President’s Year-End Report
It has always been my practice to provide the university community with a year-end report, which first, reminds everyone of the progress we have made over the last year, and second, provides a context for the coming year. The details of the following report are, in large measure, the same as I provided to the Board of Governors at its meeting at the end of May.
No one would question that the past year has been extraordinary by any standard, although nothing, of course, can top how on September 1, 2008 Kwantlen formally became a new university. These kinds of events come only once in a career, and certainly I felt privileged to have been Kwantlen’s President when it went through this change. I had much the same feeling when Kwantlen celebrated its first Convocation as a university in October, and we were honored to install Arvinder Bubber as Kwantlen’s first Chancellor. These were two singular events, which signaled the beginning of a profound cultural change in the institution, and one that will continue indefinitely in the future. Also worthy of mention is achieving AUCC membership, which was awarded to Kwantlen in November. The report of the external reviewers was laudatory, praising as it did Kwantlen’s growth and development over the last five years. And, more recently, Kwantlen was awarded DQAB exemption, which will substantially expedite degree-approval at Kwantlen, and which underlines the quality of our current programs and the legitimacy of our internal governance processes.
Underpinning much of our thinking over the last year has been what kind of university Kwantlen should be. With its roots in the college system and a long and very successful period as a university college, Kwantlen must be a different kind of university, defining comprehensiveness in a very different way. In many other jurisdictions, colleges, technical institutes, and universities exist as solitudes, having little to do with one another. That Kwantlen as a university incorporates all three of these institutions suggests a new kind of complexity on a whole range of fronts—government relations, programming, governance, collective bargaining, administration, funding, and mandate.
The list is a substantial one, and it is not at all inaccurate to say that Kwantlen is moving on all these fronts at the same time, which puts enormous demands and strains on the people who teach and work here. But it is also exhilarating work, and I hope each day brings a sense of achievement and satisfaction for everyone. As we move forward, we must look for best practices, and in this regard I believe we need to look no further than the United Kingdom where its polytechnics were transformed into universities, but maintained their unique polytechnic mandate.
When we talk about cultural change, collegiality and collegial decision making must be primary elements. One of the most important challenges for Kwantlen over the next several years is to ensure that this collegiality is something in which everyone participates and from which everyone benefits. Senate and the various Faculty Councils must remain the primary bodies responsible for academic decision making in the University, and for assuring the academic integrity of the institution. Much work was completed prior to the change of status from university college to university, so that the transition to Senate governance was a relatively straightforward exercise, although this does not diminish the incredible amount of work that was required to operationalize Senate, and which continues in the case of each Faculty’s Academic Council. The Board of Governors is involved in its own discussion of institutional governance, which for Kwantlen is a slightly more complicated undertaking because there is a clear sense of shared governance in the University’s enabling legislation. How this works practically remains to be worked out.
There is no question that we are engaged with the transformation of Kwantlen into a university, and that in this regard it must have the basic building blocks of any other university. This is both necessary and important, not only for faculty, staff, and students, but also for the institution’s reputation and competitiveness as a Canadian university. Simply put, if Kwantlen calls itself a university, it must look and behave like one. But we also have a commitment to retain our traditional college as well as trades and technical school mandate which is so important to our role as a regional institution serving the needs of the South Fraser. It must remain a cornerstone of the institution.
Kwantlen’s commitment to being a teaching institution, and to providing an outstanding learning experience for its students must remain at the forefront of our planning. This does not, however, mitigate the institution’s commitment to knowledge creation. Our challenge will be to define research and scholarship in a way that has meaning for all faculty, as we accept that no university is in the business of derivative learning and that research and scholarship at Kwantlen must first and foremost inform our teaching. What is passed on to our students must be relevant and current, and this can only occur if faculty are themselves involved in the continuing exercise of learning.
Kwantlen has an enormous opportunity to create a new and different kind of university, and in this regard I have spoken at length about the need for Kwantlen to define its own mission and mandate. I am pleased that we released on time to the Kwantlen community a draft of this document. It is important that we get community input into this process, and I encourage everyone to take advantage of the various ways the Task Force has provided to acquire this input. We have established a special webpage where anyone can comment on the current draft of Mission and Mandate.
We worked to change the budget process this year, and I believe were for the most part successful. Certainly there is always room for improvement, and we have received much useful advice about how things might be changed for the coming year. I remain committed to broad consultation and transparency in the budget process. While we set the budget for this year and it was approved by the Board several months ago, we are aware that circumstances change. We are therefore introducing a mid-year budget review in October to determine any adjustments that need to be made. By that time, we will know our enrolment numbers with reasonable certainty. It should be noted that enrolments are tracking substantially ahead of last year at this time, and applications continue to run about 14% ahead of last year.
Government relations must remain high on our list of concerns, and I am pleased that the current relationship between the new universities and the Government, and in particular the Ministry of Advanced Education and Labour Market Development, remains an exceedingly positive one. The new universities have been working together to develop a “system” mandate that distinguishes the new universities from the established ones, and this document has been reviewed with both the Minister and with senior Ministry officials. We also, of course, have a new Minister, the Honorable Moira Stilwell, who is a distinguished medical practitioner.
We have officially established the British Columbia Association of Institutes and Universities (BCAIU) to represent the interests of the universities not included in the British Columbia Research Universities group. At present, its members include Kwantlen, the University of the Fraser Valley, Vancouver Island University, Capilano University, Emily Carr University, and BCIT. This development has been encouraged by Government as a way of enhancing university-government dialogue. Robert Buchan, who is currently the Vice-President (External) at UFV, will serve in a part-time capacity as Director of our new organization, with the expectation that we shall appoint a fulltime Director for January, 2010.
Program development is another important priority for Kwantlen, and to this end the Faculties are working hard to bring on stream new degree and diploma programs, some as early as September, 2009. Most, however, are intended for September 2010, although we must have some clarity concerning these programs by Fall 2009 to ensure that they figure prominently in the institution’s recruitment efforts which begin in the Fall. As well, the University needs to look outside of its current Faculties for possible new programs consistent with Kwantlen’s polytechnic status. Engineering, Architecture, Social Work, Education, and the Allied Health Sciences come to mind.
Other issues, however, loom large. Notable among these pertains to how our students interact with the institution from initial contact as a potential student through to the point they graduate and become a member of our alumni. We have made a number of administrative changes to encourage greater cooperation among the various units involved in the business of recruitment and retention. This is an ongoing exercise, and I remain concerned about duplication of service in the institution. As well, we must encourage a climate of customer service. While students are certainly not customers, we must recognize the commitment of money and energy required to pursue post-secondary education, and ensure that the interaction of students with the University is of the highest order.
A major challenge for Kwantlen is that it operates from four campuses, with all the practical difficulties involved when faculty, staff, and students have to move from campus to campus. I know there has been conjecture about campus rationalization, and certainly Kwantlen needs to examine where it offers its programs in the context of what makes most sense academically and for our students. I wish, however, to assure everyone that there have been no formal discussions in this regard, and should we begin this exercise, it will be a broadly consultative one.
Facilities Management is exceedingly busy at present, and renovations and new construction continue apace. I encourage everyone to consult the Facilities Management website in a couple of weeks, where there will be a comprehensive list of pending moves once everything is finalized. In this connection, the Deans have agreed to the following principles concerning renovations and campus development: 1. to create departmental, and where possible, Faculty identities through proximity of offices, classrooms, and specialized space, to focus highly accessible office and classroom space on our academic mandate. In particular, the second and third floors of our key buildings should support the delivery of academic programs. 2. Support functions which have a high volume of student or community contact should be located on the ground floor, and 3. It is recognized that this is merely the first phase of space planning, and that key elements (including Building E of the Surrey Campus) and space arising from the relocation of administrative functions to the Langley campus) will need to be addressed in a subsequent round of discussions. Further to these principles, the Deans have also prepared a detailed plan for renovations to which President’s Group has agreed.
Our Langley campus was designated as an early priority, and it will continue to be so until we have firmly established its role in the Langley community. In addition to moving Kwantlen’s administrative offices to Langley, we have recommitted to academic programming on the Langley campus and to making the Langley campus into one that better serves its community. A key element of this recommitment is to establish administrative offices for Continuing Education on the Langley campus. The new research facility for the Institute of Sustainable Horticulture at Langley is virtually complete, and signals a new stage in Kwantlen’s development as a university, representing as it does Kwantlen’s first foray into major scientific research. I wish, as well, to congratulate Dr. Gira Bhatt and her colleagues for their success in receiving a Community University Research Alliance Grant (CURA) of a million dollars to investigate the causes of gang violence. Very few of these awards are made each year, and Kwantlen’s success is another signal of its coming of age.
The completion of various capital projects on the Surrey campus has improved the quality of life for everyone, and especially students. We shall continue with construction of additional academic pods in Surrey Main, as well as completion of the Coast Capital Library. The Cloverdale campus continues to be a jewel in the University’s crown, although it is, in my view, underutilized, as, in fact, are all our campuses during off hours. We intend, as part of an enhanced Continuing Education operation, to establish an Office of Conference Services, which will enable us to provide facilities and services to the larger university community and to generate revenue as a result.
Finally, we need to turn our attention to the Richmond campus, which has remained virtually unchanged since it opened its doors in the early 1990s. We know that there is substantial potential for growth in our Faculty of Design and Communications, which is currently being inhibited by lack of space. How Richmond expands over the next few years is currently an open question, although the University is at present looking at the possibility of leased space close to the Richmond campus. One final small point looms large for me personally: that our campuses are for the most part closed on the weekends hardly enhances our reputation as a community institution, although I am pleased that we were able to extend the Library hours. The current situation is, I am told, the result of past budget cuts, and is something we must address during the coming year.
We have begun discussions about the possibility of constructing a student residence, but it is exceedingly early days. Residences typically operate as ancillary operations, and are expected to generate both their financing and operating costs from revenue. In addition to making Kwantlen more attractive for students who live outside our commuting area, and in particular for international students, a residence could potentially enhance the institution’s ability to offer summer courses and conferences. Of concern, as well, is the lack of recreational facilities on any of our campuses. While there is a gymnasium on the Surrey campus, as well as a modest exercise facility, they are both well below the standards expected at a university. The remaining three campuses have no facilities at all, and this is a serious deficiency for those who work and study at Kwantlen.
Telling the Kwantlen story should be a priority for everyone, especially during this exciting time for the institution. I know, too, that this is a concern for the Board of Governors. The importance of institutional advocacy is expressed in a number of current initiatives. We are currently using the services of Peak Communicators in an attempt to gain attention from the Vancouver media. As well, a search committee with both faculty and staff representatives is in the final stages of selecting a Marketing firm to develop a new “institutional brand.” We had initially thought about releasing a new brand next spring, but, given that the Winter Olympics will overwhelm everything else, we have decided to defer until the Fall, 2010. The Department of Marketing and Communication is being reviewed, with the intention of clarifying its role relative to both internal and external communications. Finally, the Kwantlen University Foundation has concluded its own self-study, a result in part of the Compton Report of earlier this year. The recommendations coming from the Self-Study were recently approved by the Foundation Board, and reaffirm the role of the Foundation as an important partner in the University’s advocacy and fundraising strategies. Over the last several months, we have met with key groups in the south Fraser area, including every city council and several major community groups. This has been enormously helpful in communicating the changes occurring at Kwantlen.
Attracting and keeping good faculty and staff is of paramount importance to Kwantlen and we have enjoyed some disappointments and some successes during the past year. It was, of course, a disappointment to lose David Ross but good to see him enjoy success as the new President of Langara College. It allowed us, as well, to adopt a senior administrative organization typical of a university, and one that allows for increased efficiencies and more effective administration generally. Linda Schwartz, Dean of Humanities, will be leaving Kwantlen to pursue professional opportunities in Manitoba. In the meantime, Dr. Mazen Guirguis from the Department of Philosophy has agreed to serve as Acting Dean. Maxine Mott has retired as Dean of Nursing, and we have appointed Dr. Claudette Kelly as interim Dean of Community and Health Studies, to allow for a comprehensive search for a new permanent Dean. Claudette joins us from Thompson Rivers University. We have also completed a number of searches for senior positions, and I would like to welcome some new colleagues to our community. Kathy Lylyk joins Kwantlen from the University of Manitoba in the position of Executive Director of Finance, Dr. Jason Dyer comes from UBC as our new Executive Director of Research Services, and Dr. Ron Maggiore moves from the University of New Orleans as Executive Director of Recruitment and Enrolment Management Planning. We are down to a short list in the search for an Executive Director of Continuing Education, and an announcement is expected shortly.
What, then, will the coming year bring? Obviously we must continue and complete initiatives begun this year, notably in relation to program development and communication strategy. Especially important, as well, will be to support new initiatives pertaining to research and scholarship, as well as continuing education. And, of course, we must continue with our work to position Kwantlen as an institution of choice, not only for south of the Fraser, but across Canada and internationally. Key here will be Kwantlen’s transformation from a transfer institution to one that receives students from the colleges. International Education must be a priority for the coming year, given the need to increase the number of our international students, to rationalize how best to use our current institutional resources, and to increase Kwantlen’s visibility internationally. International Education is itself in the midst of review, with external reviewers expected on campus in October.
Funding is, of course, a perennial concern for the institution. That the British Columbia Government chose to invest in post-secondary education during very difficult economic times is a positive sign, and it underlines the need of public institutions to be responsive to public need. Increased enrolment is also expected to strengthen the institution’s financial position. The University’s funding formula needs attention. While the Government was very clear that there would be no new funding associated with University status, we need to be cognizant of how Kwantlen’s challenging financial circumstances predate its change of status and are the result of systemic issues concerning Kwantlen’s funding that go back a number of years.
The coming year entails collective bargaining, both with the Kwantlen Faculty Association and the BCGEU. Both contracts, along with many other public service contracts, conclude early in 2010 immediately after the Winter Olympics. There is no question that collective bargaining will present a unique set of circumstances, given Kwantlen’s new status as a university and the impact of the University Act on how we relate with faculty.
I want to thank everyone who participated in Convocation last month and who worked so hard to make it a success. As always, it was a tremendous celebration of the institution’s successes. For the first time, we had four faculty speakers--Alissa Ehrenkranz, Jay Tuason, Tracey Kinney, and Rick Cuff--one at each ceremony, and I want especially to thank them for their words, made even more special because they drew on their own personal histories. While Convocation was a wonderful event, there is more that can be done to make this a special day for students. For the first time, we had a Convocation Dinner, which we used to celebrate the achievement of our medal winners, as well as our Distinguished Alumni of the Year. Over the next year or so, I think it is important that each Faculty look to do something special for their graduates, as do the School of Business and the College of Qualifying Studies at present.
I don’t think anyone would doubt the level of change that has occurred during the last year. These achievements are attributable to the many dedicated people at Kwantlen who have worked hard to ensure that Kwantlen is successful in its first few steps as a university. Senior administration, the Board and Foundation, the Deans, faculty and staff, and our students have all joined together in common cause around Kwantlen. They deserve recognition and thanks. More than this, our external community is obviously engaged in the changes occurring at Kwantlen. In this, however, we must keep in mind Kwantlen’s status as a teaching institution and to the centrality of students in all that we do. Simply put, there would be no university without our students. In closing, I wish to extend my best wishes for a restful but outstanding summer.
David W. Atkinson
