategic on academic restructuring general faculty’s council will have an integral role on set we will provide regular updates to gfc the set program has five implementation priorities the program starts quickly to look at what are the near-term opportunities to simplify processes and improve service experience while we are undertaking detailed operating and organizational design work we want to work with leaders and staff to solve for the problems that exist and build solutions collaboratively that sets the university up for long-term success we are establishing a robust change management and consultation strategy led by the set program office to ensure the approach is transparent and sustainable the program office and leadership will communicate successes frequently openly addressing known challenges and be inclusive in creating a space for meaningful engagement throughout the process the transformation process will be regularly evaluated against criter a grade criteria and clear metrics we are working within the collective agreements that we have with all of our associations and we’ll of course respect them work has already begun we’ve established the set steering committee as you saw a few slides ago we’ve recruited the set program office led by executive lead rob monroe we’ve recruited the program office internally through secondments we have great people and we’re engaging them to take on this transformation we’ve agreed on the approach and time frames for delivery i’d like to now introduce rob monroe the executive lead for the set initiative and he’ll speak to the work underway and what’s next rob over to you thank you gita my name is rob monroe and i’m the executive lead of the sep program i’ve been with the university for 11 years previously in the risk management service portfolio and i’m very excited with this new challenge i wanted to take this opportunity now to talk about what we are doing currently what is planned into the future and how we can engage people in their university community going forward currently what we’re doing is we’re collecting data from all of the different faculties and central units to understand their current state and their current challenges and we take the opportunity to discuss the future operating models we’re also taking this opportunity to collect ideas for rapid process improvements to increase our efficiency and effectiveness in an immediate basis third thing we’re doing is engaging external support to review both our current procurement processes and our facilities and space challenges so now i want to discuss what we’ve completed up to now and what we plan to do going forward for the remainder of the year so as gita mentioned in may and june we did establish the set steering committee office and the program office in july and september we are engaging with all the faculties and units and discussing their current state and potential operating models with that information in august and december we will plan to implement new process improvements as sponsored by the deans and adps and in september and october we will start to develop our new operating model and we’ll have great discussions around the university on what that model will look like we need to land on that new model by october and december and at that point in time we start implementation of the new model we need everyone to be part of this transformation we plan to have town halls going forward and have open and honest dialogue and have opportunities to discuss and engage through this process we will make sure that our university website is updated and has responses to frequently asked questions the set program team is available and will run virtual workshops with leaders and staff throughout the entire university we plan to have regular surveys of staffs and students to know what their experience has been through this process and again give them a voice to engage with the transformation program lastly we do not make these changes of

this magnitude easily we do not discount the anxiety that these changes produce and we will keep that in front of mind moving forward thank you well thank you rob and gita and now we’re going to be opening the thought exchange where you can register your thoughts and questions and then gita and rob and i and steve do is also on the line are available to answer questions and share thoughts it was very successful the last time we used it in the last town hall so i’d encourage everyone to participate it’s very easy to participate in the thought exchange there’s a link now at the bottom of your screen all you need to do is refresh your screen and the link is live and you can click on that link and you’ll immediately be brought into thought exchange where it’s very easy to enter your thoughts and and then rate the thoughts of others your participation is entirely confidential and so you can share your thoughts freely and we welcome of course your feedback certainly one of the things that we have heard very clearly in the feedback to date is that the staff want active means to engage in this process of transformation and as gita mentioned we will be setting up a staff advisory group and we’ll be thinking very carefully about how we can continue that engagement i can tell you i know very well that what we’re proposing here and the scale of the change is very large and there’s a good and i certainly understand that there’s a level of concern within the university community about the scale of this change and what it might mean for the community and i know that this process will not succeed unless we engage our staff and really all members of the university community as much as we can and of course with the confines of covid we’re restricted in our ability to get together in person but i am hoping that some of these town halls and other methods that we’re exploring to further engagement including thought exchange will help us get that engagement that is so important to the success of this initiative so i’ll now we’ll just give you a pause for seven minutes to allow people to participate in the thought exchange and then we will be returning in seven minutes and and gita and rob and i and will have an opportunity to engage with you and i look very forward to hearing your thoughts and your questions and and thank you for your participation

well thank you everyone we’ve been getting some great feedback we have over 900 participants in the thought exchange who have shared over 500 thoughts and with the magic of thought exchange and the use of ai all you need to do is rate about 30 of those thoughts and then we have a representative sample of the top thoughts of all 900 of you who are participating and so now ageeda is going to share some of these top thoughts and and you can all of course see these top thoughts on your own screen and uh we’ll have an opportunity to

to respond to some of your questions and thoughts and and some of this of course we will want to take back and reflect on further uh this thursday for example steve do and i will be publishing a blog post that will really dig deeply into some of the the great feedback that we got from the previous town hall on academic restructuring and we intend to do the same with administrative restructuring uh so we won’t necessarily have answers to all of your questions today but uh we’re certainly keen to engage so gita over to you gita and and um and rob all right thank you so i need a little assistance it’s disabled participant screen sharing so uh little assistance to get us rolling oh you should have it now go ahead yeah go ahead all right all right hopefully everybody can see that now so let’s look at some of the top thoughts that we’re getting so support staff will bear the brunt of the cuts and result in resulting increased workloads how do you plan to support these workers and keep the staff engaged yes that’s a really good question and we’re certainly dealing with a very challenging time when we consider our budget reductions and the impacts of covid and then the uh this restructuring comes as an additional pressure i appreciate that so i talked to before we started the video about how we would engage staff um and i think that my encouragement is that you staff take those opportunities to get engaged it and we certainly will keep up a regular information flow in terms of of what we’ll be uh sharing with staff as we do as we move on this information is very general but doesn’t give any idea of the operating models that you are considering last week we saw some examples of what you had in mind so let me talk a little bit about what the operating models are and to say a little bit about it’s not one size fits all so what does this mean for example for transactional kinds of activities uh payroll um accounts receivable paying bills those kinds of things it probably will make sense that we focus those transactional kinds of activities together and do that centrally however there’s other kinds of functions financial budgeting uh human resource advice that needs to be close to the deans for instance or close to the leadership across the organization so it is not it’s not a one size fits all and it’s not even a one size fits all for all of an area for example human resources there will be pieces of that transactional that we may choose to bundle together there’ll be pieces of that that we want to keep in a fairly decentralized manner but coordinated so we haven’t made those decisions yet um because of course we need a lot of information and that’s where rob spoke to wanting to meet with faculties and with academic support units as they talk through what the model is now what the challenges are so we have lots more work to do before we come to any conclusions concerns that the cuts will be made but processes will not be redesigned so that the work will be overwhelming and less clear for continuing staff well that’s perhaps a bit of the situation that we find ourselves in today we are a very decentralized organization and so as we’ve made budget reductions we’ve had to distribute those across faculties and academic support units so each leader of course making the very best decisions they can no doubt have had to make choices about how they will change their their their services their costs so that they can live within a reduced budget envelope and so you get a little bit of

what’s been described as a bit of a swiss cheese approach where people take different measures and so that’s why this transformation is so uh important because we have to redesign the work so that the work is not overwhelming and so that we can make it clear and easier and less bureaucratic for a continuing staff and gita just before you proceed i think you’re missing some of the top thoughts by be easier to go just to if you go back to the top of your page there the quotation mark and just click on quick results just in the far top left corner i don’t see that yeah right there and then go to uh quick results here is easiest yes okay and just scroll down that and you’ll get the top thoughts okay thank you hi everyone we’re we’re still learning how to how to maneuver thought exchange well and i have a bit of an extra challenge my technology failed on me so thank you for bearing with me um what if any are the plans for restructuring of upper level management positions why is it just staff positions being examined um i think maybe i’ll i’ll start on that and bill may want to comment as well we we are saying that everything is open to re-examination and and bill maybe this is a spot where you want to add some comments yeah sure i’m happy to speak to this and this was a very important feedback that we received in the previous town hall as well and that is people want to see leadership by example and that means that we also have to look at the president’s office and the vp portfolios and consider how we could restructure them in order to make them more efficient and reduce cost so i just want to assure you that that is underway that i we have heard that feedback i think it’s very meaningful feedback as i mentioned earlier we need to lead by example i certainly intend to do so and we’ll have some announcements uh shortly along those in that regard i just want to let everyone know that that is feedback that is very meaningful it’s powerful it’s important and again i think it demonstrates the the uh kind of the remarkable utility of thought exchange because people have really been able to share their thoughts and their top thoughts and we’re listening and we’re taking that into account as we proceed how many support staff jobs are you anticipating to cut well let me talk in in general terms about what we’ve seen in our budget so in 2019-20 we had 400 uh positions fewer as we closed that year the majority were support staff although there were other positions retirements or attrition that where we could leave those jobs uh vacant and that formed a part of it but that was 400 last year our budget document which is also publicly available has identified that based on the grant reductions where we have in place right now that we would see another 635 approximately position reductions in the current year that could be through again retirements we have about uh about 150 retirements a year so a number of those could be retirements uh could be attrition and some unfortunately will be um displacements of people in active roles um and job security i mean i appreciate that it’s a difficult economic climate and uh and and so we understand the anxiety our unit has been working for the past few years at getting more efficient we are working flat out already with reduced staff yes i understand that and i think that’s why it’s time for us to take a holistic look at our processes and really look at changing them fairly significantly looking at leveraging technology looking at how do we make the processes simpler with fewer steps how do we have less signatures required or whatever and those are big factor big process redesigns which is why we need to take this on in a fairly holistic transformational manner we saw a glimpse of faculty restructure what will the admin restructure look like now i

spoke to that one earlier and the answer is we don’t know it depends on what aspects of administrative roles and functions we’re talking about in all probability if where we end up is like what what’s been seen in australia new zealand and the uk who are a few years ahead of us in terms of looking at administrative transformation we’ll likely see transactional kinds of activities more centrally grouped and then other kinds of roles where we keep them out distributed because that’s where the roles need to be um which services on campus have been identified as needing to be amalgamated in particular it’s not it’s not it’s not amalgamation so let me let me talk about a particular process let’s take expense reimbursement right now that happens in every faculty and in every unit across this organization what if we could do this more effectively and and less costly if we grouped that transaction together and did that on a centralized basis so it’s not so much a service as it is looking at individual administrative functions and how we best deliver those to the campus environment details of sets plan to restructure the administration were not given more specifics were given about academic restructuring last week well we so we gave it on on a very high level let me talk a little bit more about this we we’ve established a program office and under that program office we have several streams of work the first is our first phase of our administrative work where we’re looking at how the work should be structured how it is structured how it should be structured across the organization then we will start to deal with more particular processes so looking at all the processes within human resources or within finance or the administrative processes within research the administrative process is associated with student services and then the other bucket of activities like communication and we’ll go through each one as we look at the functions underneath and examine them in more detail as to how can we make them better how can we make it less bureaucratic how can we do it more efficiently we also have a stream of work that we’re looking at procurement how do we procure our goods most effectively and to the extent we can maximize our savings there obviously that’s a really good thing because it it is not a staff that we’re talking about there it’s actually how do we procure our goods um and and utilize them the most efficiently and then the final stream is about our facilities and and looking at what is possible there in terms of again making making efficiencies i just might jump in here because this is also some great feedback that we got last week and a number of you have said well it’s a black box we don’t know exactly what is being proposed yet so it’s difficult to comment either in the context of academic restructuring or administrative restructuring and it’s just important to emphasize that we’re very much at the early stage of this process of of the university of alberta for tomorrow and of course it’s very important that we engage early on with the university community and get your feedback and and have that engagement before we’re proposing some very concrete ideas about academic and administrative restructuring so i can understand that there’s some frustration out there that people are saying well we’re not really clear what you’re proposing yet and of course what we’re trying to do here is engage and get feedback as we develop these proposals and of course as indicated earlier in the process of consultation will continue uh the proposals will certainly become more concrete that will be concrete proposals about options for academic restructuring and likewise gita and our team will be presenting very concrete proposals around academic restructuring or sorry administrative restructuring and but we will continue that process of consultation but i just wanted to say we hear there’s some frustration out there uh among the university community about the the concrete proposal they want to see and that certainly will be coming but we want your engagement as we develop those proposals thank you bill in fact just let’s bear in mind that the work of the set program office really only got

started in june and we’re in july so we have a lot of work to do and it’s only through the course of time and work and discussion and consultation that we will have some of those proposals so so please get engaged as we work through the next few months steering committee membership the set steering committee is missing a member of the support staff group this actually the steering committee was intentionally set to be a small group of senior leaders in the organization as their mandate is to direct and steer this set initiative as i outlined earlier on we will have many other mechanisms for engaging staff as we work through this um i addressed the the processes the redesign of processes a bit earlier where do you expect to get the new revenues uh streams from i see no concrete plans for revenue generation other than through the cuts and yes i think the the we talked about that at president flanagan’s town hall on june the second um yeah you like i can just chime in here and give you a little bit of a break in terms of new revenue streams as i indicated in the first town hall i think there’s great potential for the university going forward uh one the most uh the most remarkable one is the the demographics that is the number of students who will be graduating from alberta high schools are projected to increase by up to 25 over the next five years so as you know the university of alberta has always played a key role in providing opportunities for these high school graduates to benefit from the learning experience that we’re able to offer here at the university of alberta so i think there’s great potential to increase our enrollment should we decide to do so expand existing programs there’s also great potential to develop new programs and explore the potential of online programs micro credentials things that are highly responsive to student and employer demand so i see a very bright future in terms of new programs new new new enrollment opportunities that have could of course significantly expand our revenue base and i know the government of alberta is also very supportive of us doing this and of course the the reputation of the university our teaching and research excellence is so deep the opportunities are tremendous and of course with an expanded revenue base where there’s so much more that we could do in terms of reinvesting in our core mission of teaching and research what we’re trying to do with the university of alberta for tomorrow is really developing an academic and administrative system that is streamlined maximally efficiency that reduces the the amount of our cost in our academic and administrative structures so that we can continue to invest as much as we can in our core mission of teaching and research and so i think with this academic and administrative restructuring process the idea is to stabilize the university’s financial position as quickly as we can as we know that the cuts that we’re facing right now have been really a dramatic impact on the university community and i know the staff is feeling this particularly deeply what we’re trying to do with the administrative restructuring is to reduce the impact of those cuts to find the efficiencies and as i’d indicated earlier in the town hall what we cannot expect our staff to do is sustain cuts of this nature with the staff reductions that are already underway as a result of these cuts and expect our staff to continue to perform the same amount of work in the same way with a thousand fewer stuff it’s simply unsustainable it’s an unfair burden it we cannot expect that of our staff instead what we need to do is think very deeply as he has talked about is how we structure work on campus how we can do this in a way that is most efficient i know the staff are working extremely hard under challenging circumstances this is certainly not about keeping more work on the upon our staff instead it’s a way of thinking in a very systemic way about how we can best structure academic services to reduce the burden on our staff to make our services more efficient and indeed to improve the quality of our services stabilize the financial position of the university and then use that as an opportunity to seize on these opportunities for growth in the future which will lead to new revenue streams that will continue to enable us to invest in our core mission of teaching and research so back to you gita thank you so that i just refreshed and have gone to look at the list and uh just to see what other questions are there how many administrative jobs will be eliminated with the set initiative um i spoke to this a bit early let me

explain this a bit more um what we know is we’ve got our budget for 2021 where we’ve estimated a total number of role reductions of 635. so what we’re looking at in terms of of the set initiative is how do we redesign the work so that yes we can do it more efficiently but as bill just mentioned how do we then restructure the work so that we’re not trying to do the same work in the same way with a lot fewer staff what if any on the management positions um actually the president already spoke to that uh the services on campus we’ve already talked about that uh will the reduction in the number of vice presidents such as combining advancement in university relations be considered bill maybe you want to chime in here yes as i said earlier we’re actively engaged in looking at the vp portfolios and how we can drive savings within the leadership team i don’t have anything to announce today but i will have something to announce fairly shortly thank you i’m concerned that the decision makers the deans the vice presidents the academics in general do not know the process is on the ground well enough to make decisions and so um yes that’s certainly true and that’s why we’re talking about as we get into looking at processes we want to create user groups where we will have people who that that’s the job they do because we need to know from those who who are our local experts at it um and so that will be part of our plan like the academic restructuring committee the set committee really lacks representation from important portfolios um well and i guess that’s why the engagement process is as extensive as what i had identified and so you know both the town halls the user groups the working sessions a staff advisory group the pulse surveys where we get quick feedback on changes we’re making and how that’s going all of that is around the input that we’re looking to make we’re drowning oops we are drowning in processes and approval processes we need to reassess these as part of the restructuring to be more efficient absolutely right we have some times where we need five or six approvals on something or many steps more than what is required so that is a key deliverable of what we want to achieve in the set initiative is to streamline our pro number of points in our process what approval is and is not required really to make the organization less less bureaucratic in fact how are you going to handle people with specialist knowledge of faculty specific programs well we’ll need to work through that i mean that’s why the uh the engagement needs to extend out to each faculty and each academic support unit that’s what our program office is working on right now they’re doing workshops starting to do workshops with every single faculty and every single unit to understand what’s going on and make sure we have a clear understanding uh before we make any kinds of of decisions you will be collecting data to understand current challenges will that data be shared broadly yes at a summarized level of course um you know we will want to share the information of what we’ve learned and convey that as we start to talk about what the options are and again in terms of redesigning our processes and the step in our process it’s a holistic review we’re taking so it’s um it’s not looking at just the support functions and the management roles it’s saying how do we look at whatever the function is and make that the most efficient it can be where we have no more control points than what we what we need to have i think gita we’ve reached the end of all of the top thoughts and that’s been some great feedback and i want to thank all of you for your participation today

we’re also going to be having a second thought exchange that will open shortly after today’s town hall and this will be open for a week so it’ll be provide you with an opportunity to provide us with feedback on this town hall feedback on what you’ve heard and our responses to continue that process of engagement and the last week’s town hall we had well over a thousand participants and we commit to engaging deeply and in a meaningful way with your feedback because as i’ve indicated earlier the process we’re undertaking the university of alberta for tomorrow it cannot succeed without a very deep and meaningful level of community engagement throughout the university and so we very much look forward to that ongoing consultation and uh engagement with all of you and so i think without um i think that pretty much wraps up what we wanted to do today and so we might end just a little bit early but i we just want to thank everyone again for participating in today’s town hall and we had well over i think almost a thousand participants on the thought exchange i’m not quite sure how many we’re viewing it online uh probably about 2 000 and we will continue this and and indeed if you have any other suggestions about how we can engage more deeply with the community in this consultation process please feel please share that with us all of these updates will be provided on a very regular basis on our university of alberta for tomorrow website there’ll be regular blog posts from myself and steve do the provost and gita our vp finance i look forward to continuing to work with all of you i think this process of transformation holds great potential for the university that we can take our the current financial challenges facing the university and turn it into a strategic opportunity so thanks again everyone for participating today and i look forward to our ongoing consultations thank you