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UBC Reports Nov 30, 2000

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Array VOLUME 46  I  NUMBER I 9  I  NOVEMBER 30, 2000
INSIDE
3 Floral farewell
A rose a day helps say
goodbye in one faculty
20 Deep divers
Prof. David Jones uncovers
the secrets of animal divers
ubc rep or t s
THE    UNIVERSITY   OF   BRITISH    COLUMBIA      .JL.
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LIGHTS  OF  LEARN
examinations whic
which ends Dec. 2
IN c Students in Walter C. Koerner Library burn the midnight oil as they prepare for December
h begin Dec. 5. Students will write 32,000 exams covering 4,000 courses during the exam period
for most faculties. Janet Ansellphoto
ubc treks to Robson Square
Downtown facility
realization of one of
university's major Trek
2000 goals
robson square will be the home
of ubc's new downtown campus.
"ubc renewed its commitment
to forging strong links with our
communities in our Trek 2000 vision document," says ubc President Martha Piper. "Extending
into Robson Square is a bold step
towards fulfilling this promise. It
will enhance access to ubc for
those who live or work downtown,
and will position us closer to many
organizations we serve, allowing
us to bring new programming,
knowledge and innovation right to
their doorsteps."
"This is good news for everyone," says Paul Ramsey, minister of
Finance and Corporate Relations.
Ramsey is also the minister responsible for the bc Buildings
Corp., the owners of Robson
Square. "This downtown campus
not only increases access to education and community learning opportunities in downtown Vancouver, it revitalizes Robson Square.
This is a win-win agreement."
Establishing a downtown location with storefront accessibility
and visibility was a key step out
lined in the university's vision document in 1998.
ubc's downtown campus, to be
called ubc at Robson Square, will
feature career-based, lifelong
learning such as high-tech training
and management development
see Robson page 2
Class times shift to
ease transit bulge
Plan will see about two-
thirds of each day's first
class start at 9 a.m.
by Hilary Thomson staffwriter
it's a hard way to start the
day. It's raining, you've got to get to
an early class and a packed bus has
just zoomed by leaving you stranded at the bus stop.
A newly approved change in
class start times aims to change
that frustrating scenario.
ubc's Board of Governors has
approved a shift in class start
times by 30 minutes to alleviate
transit congestion at the peak
hour between 7:45 and 8:45 a.m.
Targeted for implementation
next September, the change is one
ofthe ways the ubc trek Program
and TransLink are working to improve commuting to and from
campus.
"This is really a landmark decision for the university because it
will make such a huge difference in
people's ability to commute by
bus," says Gord Lovegrove, director
of Transportation Planning at ubc
"It's only a half-hour difference but
it will take us a long way to achieving our alternative transportation
targets."
Departments and faculties will
co-ordinate lectures and labs to fit
the new schedule that will see, on
average, about one-third of classes
formerly starting at 8:30 shifted to
start at 8 a.m. The remaining two-
thirds of classes that started at
8:30 will be shifted to start at 9 a.m.
Most classes will start on the
hour instead ofthe half-hour with
the majority of classes re-scheduled to start 30 minutes later.
The Office ofthe Registrar is providing overall co-ordination of the
changes. The shift increases classroom booking availability by five to
10 per cent due to the extra hour
provided by the new schedule.
In addition to helping to address
current bus over-crowding, the
change supports plans for the u-
trek Card, a universal transportation pass program targeted for implementation next year.
u-trek is expected to add significant ridership demand onto
ubc bus routes by September, creating a need for new buses to serve
the morning peak demand. The
shift in class times offers a cost-
free way to increase transit capacity because it would eliminate the
commuter bulge at the peak hour.
Lovegrove says.
"This move will be a real benefit
because it opens up bus ridership
to so many students and keeps the
costs down for the u-trek program," says Maryann Adamec, president ofthe Alma Mater Society.
The new program has been designed by a committee comprising
Lovegrove; Student Services' director of Classroom Services, Justin
Marples; and Audrey Lindsay, the
associate registrar and director,
Systems, Student Services in consultation with staff, faculty and
students.
About 23 per cent ofthe campus
community commute by bus. ubc's
trek Program aims to reduce single occupancy vehicle traffic to and
from campus by 20 per cent.
For further information on the
class start time change, check the
Web site at www.trek.ubc.ca.
Holocaust survivor combats racism in schools
Women's Resources Centre program director is
recognized for contributions to Canadian society
by Daria Wojnarski staffwriter
ruth sigal's bete noire is racism.
Her young sister was a victim of
it. She nearly was.
Sigal, a registered psychologist
and program director of the ubc
Women's Resources Centre, is a
Holocaust survivor.
She almost didn't survive. While
in a Jewish ghetto in Lithuania, the
then seven-year-old girl and her
younger sister were put on a truck
bound for Auschwitz, the Nazi
concentration camp in Poland. Sigal was saved, however, through
the efforts of a distant relative.
A German commandant, who
owed the relative a favour, released
her because she was old enough to
work. Her sister wasn't as fortunate.
Ruth Sigal
Worried that they would also
lose Ruth, her parents smuggled
her out ofthe ghetto to a Christian
Lithuanian family. After the war,
she was reunited with her parents
and moved to Canada.
Today, she fights racism through
education in b.c.'s schools.
Volunteering her time, often on
evenings and weekends when she
could be doing something else, Sigal describes the fearful events of
her early life and alerts young people to the price of discrimination
and intolerance.
She, along with 54 other Holocaust survivors, was recently honoured in Ottawa for her contribu-
see Holocaust page 2 2     |      UBC     REPORTS      |      NOVEMBER     30,     2000
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Robson
Continued from page 1
seminars in addition to arts and
public affairs lectures.
It will also create innovative opportunities for ubc professional
development programs in such areas as law, applied science, health
sciences, forestry and commerce.
The facility will also become the
new home for ubc's community-
based Women's Resources Centre,
which has been in operation for
more than 25 years and is currently located on Robson Street.
"This annoucement continues
the spirit of the 1922 Great Trek
that led to the building of ubc's
Point Grey campus," says ubc vice-
president, Academic, Barry McBride. "It not only expands ubc's
current downtown programs and
services but also fulfils the vision
for Robson Square as an intellectual, cultural and social hub of the
city."
ubc plans to open the facility
for classes in September 2001.
Under the 10-year renewable
lease agreement, the university
will begin renovations to the close
to 7,200-square-metre space in
May.
Holocaust
Continued from page 1
tions to Canadian society by the
government and Zachor, an umbrella name which includes such
organizations as B'nai Brith Canada and the Canadian Jewish Congress.
Two other ubc professors were
also recognized: Psychology Prof.
Peter Suedfeld, and Asian Studies
Prof. Emeritus Rene Goldman.
Psychiatry Prof. Emeritus Robert
Krell was honoured last year.
"I'm very honoured and proud
that our government recognizes
the contribution of Holocaust survivors, especially since Canada's
doors were closed to Jewish refugees in 1939," says Sigal.
Sigal was nominated for her
work at the Women's Resources
Centre.
The centre is a downtown community-based service of ubc Continuing Studies that offers personal and career planning and development for women and men. Next
September it will move from its
current Robson Street location to
become part of ubc at Robson
Square.
Programs at the centre are facilitated by professional counsellors
and instructors. Sixty volunteers,
many of whom are ubc alumni,
donate their time.
"We've saved thousands of dollars as a result of the time they've
given. And many have stayed with
the centre for 15 to 20 years. There's
no other centre in Canada that
uses faculty and students and is
situated in the community," says
Sigal, who's been with the centre
almost 25 years.
More than 25,000 people visit
the centre each year.
About It ?
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ubc reports
Published twice monthly
(monthly in December, May,
June, July and August) by:
ubc Public Affairs Office
310 - 6251 Cecil Green Park Road
Vancouver BC, v6t izi.
Tel: (604) UBC-info (822-4636)
Fax: (604) 822-2684
Website: www.publicaffairs.ubc.ca
ubc Reports welcomes the submission of letters and opinion
pieces. Opinions and advertising
published in ubc Reports do not
necessarily reflect official university policy. Material may be
reprinted in whole or in part with
appropriate credit to ubc Reports.
LETTERS  POLICY
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include an address and phone
number for verification. Please
limit letters, which may be edited
for length, style, and clarity, to 300
words. Deadline is 10 days before
publication date. Submit letters to
the ubc Public Affairs Office (address above); by fax to 822-2684;
or by e-mail tojanet.ansell@ubc.ca
EDITOR/PRODUCTION
Janet Ansell
(Janet. ansell@ubc.ca)
contributors
Andy Poon
(andy.poon@u bc.ca)
Hilary Thomson
(hilary.thomson@u bc.ca)
Daria Wojnarski
(daria.wojnarski@ubc.ca)
CALENDAR
Natalie Boucher-Lisik
(natalie.boucher-lisik@ubc.ca)
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.ubc.ca UBC     REPORTS      |      NOVEMBER     30,     2000
Wires and cables link the computers which help Atmospheric Science Prof.
Roland Stull and his colleagues predict B.C.'s weather. A recent grant will
allow the group to purchase the computing power necessary to provide more
accurate forecasts and predict weather disasters. Andy Poon photo
Faculty says it with
flowers and poems
A rose has greeted Celine
Gunawardene every day
by Hilary Thomson staffwriter
bidding farewell to a favourite
staff member can be a bitter pill to
swallow, but the Faculty of Pharmaceutical Sciences has come up
with a unique sugar coating.
Every day for the last month a
red rose has appeared on the desk
of Celine Gunawardene.
She retires today after 25 years
of service at ubc with all but three
of those years spent working in the
faculty as an administrative clerk,
Undergraduate and Graduate Programs.
"Celine is the linchpin of undergraduate and graduate admissions," says associate dean of Undergraduate Programs, Marguerite
Yee. "She has the answer to virtually every question."
In addition to assisting hundreds of prospective students, students and graduates Gunawardene
has worked with several generations of staff and faculty including
deans and associate deans, some
of whom are now faculty members.
It constitutes a big fan club and
the fans have written Gunawardene notes of appreciation to
accompany the daily rose delivery.
Former dean John McNeill confessed in his note that he always
appreciated Gunawardene because she laughed at his jokes.
Prof. Helen Burt created a special
poem in her honour. The whole
month of notes—many of which
refer to Gunawardene's serene and
warm disposition—are going into
a scrapbook.
Even in a faculty known for creating something unique for each
retiree, Gunawardene is amazed by
the attention she is receiving.
O FFB EAT
Celine Gunawardene
"This is the best faculty on campus," says the Sri Lankan who
came to Canada in 1972. "I have always given the best I can for students—they are the reason we are
here every day and working with
them makes every day memorable.
I have been blessed to work in a
place like this."
When Gunawardene wakes up
tomorrow she may not be receiving a red rose but she won't be
short of bouquets.
A champion cake decorator, one
of her specialties is creating flower
arrangements made of icing. Orchids, stephanotis and ivy are reproduced with amazing accuracy
to sit atop wedding and other special occasion cakes.
One of those special occasions is
Congregation when Gunawardene
makes a cake about the size of her
desk for graduating students—the
kind of generous support that
earned her the Just Desserts Award
from students in 1988.
After all these years in Pharmaceutical Sciences, Gunawardene
has written her own prescription
for retirement. She looks forward
to volunteer work, travel and
spending more time with family.
Computers chip in to warn
b.c. about stormy weather
Predicting the weather in this province poses more
challenges than anywhere else in the country, says expert
by Andy Poon staffwriter
size matters. At least it does
when it comes to weather forecasting, according to a group of researchers at the Dept. of Earth and
Ocean Sciences.
Powerful computers make for
more accurate forecasts, says Atmospheric Science Prof. Roland
Stull.
While meteorologists use observations and data from ships, buoys, aircraft, balloons, surface
weather stations, weather radars
and satellites in their task, all of
these tools give only the current
weather.
Forecasts are made through numerical weather prediction which
uses computers to solve complex
equations for atmospheric flow.
The larger the computing power
available, the better.
Nowhere in Canada is there a
greater need for accurate weather
forecasts than in British Columbia,
says Stull, who claims that weather forecasts are more difficult in
this province than anywhere else
in the country.
Complex mountainous terrain
and a paucity of weather observations over the northeast Pacific are
to blame, he says.
"Larger computers allow better
numerical forecasts—forecasts
that better resolve the complex
effects of the mountains," says
Stull.
Stull leads a team of 15 ubc researchers who received a $i.3-mil-
lion Canada Foundation for Innovation grant earlier this year to
purchase computers.
One large computer they are
considering is a Beowulf cluster
with 288 processors—ample computing power to churn through the
complex calculations required.
The computer will also serve as
the infrastructure necessary for
the launch of a Geophysical Disas
ter Computational Fluid Dynamics Centre at ubc expected next
year.
Larger computers also allow for
better approximations of physical
processes such as clouds and turbulence, says Stull.
Multiple forecasts, also possible
with these computers, allow better
definition of the range and probability of weather events. As well,
the resulting forecasts can be tailored to predict avalanches, forest
fire propagation, precipitation and
flooding, wind storms, cyclones,
blizzards and other weather-relat
ed disasters, he notes.
The new computer will not only
allow for more accurate and higher resolution daily forecasts, it will
serve as an important tool in disaster research.
Results from the disaster centre
will help emergency managers- in
Western Canada mitigate the socio-economic impact of natural
disasters.
It will also be a boon to industries with daily operations that are
affected by the weather such as hy-
droelectricity, transportation, forestry, tourism and agriculture.
more information
For b.c. weather links and maps
visit www.geog.ubc.ca/weather/
Neighbourhood association
established by university
Members elected by
residents will help shape
and direct public
amenities
ubc is creating a University Neighbourhood Association as a form of a
community-based model of governance for the area's residents.
Creation of the association was
recently approved by ubc's Board
of Governors.
The association will have an
elected board that will act independently of ubc to determine the
municipal amenities and services
for residents.
It is expected that the association will be in place next year.
The Board also approved the final draft of the Comprehensive
Community Plan (ccp) which will
guide development ofthe 400 hectares of university property.
It outlines plans for developing a
community that includes housing
and commerce around academic
centres to benefit surrounding
communities and the region.
The draft now goes to the Greater Vancouver Regional District
(gvrd) for review to ensure compliance with the Official Community Plan (ocp) for the area.
If adopted, the ccp will assist in
the preparation of more detailed
neighbourhood plan proposals.
The ocp is the framework for
long-term development on the
ubc campus. It sets objectives for
land use and transportation and in
particular for non-institutional development.
The ocp was approved in 1997 by
the university and the gvrd after a
comprehensive consultative process involving the public and interest groups on- and off-campus.
MORE INFORMATION
For more information on the
Official Community Plan and
Comprehensive Community Plan
visit www.ocp.ubc.ca
Campaign edges towards goal
Commerce doubled its participation rate
The ubc United Way Campaign is
shaping up to be one of the most
successful in the university's more
than 40 years of raising money for
the United Way.
To date, the university community has raised $284,000 towards
the goal of $308,000.
"We're going to do it," says ubc
President Martha Piper, who is
chair this year of the educational
division for the United Way of the
Lower Mainland. "The last time
we surpassed the $300,000 mark
was   in   1996   when   we   raised
$304,709, but this year I'm confident we will reach the $308,000
goal United Way set for us."
ubc runs one ofthe largest employee campaigns in the Lower
Mainland and accounts for one-
third of the dollars raised in the
United Way's Educational Division. Last year, the division raised
$917,213.
This year, the Faculty of Commerce and Business Administration gave the campaign a head
start raising $26,000 prior to the
university-wide kick-off. The facul
ty more than doubled its participation rate to 31 per cent and doubled the dollars they raised from
1999.
The ubc United Way campaign
supports a number of lesser-
known United Way agencies, such
as the Battered Women's Support
Services and success (United Chinese Community Enrichment
Services Society), that provide
services to Lower Mainland communities.
The campaign ends Dec. 31. Call
822-8929 for a pledge form or visit
the Web site at www.unitedway.
ubc.ca. UBC     REPORTS      |      NOVEMBER     30,     2000
SUNDAY, DEC. 3
Christmas At The Shop
In The Garden
Seasonal Wreaths, Fresh Foliage And
Baskets Made By The F'riends OfThe
Garden, ubc Botanical Garden from
ioam-5pm. Continues to Dec. 23. Call
822-4529.
MONDAY,   DEC.  4
Music Concert
Works By Beethoven, Gabrieli, Fwaxen and Jack Find, cbc Trombone
Choir, Gordon Cherry, director. Music
Recital Hall at 12:30pm. Call 822-5574.
Astronomy Seminar
Mergers, Starbursts, And The Formation Of Elliptical Galaxies. Chris Mi-
hos. cwru. I lennings 318 at 4pm.
Refreshments at, 3:45pm. Call
822-2267.
search Ethics. Fern Brunger. Angus
425 from 2-4pm. Call 822-8625.
School Of Nursing Rounds
A Fresh took At Smoking And
Cessation: Narratives Co-Created
With Long-Term Smokers. Annette
Schultz. ubc Hosp., Koerner Pavilion
T-206 from 3-4pm. Call 822-7453.
Individual Interdisciplinary Studies
Graduate Program
Govern-Mentalitv And The Charisma
Of Reason: Weberian Narratives Of
Power/Knowledge. Tom Kemple. Anthropology and Sociology. Green College at 5pm. Call 822-1878.
THURSDAY,  DEC. 7
International Satellite Forum
Why Waste A Cool Planet. Various
speakers. University Centre 307 from
9:45am-i2noon. Call 822-0473.
Christmas Service
For Those Who Are Hurting, vst students, faculty. Epiphany Chapel at:
5pm. Call 822-1207.
WEDNESDAY,  DEC.   13
Orthopedics Grand Rounds
Orthopedics And the Digital Age.
Various speakers, vgh. Eye Care Centre Aud. at 7am. Call 875-4192.
Obstetrics And Gynecology Seminar
The Discovery Of A New Form Of
Gonadotropin Releasing Hormone.
Shahram Khosravi. B.C.'s Women's
Hosp. 2N35 at 2pm. Call 875-3108.
Christmas Service
Service Of Lessons And Carols. St.
Andrew's Chapel at 8pm. Refreshments lo follow. Call 822-1207.
calendar
DECEMBER 3 THROUGH  DECEMBER  I 6
Cosmological Interdisciplinary
Research And Education Group
Panel Discussion: Immaculate Conception OfThe Universe. Green College at 5pm. Call 822-1878.
Member Speaker Series
How To Chase Fish And Why We try
To Do It. Emily Standen. Forestry.
Green College at 7:30pm. Call
822-1878.
TUESDAY,  DEC. 5
Christmas Luncheon
Faculty Women's Club. cop at i2noon.
Call 224-5877.
Chalmers Institute Seminar
Christendom In Late Victorian Protestant Canada: The Case Of James A.
MacDonald OfThe Globe. Prof. Brian
Fraser, Church History, vst. To register e-mail ci^vst.edu. Call 822-9815.
19th Century Studies
From Victorian Asylum To Princess
Park Manor Or The Erasure Of Historical Memory. Deborah Weiner,
Architecture. Green College at
4:30pm. Call 822-1878.
Green College Special Lecture
Film. Panel Discussion: Reinventing
The World - How To Get there From
Here. Green College at 7:30pm. Call
822-1878.
WEDNESDAY,  DEC.  6
Orthopedics Grand Rounds
Unicompartmental Knee Arthroplasty: Current Applications And
Techniques. Dr. Nelson Greidanus.
veil. Eye Care Centre Aud. at 7am.
Call 875-4192.
CUPE 2950 Lunch And Learn
Building Self-Esteem. Anne Rice,
wrc. tbc from i-2pm. To register e-
mail: cupe2950@interchange.ubc.ca.
Call 822-1494.
Obstetrics And Gynecology Seminar
The effects of GnRHII, cGnRH II And
GnRH Receptor On Decidual Cells.
Chunshan Chou (Sam). B.C.'s Women's Hosp. 2N35 at 2pm. Call 875-3108.
Applied Ethics Colloquium
Collectives, Consent And Chaos: An
Anthropologist's Take On Health Re-
FRIDAY,  DEC.  8
Health Care And
Epidemiology Rounds
Sex And Gender In Health And
Health Care: Definitely Not stds. Dr.
Arminee Kazanjian. associate director. Centre for Health and Services
Policy Research. Mather 253 from 9-
10am. Paid parking available in B Lot.
Call 822-2772.
UBC Opera
Hansel And Gretel. ubc Opera Ensemble, Vancouver Philharmonic Orchestra, Arts Umbrella Ballet
Company. Chan Centre at 8pm. $18
adults; $12 seniors/students/children;
$10 group. Call Ticketmaster at 280-
3311 or 822-5574.
SATURDAY,  DEC.  9
Music At The Chan
Preservation Hall Jazz Band. Chan
Centre at 8pm. Call Ticketmaster
280-3311 or for more info 822-2697.
Vancouver Institute Lecture
Chinese Excellence In Mathematics
Teaching: Can We Match It In North
America? Prof. Roger Howe, Mathematics, Yale u. irc #2 at 8:15pm. Call
822-3131.
SUNDAY,  DEC.  IO
UBC Opera
Hansel And Gretel. ubc Opera Ensemble, Vancouver Philharmonic Orchestra, Arts Umbrella Ballet
Company. Chan Centre at 3pm. $18
adults; $12 seniors/students/children;
$10 group. Call Ticketmaster at 280-
3311 or 822-5574.
TUESDAY,  DEC.   12
Chemistry Seminar
Calixarenes: Macrocyclic Building
Blocks In Supramolecular Chemistry.
Jochen Mattay, u of Bielefeld. Chemistry D-225 at 1:30pm. Call 822-3496.
Equality/Security/
Community Colloquium
Can Falling Supply Explain the Rising
Return To College For Younger Men?
A Cohort-Based Explanation. Thomas Lemieux, Economics. Green College at 4pm. Call 822-1878.
THURSDAY,  DEC.  14
Pathology Distinguished
Lecture Series
Use Of cdna And Tissue Arrays For
the Study Of Human Tumors. Dr.
Matt van de Rijn, Stanford u. bc Cancer Agency Jambor Aud. at Sam. Call
875-2490.
Physiology Seminar
Modulation Of Potassium Channels
By A Novel Family Of Chaperone Proteins. Dr. Barbara Wible, MetroHealth
Medical Centre. Copp 2002/2004 at
1:30pm. Call 822-9235.
FRIDAY,  DEC.   15
Health Care And
Epidemiology Rounds
hiv In Injection Drug Users. Dr. Mark
Tyndall, bc Centre for Excellence in
hiv/aids. Mather 253 from 9-ioam.
Paid parking available in B Lot. Call
822-2772.
Senate Meeting
Regular Meeting OfThe Senate, ubc's
Academic Parliament. Curtis 102 at
8pm. Call 822-2951.
NOTICES
Chronic Fatigue
Syndrome (CFS) Research
Infectious Diseases researchers from
vgh seek volunteers diagnosed medically with cfs to participate in a
study about managing symptoms.
Call Kenna Sleigh at 875-5555 ext.
62366.
Sustainability Co-ordinators
The world is what you make it. The
ubc Sustainability Office is seeking
volunteers to act as departmental
sustainability co-ordinators. In this
role, the volunteer will get training
and support in their efforts to raise
awareness of sustainability within
their unit. With only a limited time
commitment, our co-ordinators are
affecting changes by sharing work
environment specific information on
energy conservation, waste reduction,
and transportation alternatives. For
more information visit www.sustain.
ubc.ca/2ourintiativessust_coord.html
or call Brenda at 822-3270.
Fire Hydrant Permits Now Required
Campus Planning and Development
(cp&d) and ubc Utilities have jointly
implemented a permit program for
fire hydrants which is effective November 2000. Permits have become
necessary to comply with provisions
ofthe bc Plumbing Code and the bc
Fire Code. Permit applications must
be submitted a minimum of 24 hours
in advance. Application forms will
soon be available at www.lbs.ube.ca.
Users wanting to connect to a fire
hydrant should pick up application
forms at cp&d Regulatory Services
located at 2206 West Mall. Call cp&d
at 822-2633 or for further information, ubc Utilities at 822-4179.
Call For Evening Volunteers
Crane Production Unit (a division of
the ubc Disability Resource Centre)
needs volunteers to narrate textbooks
onto tape. We are looking primarily
for those who can read between 4:30-
8:30pm for a two-hour session once a
week. An audition will be required.
For more information, call Patrice
Leslie Monday-Thursday from 4:40-
8:30pm at 822-6114.
Volunteers Wanted
Habitat For Humanity ubc is looking
for volunteers. Come help out on the
construction site and build homes for
low-income families. No skills required. For more information and to
register for an orientation, e-mail
h4h@email.c0m or call 827-0316.
Religion And Spirituality Drop-Ins
Every Wednesday you can join the
chaplains in a relaxed environment to
explore a variety of topics related to
religion and spirituality. Drop in or
call International House at 822-5021
or e-mail ihouse.frontcounter
@ubc.ca.
Lunch Hour Drop-Ins
Every Thursday you can join fellow
international students in a relaxed,
social environment to explore a variety of topics designed to help you succeed at ubc. Topics include health,
safety, arts and literature, and music
throughout the world. Drop in or call
International House at 822-5021 or e-
mail ihouse.frontcounter@ubc.ca.
Volunteer Opportunity:
Leaders Wanted
Living A Healthy Life With Chronic
Conditions - A Vancouver/Richmond
Health Board-sponsored program for
people with chronic health conditions. We are looking for leaders to
give the program out in the community. Free training includes information about the program, leader skills,
and helping people cope with these
serious conditions so that they can
get the most out of life. Come out and
learn how you can do something positive about the way that chronic conditions affect people. Bring a friend and
meet others who are concerned about
getting the most out of life! To register or for more information call Barbara Henn-Pander at 822-0634.
UBC Zen Society
Zazen (sitting meditation) each Tuesday from i:30-2:3opm while classes
are in session. Asian Centre Tea Gallery. All are welcome. Call 822-2573.
BC SMILE
The British Columbia Service For
Medication Information Learning
And Education (bc smile) is a medication information program for the
public in bc. It is located at the Faculty of Pharmaceutical Sciences at ubc,
and is staffed by licensed pharmacists
to educate the public of all ages about
the safe and effective use of medications. The free telephone consultations include complicated inquiries
on medication issues such as interactions, contradictions, allergies, medication reviews, herbs, and alternative
therapies, smile pharmacists also
provide public presentations on a
variety of medication-related topics.
All presentations contain valuable
practical, unbiased, and up-to-date
research information. Call (800) 668-
6233 or 822-1330.
Participants Needed
Problems with remembering,
smelling...Men and women 45-plus
years old are required for a ubc study
on age-related hormone changes and
their impact on sensory and cognitive
abilities. Earn $50. Call Kevin
822-2140.
Obsessive Compulsive Disorder
Psychologists conducting research at
the Traumatic Stress Clinic at ubc
Psychiatry are offering free treatment
by telephone to people suffering from
Obsessive Compulsive Disorder
(ocd). ocd is a disorder involving
recurrent obsessions or compulsions
that cause the individual significant
distress. Call Angela Yeh, Traumatic
Stress Clinic at 822-8040.
UBC Birdwalks
Anyone who is interested can meet at
the flagpole above the Rose Garden
on Thursdays at 12:45pm. Look for a
small group of people who are carrying binoculars and bird books, etc.
(and bring your own, if you have
them). Call 822-9149.
Sage Bistro
To the faculty, students, administration and admirers ofthe University of
British Columbia we present Sage
Bistro at the University Centre. Truly
food for thought. Sage is open Monday through Friday from nam-2pm.
Our luncheon menu changes weekly
and features a wide selection of wines
by the quarter litre and glass. For reservations please call 822-1500.
Premenstrual Asthma Study
UBc/St. Paul's Hospital researchers
are seeking females with asthma and
regular menstrual cycles for a study of
estrogen's effects on asthma symptoms and lung function. Must be 18-
50 years of age and not taking birth
control pills. Honorarium and free
peak flow meter provided. If interested, please call 875-2886.
Parkinson's Research
A research team from ubc is asking
for the assistance of people with Parkinson's to participate in research.
This research is aimed at understand-
CALENDAR    POLICYAND    DEADLINES
The ubc Reports Calendar lists university-related or university-sponsored events
on campus and offcampus within the Lower Mainland. Calendar items must
be submitted on forms available from the ubc Public Affairs Office, 310 - 6251
Cecil Green Park Road, Vancouver BC, v6t izi. Phone; use-info (822-4636).
Fax: 822-2684. An electronic form is available at www.publicaffairs.ubc.ca.
Please limit to 35 words. Submissions for the Calendar's Notices section may
be limited due to space. Deadline for the Dec. 14 issue of ubc Reports—which
covers the period Dec. 17 tojan. 13 —is noon, Dec. 5. UBC     REPORTS      |      NOVEMBER     30,     2000      |     5
THE    UNIVERSITY    OF    BRITISH    COLUMBIA
Optimising Opportunities through Supply Management at u b c
To Members ofthe ubc Community
here for your review is a report from the fls Consulting Group on
Optimising Opportunities through Supply Management at ubc.
fls consulted more than 50 individuals with key supply management
stakeholders. In addition, they reviewed a wide range of documents including policy statements, delegation instruments, customer surveys,
strategic and business plans, purchasing instruments and Web page.
This report makes a number of recommendations to align supply management activities at the University with the University's statement of
vision and to enable it to run more efficiently and effectively.
We welcome your feedback and comments. Please send them to David
Rankin, Director of Supply Management (phone 822-3157
david.rankin@ubc.ca).
For your information, the fls report is also available on the Web at
www.purchasing.ubc.ca.
TERRY SUMNER
Vice President, Administration and Finance
1 Executive Summary
this report assesses the opportunities available to the University of
British Columbia to lever its purchasing and broader supply management
functions to greater advantage. It examines these opportunities from the
perspectives ofthe key stakeholders-University Executive, purchasing
customers, purchasing staff and suppliers.
The fls Consulting Group — a British Columbia company specialising
in supply management, has prepared this report. The three principals
have been in business in this field for many years and have developed an
extensive client base in both the private and public sectors.
Financial Information Act data indicates there are just under $200 million of purchasing activities annually at the University. About $70 million
of that activity flows directly or indirectly through the Purchasing Department on purchase orders and standing orders respectively. Ancillaries
and other delegated authorities combined with using departments' small
dollar items, services and capital do a lot on their own. This means purchasing is much deeper than that actually conducted by the Purchasing
Department. The Purchasing Department offers some policy framework
and contractual advice but has limited resources to do in depth service
and monitoring beyond what it conducts itself. Also noteworthy is that
supply management at the University is broader than just the purchasing
function. Therefore, assuming this broader outlook and its implied management techniques offers many additional opportunities for cost savings
and other gains through improved productivity.
The report concludes that exercising a cohesive supply management
approach at the University will increase contributions to its vision of
world leadership in education and research. It further concludes that the
University has a naturally diverse pool of sourcing skills, talents and instincts that are better capitalised on than homogenised. A stronger and
better-enabled spirit of customer service blended with good business
practice to standards of excellence will produce significant benefits over
time.
A number of recommendations are offered at the conclusion ofthe report. These are intended to move supply management quickly along the
path of continuous improvement in the best overall interest ofthe University. They start with an enabling policy framework leading to best value
planning and decision-making. Following this comes the use of technology to better link with world of e-commerce; various cost reduction
strategies; improved communication and consultation; and organisational development to strengthen strategic capabilities.
In summary, the table is set. There has never been a better opportunity
for fine dining!
2 Purpose and Scope
the broad purpose of this review is to align supply management activities at the University of British Columbia (ubc) with the University's
statement of vision, ubc aspires to a world leadership position in research
and education. Supply management is one ofthe key support functions
well positioned to enable University programs to run more efficiently and
effectively. It can do this, by helping to eliminate or contain risks; by expanding the value added benefits available from suppliers and others; and
by helping to improve service levels.
Initially, the scope of this review was considered to be only that of pur
chasing activities undertaken by the Purchasing Department through
General Purpose Fund funding and spending. However, early discussions
quickly indicated that a much wider view in to all ofthe supply management activities was necessary if this report was to make serious
contributions to its stated purpose.
It was found that there are a number of different sources for these activities at the University that are now covered under the scope of this
review. These include:
• The Purchasing Department whose primary buying assignment is for
items consumed' in the running ofthe University.
• Ancillaries whose primary buying is for items that they intend to resell, or to produce items for resale to various customers on campus.
Delegated authorities that typically buy speciality items that they are
best equipped to source and negotiate. These delegations were found
to be from the Purchasing Department, the Board of Governors, and
from various University executives.
Numerous University officials who acquire services under contract;
goods and services primarily by using the intended low dollar volume
Requisition for Payment (Q-req) process; or by using standing orders
negotiated by the Purchasing Department and listed on the Electronic
Blanket Order System (ebos).
Other activities occurring at the University that go beyond core 'purchasing', which can make substantial contributions to a "supply
management strategy" include travel management, customs clearance,
freight and courier service management, federal/provincial tax recoveries,
faculty relocation services, surplus disposal and warehousing. All of these
deal with important steps in the supply chain and with the exception of
the latter are currently housed in the Purchasing Department.
The relevance of supply management to this study is further explored
later in this report. At this point, it is sufficient to note that these broader
initiatives at ubc are considered to be 'within scope'.
It is important to acknowledge as well that there are a number of
different funding sources that may be used to acquire necessary goods
and services:
• General Purpose Funding
• Capital Funding
• Revenue and other earned income
• Privately raised funding through governments, foundations, etc., i.e.
grants, contracts
Customer acceptance of central "supply rules" tends to diminish in direct proportion to their sense of ownership ofthe funding source.
3 Project Methodology
the project methodology applied to prepare this report is based in a
series of interviews with a representative sampling of key supply management stakeholders. In all more than 50 individuals offered input; mostly
with great enthusiasm and candour.
In addition to these interviews, fls reviewed a wide range of documents including policy statements, delegation instruments, customer
surveys, strategic and business plans, purchasing instruments, and Web
pages.
The interviews were arranged primarily by the Offices ofthe Vice President, Administration and Finance, and, the Director, Purchasing.
The interviewees were drawn primarily from three groups-
• Those requiring goods and services
• Those supplying goods and services
• Those brokering the deals matching expressed needs with marketplace availability at best available contract terms.
Interviewees were often in groups of two or three. The interviewers
were always one or more ofthe three principals of fls.
The interviews were set up to be as informal as possible so as to encourage a productive dialogue. Interviews typically ran from 30 to 90
minutes at the discretion of those participating, fls principals took the
notes; the interviewees offered input in response to specific questions
posed by fls but also added many extemporaneous comments of their
own brought out in the wide ranging energetic discussions.
fls principals determined when the appropriate levels of necessary
and balanced input were achieved and have prepared this report accordingly. 6     |      UBC     REPORTS      |      NOVEMBER     30,     2000
THE     UNIVERSITY    OF     BRITISH     COLUMBI
I     OPTIMISING     OPPORTUNITIES     REPORT
4 Stakeholder Profiles
in this section of the report we examine the makeup, role and interests
ofthe four principal supply management stakeholder groups:
4.1 Executive
The ubc Executive is represented generally by the Board of Governors and
the Council of Vice Presidents. Specifically, the Executive sponsor of this
review is the Vice President of Administration and Finance.
The major role ofthe Executive in this topic area is to set policy and to
put in place mechanisms to ensure compliance with that policy. They expect purchasing policy will both protect the University's interests and
provide officials with the creative room to explore constructive supply
options. In the simplest terms, the Executive has an overriding interest in
resourcing and strategic planning to enable' officials to 'consistently do
the right thing.' This is a principal that can sound trite, but remarkably, is
consistently broken in many organisations. It is important to note that
supply management is established primarily as a distributed or decentralised model to allow a certain amount of autonomy.
Typically, the Executive of any large organisation has an interest in purchasing for the contributions it can make to cost reduction; hedging risks;
improving partnership benefits; and, generally improving service levels to
customers.
4.2 Purchasing department
The Purchasing Department is positioned as the primary broker for the
ubc to match customers' expressed needs for goods and services with the
vendor community's expressed desire to provide them. The Director's position reports to the Vice President, Administration & Finance and in turn
has a Secretary, five Managers and a Supervisor as direct reports: Purchasing; Customs, Tax, Freight; Travel; Information Systems; Administration
and Surplus Equipment respectively. (Note Campus Mail is currently being transferred to a new department.) The actual purchasing area is
known as Acquisition Services and has eight people assigned to it in a
fairly traditional public sector model-heavy on process and integrit;lighter
on business development and innovation. The manager has a mix of major
contracts officers, purchasing officers, and buyers.
The Customs, Tax, Freight, Relocation services area has a manager and
three others assigned to it in a largely cost recovered model. The Travel
Management area has only the manager assigned to it again in a largely
cost recovered model. Both of these areas market their services and are
networked for innovation and best practices with other universities. Information Systems and Administration areas have managers with two and
four persons assigned respectively. They are support functions for the department but also have responsibilities to work with customers in pilot
groups on new product and service developments primarily in technology.
The Surplus Equipment area (serf) has a supervisor and a contract
worker assigned in another fairly traditional public sector model.
4.3 Customers
For the purpose of this research, customers were considered to be any ubc
individual or department using the services ofthe Purchasing Department either now or possibly in the future. There is great diversity in the
customer community-researchers with significant grant money and technical expertise; strong retail operations known on campus as ancillaries
like Food Services and the Bookstore; project managers; using departments with predictable needs year over year; using departments with
special needs and others. All expect a high level of value added customer
service from the Purchasing Department which most view as a support
function. Many customers have little in the way of staff to look after their
administration so they need the acquisition process to be simple and
timely and effective. As with most organisations there is always a push on
for some independence of action to ensure control over the right product
at the right time. Purchasing answers this to some degree through standing orders (ebos) and formal delegations. The appropriate balance is in
fact extremely difficult to achieve.
4.4 Vendor Community
This is, in response to the customer demands, necessarily a diverse group.
It appears from the early limited sample that vendors have their eyes on
the prize of their fair share of business at ubc and so have learned the best
ways to ensure that happens. They supply goods and services of all types
in whatever manner needed with the understanding they will be fairly
compensated in a timely manner. Most are ready for ubc to move faster
withelectronic commerce implementation. There appears to be concern
by some over slow pay but nothing about lack of integrity or access to
business.
5 Findings and Observations
5.1 Diversity
5. /. /       Purchasing requirements
Purchasing at ubc consists of the acquisition of goods, services and capital. The diversity in methods and skills required for each category of
acquisition is surprisingly significant. This diversity increases even further at ubc due to the wide variety of requirements and large number of
persons involved in the procurement process.
Goods' purchasing, for instance, ranges from paper goods and computers to food and books for resale to globally sourced research equipment.
Services range from hiring consultants to theatre production to applied
science. Capital development is sometimes acquired from outside the
University and sometimes from University resources. Decision-making
needs and criteria, acquisition tools and purchasing skills are not the
same in all these circumstances, and therefore require tailoring to fit the
specific circumstance.
Currently, the University is not well set up to address this multiplicity
of supply requirements. One ofthe most significant outcomes of this is
the evidence of cost leaks occurring through inadequate planning, consultation and purchasing methodology. For example one faculty with a
known requirement of five hundred computers over a three-year period
buys them five at a time. Through such a practice the faculty does not
obtain preferred pricing even accessing standing contracts on it's own
volumes let alone achieve the further benefits that might be derived by
combining with other known requirements at the University.
5.1.2     Expenditures
The total amount of purchasing expenditures at the University is extremely significant. According to Financial Information Act reports, in
fiscal year 1999, almost $200 million was spent on the acquisition of
goods, services and capital. Total purchasing expenditures can vary significantly from year to year depending upon such factors as capital
availability and success in raising outside funds.
There are also several different funding sources including General Purpose Funding (gpf); earned income; and privately raised funds. People
typically tend to feel less attachment to 'University rules' and seek more
freedom to act when the funding source of an acquisition is other than
GPF.
This variety, in terms of funding amounts and funding sources serves
as yet another factor to consider when establishing an optimum approach to acquisition at the University.
5. i.j      Culture and Skills
The University's individual units tend to function as silos' — characterised by considerable divisional autonomy and relatively little information
sharing around matters such as purchasing. This has made central cost
reduction initiatives such as travel management difficult to undertake —
the win for all is not accepted or understood. This same autonomy and
absence of information sharing also leads directly to lost opportunities
for planning and purchasing in large volume — two classic marketplace
levers for reducing costs.
The natural diversity among Faculties across the University also produces some unique individual capabilities and opportunities to achieve
greater advantage. For instance, the Library has global knowledge in the
field of books and periodicals that might be used to greater advantage.
The Commerce Faculty has advanced electronic commerce knowledge
that also might be applied to greater advantage. Research, Medical and
Science faculties and officials can bring their knowledge of global equipment, supplier and performance criteria to contribute even greater
collective results. These are but a few ofthe many examples where the
University's diversity is in fact a great strength, which can produce significant gains for the organisational whole.
5.2 Ancillaries
5.2.1      Role in Purchasing
Many ofthe University's ancillaries were interviewed in the conduct of
this review. These include: the Bookstore; Food Services; Athletics; Media
Services (imPress), the Media Group; and, Plant Operations. Most have
strong purchasing skills in their individual speciality areas. Plant Operations has strong technical knowledge, the others need items for resale or
to produce items for resale. This requires a mindset and a skill set required that is quite different from the average consumables' buyer...in the
most simple terms decision making is more weighted to 'what sells'
rather than 'what does it cost'. It also lends itself to good front end marketing techniques rather than formal bidding processes. Cost remains an
important consideration but should be looked at primarily with respect
to pre-set quality criteria in relation to pricing flexibility. It can be managed or hedged to ensure longer-term input stability and predictability.
The ancillaries are not all created equals in terms of their knowledge
and skills and some would certainly benefit from further information
sharing and perhaps training.
Ancillary purchasing most often occurs under delegated authority
from the Purchasing Branch; the Board of Governors; or a specific Vice
President. There is little evidence that purchasing authorities are moni- UBC     REPORTS      |      NOVEMBER     30,     2000      |     7
tored by Purchasing or Internal Audit for compliance with their delegation terms or for performance.
5.2.2     Role In Supply
In addition to their purchasing responsibilities, some ancillaries perform broader supply management functions. For instance, Media
Services (imPress) is theoretically the print centre of choice for University requirements. In practice, many other duplicating centres have
been set up around the campus, with no evidence ofthe conduct of
sound business case or cost-benefit methodology. Ancillaries such as
plant operations, on the other hand, can have the right of first refusal
on projects in their domain, without an accompanying requirement to
rationalise pricing or to establish acceptable service levels.
5.2. j     View of Customers
During the course ofthe interviews most ancillaries received considerable criticism and considerable praise as well. This is not surprising
and is mostly the result of individual experience. The performance of
ancillaries is usually relayed in a series of anecdotes, rather than
through hard objective criteria.
5.2.4     Benchmarking, PerformanceMonitoringandReporting
There would appear to be very significant opportunities at the University to reduce costs through improved supply management. The role
of ancillaries within this area will require careful consideration...at the
level of policy, instruments of delegation, benchmarking, performance
monitoring and reporting.
5.3 Policy
The University has issued a number of policy statements (122,9,97,108)
which fall directly under the mandate ofthe Purchasing Department.
The published policy applies to all activities, which are performed directly by the department, and to those areas where the department has
delegated purchasing activities to other areas or groups. This would
include all "smaller dollar" purchasing done with Q-Req.
Upon the review ofthe statements it became clear they consist of a
mixture of policy pronouncements, guidelines, and procedure descriptions. Consequently, the policy statements tend to be longer than they
need to be. This tendency is not unique to ubc and can be said of a
large number of different organisations.
5.4 Purchasing Authorities
There are a very large number of purchasing authorities at the
University....typically their performance goes unmonitored in any official kind of way and there tends to be little communication among
them. The following chart depicts the range of supply choices that are
available to ubc customers. In some instances the customers are faced
with choices which are unclear or in conflict.
5.4.1 Ancillaries
Section 5.2 of this report outlines the extensive role played by ancillaries in the purchasing and broader supply management fields. Millions
of dollars are spent each year....largely in acquiring items for resale.
5.4.2 Delegated Authorities
In addition to ancillaries there are other delegated purchasing authorities. These are generally established where it is evident that a
particular body of acquisition expertise resides within a unit such as
the Library. Again, these authorities tend to spend large sums, and do
not normally have purchasing or service performance benchmarks attached. In some cases they are completing supply arrangements that
would be of interest to others at the University but supply details are
unknown outside the unit.
5.4.5     External Affairs/Business Development
Over the past few years, External Affairs has negotiated some special
supply arrangements. These have included contracts with Telus,
Aramark, Coca-Cola and Canadian Airlines. In general, these contracts
are designed to use the University's volumes to secure value-added benefits. Normally, these benefits are in the form of rebates to selected
areas ofthe University but not necessarily to the users. Thus, in some
instances, it requires the users to see the larger benefit to the University
not to their specific program, which makes it difficult to sustain interest and participation.
The most recent of these supply arrangements is the deal with Telus.
This contract does contain some price and technology protection
clauses as well as incentives to engage in such partnership endeavours
as projects in China. However, most ofthe contracts examined did not
contain such features. The introduction of'most favoured customer'
language into such contracts would help to ensure that the best possible deals are being obtained.
It is reasonable to expect that there is a role for supplier partners in
advancing the University's mission to be world leaders in education and
research. Such partnerships ought to be based upon shared risk —
shared reward'. Against this benchmark, no fully operational partnerships were found to be in existence at this time.
5.4.4     Customers
There are a variety of different forms of purchasing conducted directly
by officials ofthe University. These include drawdowns off the Purchasing Department's standing order ebos system and the
development of service contracts. They also include small dollar (less
than $1000) purchases on Q-reqs and requisitions with customer generated quotations ($1,000 to $10,000 for Purchasing Department's final
approval). All these forms of customer' purchasing are to be expected
in any large organisation.
What is perhaps less anticipated is the artificial use of Q-reqs to
break down the cost of more expensive items to sub $1000 levels (E.g.
the infamous example of an expensive table being bought over 5 requisitions — one for the top and four to cover each leg). Again, this is
hardly unheard of in a large organisation but is symptomatic of a purchasing approach that is less effective than it should be. Similarly,
there are a number of examples of individual Faculties establishing
their own agreements with suppliers — usually after the Purchasing
Department had declined to do so on the basis of materiality.
There was little evidence of line departments planning their purchases to take advantage even of their own volumes across
departmental units or over longer periods of time.
5.5     Best Value
5.5.1 Definition
Best value is defined as that which best supports the overall interests
ofthe University and its vision to be a world leader in education and
research. In practice, this means customers will describe their requirements in terms of their own programs' support of that vision.
Individual sourcing decisions usually require analysis and weighting of
many factors including the more traditional factors-pricing, service,
delivery, terms of payment, quality and in some circumstances the less
traditional factors-innovation, leading edge technology, business development, brand loyalty, minimum environmental impact and others.
It should be noted here that best value is difficult to achieve if suppliers feel they are not always allowed and encouraged to make their best
offers.
5.5.2 Business Case methodology
The methodology required to determine best value in any given situation requires considerable effort at the front end ofthe process to
decide what's required at what time and then serious panning about
how to engage the marketplace in a manner that allows them to make
their best offer.
Early findings in this area are that attempts to standardise specifications to facilitate price rankings often inhibit the more innovative side
ofthe marketplace. The public accountability factor also naturally
drives the process to the lowest overall bid rather than the best value.
This is commonplace in the public sector and to be fair some suppliers
really count on it. The point here however is that those decisions do
not always support the vision ubc has for itself which means they are
not best value. 8     |      UBC     REPORTS      |      NOVEMBER     30,     2000
THE     UNIVERSITY    OF     BRITISH     COLUMBIA      |     OPTIMISING     OPPORTUNITIES     REPORT
5.6 Integrity
This is ubc's commitment to transparent communications and ethical
behaviour in all the processes attached to supply management. The Purchasing Department addresses these challenges in its Purchasing Policy
#122 and its Conflict of Interest Policy #97. In this first set of stakeholder
interviews and in our review of relevant documentation there were no
indications of any improprieties in this area.
5.7 Performance Measurement
Earlier in this report, the general absence of measurement and reporting
of purchasing performance was noted, notwithstanding where on campus
it is being conducted.
The Purchasing Department has done a lot of benchmarking against
other institutions using an international authority in this field. While this
is felt to have some utility, it does not necessarily address the service, cost
reduction and best value issues that are forefront in the minds of their
customers and the University. It also does not necessarily accept that best
practices are not always found at universities.
The performance of other purchasing authorities on campus is typically not measured and reported. This makes it very difficult or
impossible for various end users or customers to judge whether or not
they are receiving the best deal possible.
5.8 Supply Management
5.8.1 Warehousing
It appears that ubc like many large administratively decentralised organisations has developed, over time, a proliferation of stores facilities, asset
storage rooms and active warehousing operations. These usually grow out
of day to day operational needs and a desire to have commonly used
goods readily available.
In discussions with various customers a number of these operations
have been revealed. It is understood that a review of these operations is
currently in process by others and that the results should be linked with
this study. Past experience has shown that, in general, small individual
operations do not provide the best return in productivity, asset management and safety that a few larger carefully selected, professionally
managed, stores operations would provide.
5.8.2 Copying
This area is of some debate on campus. From the users point of view
some said the prices charged by Media Services are not always competitive, the turn around can be slow, and that some ofthe jobs get farmed
out to the private sector with no added value. On the other hand Media
Services is competing with other "unofficial" copy shops on campus resulting in work being completed at unmeasured cost. If this work were
added to work already being done centrally this would allow the new
imPress to lower costs, modernise and become more efficient.
There does not seem to be a co-ordinated and accepted overall approach at the University on the sourcing of copying jobs, cost analysis, or
internal copy machine acquisition. The absence of these elements precludes the determination of best value printing for the University.
The purchasing department has a project underway to select an approved supplier in this area, however that will only deal with the
equipment pricing aspect ofthe problem.
5.8.5     Travel Management
Of all the services offered currently by the Purchasing Department this
one draws the most controversy. The controversy seems partially rooted
in the strategy to reward the university as a whole for airline usage patterns rather than individual departments. As a result many participate
grudgingly becoming difficult customers to serve. Pieces of the program
such as car rentals and hotel bookings seem to go well but airline bookings are tied to travel agents for reward tracking purposes. This is
currently under structural review given the changes in the Canadian airline industry and the continuing customer feedback.
5.8.4 Customs, Tax, Freight Management
The customs brokerage and tax recovery functions provided by the Purchasing Department seem well regarded except for some frustrating
accounting problems with credits and coding. In some situations it is not
possible to tell from the reports provided which project or research fund
the debit/credit should be assigned. This is being addressed. Freight
management, which includes courier contracts, is part of a cross Canada
university co-operative strategy demonstrating lowest cost. Relocation
services are also in this portfolio and appear well valued.
5.5.5 Planning
While Purchasing does use Advisory Committees, it still appears that
many ofthe bulk buying activities leading to standing orders are more
instinctive than the result of a structured approach to gathering information or planning. The potential for customer driven multi-year planning
input could be turned into increased opportunities for consolidated supply resulting in further savings for the University.
5.9     Technology
5.q.i      E-Commerce
The Purchasing Department has developed and is supporting several online systems including ebos. The ebos system is a one way on-line
catalogue system for standing order contracts negotiated by the Department. It is a listing system only. If a customer finds a product they require
on the list, it still has to be ordered over the telephone. There is no online
ordering capability.
There is at least one on-line ordering system on campus that was developed and is supported by the Bookstore. This is a full click and buy
system for books and office supplies. Computer equipment is provided as
a listing service and cannot be bought on-line.
The Commerce Faculty and the Information Technology Division have
expressed a strong interest in the development of an e-commerce strategy for the University. Procurement applications could fit very well with
an emerging University e-commerce strategy and in fact could become an
implementation prototype.
5.0.2     Purchasingsupport system
The Purchasing Department is currently using the purchasing module of
the PeopleSoft financial system. Feedback from the users is that the system, while operational, does not meet all of their needs and in general
adds to their workload rather than assist with it.
Customer feedback on the output system is that it seems to be rather
inflexible and modifications to forms are difficult to achieve.
5.9. j     Coding for tracking purchases
The Systems support area ofthe Purchasing Department had to develop an on-line system for customers to assist them on the coding of
purchases for the financial system. The PeopleSoft code is extremely long
and is made up of various component sub sections so Purchasing developed a four-digit shorthand known as speed charts. The digits are
transmitted either in writing or verbally and must accompany all Q-reqs.
Commmunications challenges have resulted in some confusion for some
customers and suppliers.
5.10    Purchasing Organization
5.10.1     Director recruitment
The Director ofthe Department is retiring in the fall of this year. This provides a window of opportunity to recruit based on the evolving
departmental challenges as defined in this study. The current director has
done a good job in his time of moving the organisation along the performance spectrum through some astute university networking and
appointments. However, the organisation now needs to go even further
and recruiting the new Director to lead that transition is timely.
5./0.2    Functional Organisation Chart
The chart below provides a visual representation ofthe current functions
and operating areas ofthe Purchasing Department:
Director
Purchasiig
Ad m*i 1 strati ve
Secretary
1
1
1
1
Purchasing
Information
Systems
"™
s,a„„„
—
s Equipment
C
sloms TaxS
Feight
Management
5.10 J    Professional Development
The professional development currently available to the staff and management ofthe Department is a mix of networking workshops with other
universities in Canada and the United States and traditional courses presented through one ofthe national purchasing organisations-usually
pmac and naeb. The workshop opportunities provide some exposure to
best practices for more senior staff. The courses in general do provide a
good fundamental understanding of basic contracting practices and professional development in terms ofthe broader marketplace. There does
not appear to be any kind of formal organisational reward for a commitment to continuous learning and few see it as a priority.
5.10.4    Skill Sets
The skill sets exhibited by the staff in the Department appear to line up
well with the current mandate for the most part. The challenge is coming
with the move to a more demanding mandate-less about process and
more about good general business practices, innovation, technology advancements and customer service.
5./0.5    Deskbound Buyers
There is a general observation from all interviewees, internal and external, that most ofthe Purchasing Department is too tied to their desks.
There is little opportunity for other than senior staff to visit their vendors
and customers. It's difficult to be an effective broker in that situation so
buyers have to return to just managing the process as best they can. UBC     REPORTS      |      NOVEMBER     30,     2000      |      9
5.11 Communication and Consultation
5.11.1      Description
This is the process of top quality, open and balanced dialogue with all of
the stakeholders to ensure the highest and best needs are being defined
and served. It takes an extraordinary commitment and effort by skilled
communicators to do it well. Several good efforts have been made by
senior staff of the Purchasing Department through end user groups, personal meetings and technology improvements like the website. However
customer surveys and anecdotal information gathered during this research shows that much more needs to be done in a tone of customer
service. Disseminating information is only one part ofthe task; the larger
challenge is to know that it has been received, understood and hopefully
valued.
5. //. 2     Tapping Existing Stakeholders
A Supply Council with key stakeholders seems to offer the quickest and
most comprehensive opportunity for balanced input and improvement.
Many customers indicated they would participate with regularity and
enthusiasm. The quality and dedication of participants to represent both
their area of interest as well supply management issues for the University
as a whole will be a key success factor. Giving up valuable time to participate will be a non-issue as long as the people see something in it for
themselves and their colleagues.
5.H.3     Use ofTechnolog
There is an opportunity for the Purchasing Department to take a leadership role in demonstrating the value of increased use of technology as a
proven productivity tool. Apparently Y2K necessarily diverted precious
resources but the critical mass of interest and demand is still there and
more impatient than ever.
5.11.4    Customer Focus
Like many support functions, Acquisition Services in the Purchasing
Department is too often in the position of having customers approach
full of enthusiasm only to be met by an administrative explanation of
why something they want to do can't be done. While there are policies
and guidelines, the research indicates the customers would really value a
more constructive spin to assist in finding ways to accomplish what
needs to be done. Many customers quickly learn that forgiveness is easier
to get than permission and just go around the system-they are not willing to jeopardise their own programs to serve a purchasing policy that
they don't understand. It's not a good feeling either for those in Acquisition Services as instinctively no one likes to say no to a customer who
may only return under duress making it even more difficult to serve
them next time. The university with a vision to be a world leader in education and research has to have its support functions aligned to that
vision. The service ethic needs to be a stronger piece ofthe mandate
5.12 Co-operative Purchasing
5.12.1 Used for Expenditure Savings
The Purchasing Department does do some co-operative purchasing with
other universities and makes some use of some Provincial contracts to
lower costs. Selectively, there may be room for further initiatives in these
areas.
There would also appear to be an opportunity for the University to
link its ubc bid system to the Province's electronic tendering system to
further lower administrative costs and to ensure greater coverage with
potential suppliers.
5.12.2 Used for B.C. Public Sector Leadership
ubc is British Columbia's largest educational institution. As such, it
sometimes obtains better pricing than other institutions can. UBC, both
through the Purchasing Department and through delegated authorities
such as the Library and the Bookstore have offered to share their contract pricing with others. Usually, these offers are rejected. There is an
opportunity here for the University and/or the Province to show leadership in reducing public sector costs.
5.13 Current Practices
5.13.1     Preferred Vendors
The Purchasing Department maintains a list of vendors who are classed
as "preferred vendors" after a pre-qualifying competitive process. This
list is updated on an annual basis and is composed of vendors who provide common requirements to many ubc customers.
There seems to be confusion about some of these vendors having a
stamp of approval as some customers felt that their prices were not the
best and the service was often questionable. There was also a sense of
preferred vendors within the preferred vendors' list. It was suggested that
if an order did not go to the lowest priced "top vendor" on the list, the
Purchasing Department would sometimes require extra justification.
Most customers preferred no pecking order to the lists and let the customers vote with their feet. Clever vendors would pick up on this and
investigate opportunities with the customers, not the Purchasing Department.
5./j. 2    Low Bid
There is a belief among some customers that the Purchasing Department
is often primarily focused on the lowest price. They suggest that such
things as service, delivery quality and specifications are not given high
enough weighting in the buy decision. There were several examples provided where specifications were either changed, or just not met, in order to
obtain the lowest price for the closest match. There was a general feeling
that the University may be receiving the best price for a product or service,
but not necessarily the best value.
5.73.3 Purchases less than $1000
These orders can be done directly by the customers and only require a Q-
req as the document for payment. This form of order is not supposed to be
used for items covered by a standing order or for repetitive requirements
but in fact it is, on occasion. It is also used to cover any purchase of goods
or services where no other document seems to apply. It gets the bills paid.
It is a true delegation and is appreciated by most ofthe customers. The
general desire is to raise the dollar limit, and such recommendations are
underway.
5.13.4 Requisitions from $1,000 to $10,000
The customer who wishes to purchase an item or service in this range is
required to complete a requisition and attach quotations if they choose.
The Purchasing Department vets the information and creates the purchase order.
The general feeling expressed by a number of customers is that the Purchasing Department adds little value to this process. Some customers feel
that they do all the work to get the best available product and pricing and
that sending it to the Purchasing Department just adds more work with
no benefit.
5-/3.5    Standingorders
The Purchasing Department sets up Standing Orders for items that are
ordered frequently and are generally of lower cost with limited service requirements. This type of purchasing is accessed via the EBOS system.
The customers like this type of system and some ofthe interviewees
stated they use this system for up to 80% of their needs. Concerns beyond
pricing mentioned earlier are that there are not enough of these and customers would like to complete the order online rather than having to
complete it manually.
5.14    Supplier Issues
5.14.1 Slow Payment
Some vendors are complaining about this; others rate ubc highly compared with other accounts. Anecdotes include certain customers regularly
losing invoices; customers and suppliers sometimes confused over proper
purchasing instruments and coding required to ensure payment; and vendors refusing shipments until accounts are settled. Part ofthe problem
appears to be those customers who have little administration or support
staff to organise their systems to receive, sign and track invoices. There
appears to be a big productivity leak here for the University hurting its
reputation in the marketplace to some degree.
5.14.2 Slow Technology Implementation
Many vendors are ready and would love to start more e-commerce initiatives now; this would go a long way to addressing lost productivity for
almost everyone.
5.14.3 Preferred Vendors List
Some customers say some suppliers are being denied access to the preferred vendors' list in spite of support from the customers. Some vendors
identified as preferred actually are not.
6 Conclusions
6.1      Purchasing is much deeper than the Purchasing
Department
The Purchasing Department buys only certain ofthe University's requirements, primarily consumables' used in operating the various departments.
In addition to this buying, several million more is spent by Ancillaries acquiring goods for resale; by delegated authorities on speciality items; by
various departments on services; by various departments on smaller
goods purchases; by various departments on capital development; and, by
selected departments on expensive (often globally sourced) equipment.
It is important that for the purposes of guiding policy, risk management
and planned corporate cost reduction initiatives that all the above be seen
and included as 'purchasing' at ubc. UBC     REPORTS
NOVEMBER    30,     2000
THE     UNIVERSITY    OF     BRITISH     COLUMBIA
OPTIMISING     OPPORTUNITIES     REPORT
6.2     Financial contribution can be broadened by shifting
from purchasing to supply management
There appear to be a number of opportunities to reduce costs by developing a broad supply management focus at the University. This would be
inclusive of purchasing but would also encompass other logical supply
chain initiatives.
For instance, There is evidence of a proliferation of copy centres
around the campus. Typically, no business case is attached to these centres and the relative cost/benefit is unknown. At the same time there is a
centrally mandated print centre (imPress) which theoretically, at least,
should be able to secure the best pricing through consolidated volumes.
Benchmarking and performance measurement can be used to test this
further.
Similarly, there is a proliferation of warehouse type operations around
the campus. These 'warehouses' are used to perform a number of functions including formal receiving and distribution of new goods, holding of
surplus goods and, storage of equipment, costumes and props. It is likely
that costs could be reduced considerably by rationalising the items that
are stored at all, and by consolidating the remainder in a facility that can
still have individual (Faculty) control over contents.
6.6 Need to improve technology (acquisition
mechanisms)
Technology will play a very important role in optimising the returns from
purchasing/supply management. In particular, significant gains can be
anticipated with a move to a click and buy' capability off the Purchasing
Department's website, and through further moves to implement electronic commerce.
It is anticipated, given their interests in e-Commerce, that the Information Technology and Commerce areas will be interested in assisting
research and implementation of appropriate e-Commerce solutions.
6.7 Need to adopt continuous improvement strategy
The Purchasing Department should more formally adopt a strategy of
continuous improvement. This should be given teeth through inclusion of
specific action steps in annual business plans. These steps will largely be
determined by feedback on priorities from various stakeholders. Continuous improvement requires an understanding that the job is never done
and a commitment to being the best it can be.
6.3 Purchasing leadership required
Purchasing at ubc is often uncoordinated and uneven beginning with
minimal enabling policy through to lack of operational and performance
monitoring. As noted previously in this report, there are a large number of
players in the purchasing field and skill levels and methods vary widely.
There is no conclusion that centralising all purchasing is in the University's best interests. In fact, it makes sense to continue to use the strong
pockets of expertise that reside in most ancillaries, delegated authorities
and customer locations.
However, it is concluded that there must be a single body accountable
for the overall direction and performance ofthe purchasing/supply management function. The Purchasing Department should provide this
leadership at the level of policy, communication, benchmarking and
monitoring. The Department will require considerable refocusing for this
role to be undertaken properly.
6.4 Proposed functional organization structure
Director
Supply
Management
Administrative
Secretary
Purchasing
Supply Operations
Information
Systems
Customs Tax &
Freight
Travel
Management
Surplus Equipment
Operational
Reviews
Pure Purchasing
activities:
e Large $ tenders
• Seting Up stand ng
Orders
e Seting Up preferred
Vendors
t Special Orders
m Vendor Measurement
and reporting
Operational Actn* ties:
0 Provide day-today
ongoing service
provision
■ Determine
cost/benefit  of
improving specific
supply operations (e.g.
Waienousing
copying^xinting)
Support for:
• on-line systems
■ e-oommerce
» clbk-and-buy
» vendor technical
interfacing
B Direct department
support systems
Policy,
Benchmarking &
Reporting
Finandal &
Statistical Analyst
Support for:
m  Policy Development
• Benchmarking
development
0 Analysis &
repoitingof
delegated
authority
performance
6.8 Need to establish public sector leadership in supply
management
ubc has an opportunity to earn a leadership position in supply management in the British Columbia public sector. Such a leadership position
should not be viewed as a soft' concept but rather as a significant step in
sharing cost reduction, economic development and other constructive
initiatives with those with less marketplace clout.
6.9 Need to strengthen vendor relationships and
contributions
There appear to be no suitable examples of public-private partnerships at
ubc. True partnerships involve shared risk and reward and create
synergies that neither partner could achieve on their own. With the University's high education and research aims, there is a place for such
partnerships...perhaps leading with a large current technology supplier or
a strategically placed research support company
6.10 Need to improve communications
Communications among all the officials working directly or indirectly, in
thefield of supply management at the University is inadequate. End User
Advisory Committees and the annual Tradeshow run by Purchasing are a
start however these must go further. Outcomes of poor communications
include lack of planning and co-operation to leverage volumes; dissent
and loss of opportunities on such initiatives as travel management and
the procurement card; proliferation of questionable warehouse and copy
operations; misuse of local purchasing authorities; ill will between some
customers and the Purchasing Department; and, good ideas remaining in
their silos' rather than being shared with others.
7 Recommendations
these break out naturally to five major themes all of which need to
be addressed with some degree of urgency:
7.1 POLICY FRAMEWORK-developing statements which
engage and enable the customers' pathway to the vision:
Develop a concise 'pure' policy statement for approval of Board of
Governors. Policy statement to address only essential University interests on any form of purchasing conducted by any university source.
Develop supporting guidelines and procedures as necessary.
• Work with ancillaries and other delegated authorities to establish appropriate purchasing benchmarks and service standards.
Redraft delegated authority documents, incorporating benchmarks
and service standards.
• Establish methodology for reporting purchasing performance at least
once a quarter, notwithstanding where it is conducted.
• Establish method for formally monitoring delegated authorities at
least once every three years.
6.5     Need to align supply management to University vision
and customer needs
The University has a strong vision to be among the world leaders in education and research. Supply management has contributions to make to
this vision by providing excellence and leadership in such areas as technology, supplier partnering and benchmarked successes. From time to
time there may be broader University needs that can also be at least partially addressed through proper supply management (e.g. general cost
reduction).
Each Faculty and other supply management customers have their own
vision and needs to be met. Excellence in customer service, provision of
best value methods and measured performance are among the alignment
issues to be addressed here.
7.2TECHNOLOGY-ensuring leading edge applications where
productivity gains are most obvious:
• Continue development of Purchasing web site towards full click and
buy' ordering capability.
• Continue implementation of Procurement Card initiative — ensuring
that customer concerns are fully addressed before implementation.
• Work with Administration and Finance to determine the best method
of achieving acceptable accounts payable terms.
Establish Steering Committee with the Faculty of Commerce and Information Technology to pursue development of purchasing as a
major University E Comm initiative.
• Benchmark activities at the Universities of Arizona and Manitoba as
the recognised leaders in their respective countries. UBC     REPORTS      |      NOVEMBER     30,     20O0      |      II
7.3 COST REDUCTION/COST AVOIDANCE-identifying
opportunities and setting goals:
• Complete operational review of proliferation of warehouse operations
around campus with a view to consolidation and cost reduction.
• Complete operational review of ad hoc copying centres established
around campus, establish appropriate per copy pricing and move to
consolidate printing at the most cost-effective source.
• Establish pricing and service benchmarks for ancillaries; publish
same; and consolidate campus ordering where ancillary can demonstrate it is the most competitive source.
• Regularly review financial accounts to determine significant retail
(not fully discounted) spending patterns. Move to negotiate discounted standing orders where appropriate (e.g. Over $300K spent
with Grand and Toy in fiscal year 2000 — with discounts varying
widely.).
• Develop three multi-year product plans (at least) involving five customers (at least) each to demonstrate the cost reduction power of
planned purchases.
• Examine methods of returning savings through centralised supply
management activity to customers — i.e. what form of incentive engages the customer and optimises roi for the university as a whole.
• Expand Treasury's currency hedging activities to reduce risks on purchases of items requiring payment in foreign funds.
• Determine and publicise the 'best deals' on items negotiated by delegated authorities for their own purposes that might lead to further
reduced costs around campus, (e.g. books, magazines and periodicals
negotiated by the Library)
7.4 COMMUNICATION & CONSULTATION-ensuring
ongoing balanced input from all ofthe key stakeholder
groups:
Initiate new service standards in consultation with customers.
• Use current priority initiatives (e.g. procurement card) to further test
accelerated techniques of consultation (engagement of stakeholders)
and communication (informing stakeholders) processes.
Establish a Supply Council (with representation from all major customer groups) to guide the development of supply management
initiatives at the university.
Develop longer-term strategies for communication and consultation
with suppliers and market based organisations.
Develop at least three prototype initiatives with a view to reducing
the costs of other bc public sector educational institutions.
7.5 ORGANISATIONAL DEVELOPMENT-aligning
organisational capabilities with the revised mandate:
• Adopt new functional organisation as per description and diagram in
section 6.4 of this report.
Develop job description and recruit new Director of Supply Management to lead transition of Purchasing Branch to the preferred role
described in this report.
• Develop new organisational thrust bringing together supply operations (including operational review capabilities for warehousing,
copying and other supply management initiatives)
• Develop new organisational thrust for policy, benchmarking and performance reporting to establish overall supply direction, service
standards and supply accountability at the university.
• Set professional development goals with staff and initiate actions to
prepare them for new opportunities as appropriate.
• Incorporate continuous improvement actions into annual business
plans.
8     Appendix
8.1 Interview Acknowledgements
The authors wish to acknowledge the true spirit of enthusiasm and candour offered by all ofthe stakeholder interviewees in the preparation of
this report. It is clear that everyone saw what was in it for them by helping
to improve the University's approach to supply management.
INTERVIEWEE
ROLE
REPRESENTING
Amos, Dave
Barfoot, Maureen
Barnes, David
Benbasat, Izak
Bennington, Vern
Boudreau, Robert
Boutilier, Chris
Bowler, Keith
Byrne, Bridie
Darraugh, Pat
Dodds, Ted
Dolchewskijoe
Eigendorf, Gunter
Gilfillian, Cathy
Gourlay, John
Graham, Don
Harmon, Linda
Harvie, Debbie
Hausknecht, Gayle
Hilts, Linda
Hogan, Nancy
Humphries, Georgia
Jarman, Gabriela
Kozak, Marietta
Lackie, Al
Lam, B.G.
Lee, Brian
Leighton, Ken
Leung, Sylvia
LI ewellin, Thomas
Lodge, Janet
Owen, Phil
Parker, Brian
Parr, Andrew
Philip, Bob
Porter, Roland
Puthen,Joe
Quinlan, Catherine
Ryan, Steve
Sanghera, Nasheter
Skinner, Leanne
Slonecker, Chuck
Spratley, Richard
Stewart, Gary
Sumner, Terry
Tanaka, Sandy
Taylor, Liz
Thompson, Rosemarie
Tom,Jim
Tong, Cheryl
Turner, Ann
Voon,Tony
Whitehead, Lome
Associate Director,
Operational Services
Director of Administration
Director, Plant Operations
Faculty
Manager, Accounts Payable
Manager of Financial Systems
Manager Computer Division
Director of Purchasing
Assistant to Dean of Science
IT Services Manager
Associate Vice President
Director of Information Systems
Director, Mass Spectro Centre
Office Manager
SERF Coordinator
Purchasing Manager
Director Business Relations
Director of Bookstore
Purchasing Officer
Manager, Customs, Tax, Freight
Manager of Administration
Buyer
Manager, Administration
Business Mgr., Theatre etc
Major Contracts Officer
Purchasing Officer
Manager of Finance
Manager, Information Systems
Lab Technician
University Architect &
Landscape Architect
Purchasing Officer
Head Technician
Industrial Sales
Director of Food Services
Director, Athletics & Recreation
Supervisor, Supplies
Controller
University Librarian
Finance Officer
Director
Buyer
Vice President, External Affairs
Associate Vice President,
Research
High Volume and Colour
Specialist
Vice President
Accounts Manager
Manager, Administration
Major Accounts Executive
Director of Networks
Buyer
Finance Manager
Director, Media Group
Associate Dean of Science
Information Technology
Biomedical Res Ctr
Plant Operations
Comm&Bus Admin
Financial Services
Finance & Admin
Bookstore
Purchasing Dept
Science Faculty
Comm&Bus Admin
Information Technology
Information Technology
Science Faculty
Media Group
Purchasing Dept
Purchasing Dept
External/Business
Relations
Bookstore
Purchasing Dept
Purchasing Dept
Comm&Bus Admin
Purchasing Dept
Purchasing Dept
Arts
Purchasing Dept
Purchasing Dept
Arts
Purchasing Dept
Agricultural Sc
Land & Building Services
Purchasing Dept
Biomedical Res Ctr
Guillevin International
Food Services
Athletics & Rec
Bookstore
Athletics & Rec
Library
Research
Finance & Admin
Purchasing Dept
External/Business
Relations
Research
Ikon Office Solutions
Administration & Finance
Comm&Bus Admin
North South Travel
Ikon Office Solutions
Information Technology
Purchasing Dept
Library
Media Group
Science Faculty I      UBC      REPORTS      |      NOVEMBER     30,     2000 UBC     REPORTS      |      NOVEMBER     30,     2000      |      IJ
THE    UNIVERSITY   OF    BRITISH    COLUMBIA
Student Discipline Report
Sept. 1,1999 to Aug. 312000
under section 61 of the University Act, the President of the University
has authority to impose discipline on students for academic and non-
academic offences (see page 51 ofthe 2000/2001 University Calendar). A
summary of such disciplinary cases is published on a regular basis, without disclosing the names of students involved.
In the period 1 September 1999 to 31 August 2000,44 students appeared before the President's Advisory Committee on Student Discipline
and 42 were subsequently disciplined. For each case, the events leading
to the imposition ofthe discipline and the discipline imposed are summarized below. Discipline may vary depending upon the circumstances
of a particular case.
1. A student removed numerous articles from Library Journals.
discipline: a suspension from the University for 4 months*, leading
to a delay in graduation, and restitution to the Library for damages
resulting from this misconduct.
2. A student (i) submitted a term paper for a course assignment that was
completely plagiarized and that had been purchased from an off-campus source, and (ii) brought unauthorized material into the final
examination of another course.
discipline: a mark of zero in both courses and a suspension from the
University for 24 months*.
3. A student was alleged to have colluded with another student in a
cheating incident during a midterm examination.
outcome: charge dismissed; allegation could not be substantiated
from a consideration ofthe available evidence.
4. A student used false identification to gain entrance to an examination
room and wrote an examination in the name of another individual.
discipline: a suspension from the University for 12 months*.
5. A student was alleged to have brought unauthorized material into a
midterm examination.
outcome: charge dismissed; allegation could not be substantiated
from a consideration of the available evidence.
6. A student substantially plagiarized a term paper for a course.
discipline: a mark of zero in the course and a suspension from the
University for 10 months*.
7. A student participated in the disruption/destruction of a display
spponsored by a campus group.
discipline: a suspension from the University for 4 months*.
8. A student brought an unauthorized calculator into a final examination.
discipline: a mark of zero in the course and a suspension from the
University for 12 months*.
9. A student plagiarized parts of assignments in two different courses.
discipline: in the special circumstances, a letter of severe reprimand* and a mark of zero in one of the courses.
10. A student was involved in a cheating incident during a midterm examination in a course.
discipline: a mark of zero in the course and a suspension from the
University for 12 months*.
11. A student brought an unauthorized electronic dictionary into the final
examination of a course.
discipline: in the special circumstances, a letter of reprimand.
12. A student plagiarized a part of a term paper submitted in a course.
discipline: a mark of zero for the submitted paper and a letter of
reprimand.
13. A student participated in the disruption/destruction of a display
sponsored by a campus group.
discipline: a suspension from the University for 4 months*. On appeal to the Senate Appeals Committee on Student Discipline, the
period ofthe suspension was upheld, but the eligibility date for seeking removal ofthe transcript notation was altered.
14. A student was involved in a cheating incident on a final examination.
discipline: a mark of zero in the course and a suspension from the
University for 12 months*.
15. A student intended to impersonate another person on an examination.
discipline: in the special circumstances, a letter of reprimand.
16. A student used an unauthorized access code to improperly access a
dispensing system.
discipline: in the special circumstances, a letter of reprimand.
17. A student completely plagiarized a research paper for a course.
discipline: a mark of zero in the course and a suspension from the
University for 12 months*.
18. A student was involved in a cheating incident during a midterm examination.
discipline: a mark of zero in the course and a suspension from the
University for 12 months*.
19. A student used plagiarized material for essays submitted in a course.
discipline: a mark of zero in the course and a suspension from the
University for 8 months*.
20. A student was involved in a cheating incident in a course.
discipline: in the special circumstances, a letter of reprimand.
21. A student plagiarized material in a term paper for a course.
discipline: a mark of zero in the course and a suspension from the
University for 8 months*.
The student was also alleged to have been involved in a cheating incident in the final examination ofthe same course.
outcome: the latter charge was dismissed; allegation could not be
substantiated from a consideration ofthe available evidence.
22. A student submitted plagiarized term papers in two separate courses.
discipline: a mark of zero in each course and, in the special circumstances, a suspension from the University for 2 months*.
23. A student substantially plagiarized the material submitted in an essay
in a course.
discipline: a mark of zero in the course and a suspension from the
University for 6 months*.
24. A student was involved in a cheating incident in a course.
discipline: a mark of zero in the course and a suspension from the
University for 12 months*.
25. A student assaulted another student in a class.
discipline: a letter of severe reprimand*.
26. A student defaced University property with graffiti.
discipline: a letter of reprimand*.
27. A student colluded in a cheating/plagiarism incident with another student on a final examination in a course.
discipline: a mark of zero for the final examination in the course*.
28. A student was involved in a cheating incident during a final examination.
discipline: a mark of zero in the course and a suspension from the
University for 12 months*.
29. A student altered some returned test papers in an attempt to obtain
revised grades.
discipline: a mark of zero in the course and a suspension from the
University for 12 months*.
30. A student cheated on a course quiz.
discipline: in the special circumstances, a letter of reprimand*.
31. A student assaulted a Campus Patrol Officer.
discipline: a suspension from the University for 24 months*. On appeal to the Senate Committee on Student Appeals on Academic
Discipline, the suspension period was reduced to 12 months*.
32. A student submitted the same term paper in two different courses.
discipline: a mark of zero in one of the courses and a suspension
from the University for 9 months*.
33. A student submitted a plagiarized essay in a course.
discipline: a mark of zero in the course and a suspension from the
University for 12 months*.
34. A student surreptitiously wrote a midterm examination under a false
name in a course in which he/she was not registered, and attempted to
remove the paper from the classroom at the end of the examination.
discipline: a suspension from the University for 18 months*.
35. A student stole the homework assignments of two individuals and submitted their work as his/her own.
discipline: a mark of zero in the course and a suspension from the
University for 12 months*. 14     I      UBC     REPORTS      |      NOVEMBER     30,     2000
THE      UNIVERSITY     OF     BRITISH     COLUMBIA      |      STUDENT     DISCIPLINE     REPORT
36. A student completely plagiarized a term paper for a course.
discipline: in the special circumstances, a mark of zero in the course
and a suspension from the University for 4 months*.
37. A student plagiarized a term paper for a course and was involved in a
cheating incident in the final examination of that course.
discipline: a mark of zero in the course and a suspension from the
University for 8 months*.
38. A student colluded with another student in a plagiarism/cheating incident on a final examination in a course.
discipline: a mark of zero for the final examination in the course*.
39. A student altered a course midterm mark and submitted the paper for
re-grading.
discipline: in view ofthe nature ofthe extenuating circumstances
surrounding this case, no disciplinary penalties were assigned.
40. A student participated in the disruption/destruction of a display
sponsored by a campus group.
discipline: a suspension from the University for 4 months*.
41. A student permitted two other students to plagiarize his/her paper in
a course.
discipline: a letter of reprimand.
The student was also alleged to have exposed his/her final examination paper to the view of another student.
outcome: the latter charge was dismissed; allegation could not be
substantiated from a consideration ofthe available evidence.
42. A student was alleged to have cheated, or to have assisted in a cheating incident, during the midterm examination of a course.
outcome: charge dismissed; allegation could not be substantiated
from a consideration ofthe available evidence.
43. A student colluded with another student in a cheating incident during
the final examination of a course.
discipline: a mark of zero in the course and a suspension from the
University for 12 months*.
44. A student submitted a dissertation in 1996 that contained plagiarized
material.
discipline: a mark of zero in the course (thesis) which resulted in the
degree being revoked*.
*   In all cases indicated by an asterisk a notation of disciplinary action is
entered on the student's transcript. At any time after two years have
elapsed from the date of his or her graduation the student may apply
to the President to exercise her discretion to remove the notation.
Students under disciplinary suspension from ubc may not take
courses at other institutions for transfer of credit back to ubc UBC     REPORTS      |      NOVEMBER     30,     2000      |      15
THE    UNIVERSITY   OF    BRITISH    COLUMBIA
Draft Policy: Access to and Security of Administrative Information Systems
Call for comments
the draft "Policy on Access to and Security of Administrative Information Systems" (below) was presented to the Board of Governors for
information and review on Nov. 16,2000. It was developed by a committee with representation from key stakeholder groups on the campus and
is now being presented to the broader campus community for consultation. The members ofthe committee that formulated the proposed policy
were:
Dave Brent, Computer Science
Joost Houwen, School of Architecture
Bruce Jolliffe, ITServices
Hubert Lai, Office ofthe University Counsel
Brian Owen, Library
Justin Twyford, Internal Audit
Feedback may be submitted by e-mail to the Office ofthe University
Counsel at lui@exchange.ubc.ca. All feedback should be submitted no
later than Dec. 15, 2000. Subject to feedback from the campus community,
it is expected that the proposed policy will be submitted to the Board of
Governors with a request for final approval in January of 2001.
Approved
November 2000 ■
for information
Responsible:
Vice President Academic and Provost
Vice President Administration and Finance
Purpose
this policy applies to the use and access of Administrative Systems
and Administrative Data (see Definitions below) by faculty, staff, and students. The intent of this policy is to:
• ensure the availability and integrity of Administrative Systems and
Administrative Data and to reduce the risk of loss whether by accidental or intentional modification or destruction
• ensure the confidentiality of Administrative Systems and Administrative Data
• prevent unauthorized use of Administrative Systems and Administrative Data
Policy
all administrative data is owned by the University. Administrative
Systems and Administrative Data shall be used to support the University's
mission.
ubc promotes an open computing environment that allows for access
by all individuals to computing resources. The University's reliance on
proper-functioning Administrative Systems and Administrative Data requires the resources to be operated and maintained in a secure, licensed
environment, protected from misuse.
Access to, sharing and security of Administrative Systems and Administrative Data requires that each user accept responsibility for protecting
the rights ofthe University and members ofthe University community.
Users shall
• only access and use Administrative Systems and Administrative Data
to which they have been authorized
• not distribute, access, use, destroy, alter, dismantle, disfigure or disable
Administrative Systems or Administrative Data in a manner that
threatens the security of its environment
• employ appropriate security controls such as passwords
• take reasonable steps to protect from unauthorized access and disclosure and to maintain the confidentiality of those portions of
Administrative Data that are confidential and/or sensitive
In the event that an individual suspects or becomes aware of a violation
of this policy, the person shall report such violation to the appropriate
administrative head of unit or to ITServices. A user who is involved in unauthorized actions may be subject to penalties imposed by the University
and/or liable to prosecution under the Criminal Code of Canada.
The University reserves the right to deny any request or to restrict or
remove access to Administrative Systems and Administrative Data for
reasons of security or for failure to comply with the policies and procedures ofthe University.
With respect to penalties and sanctions, related documents include,
but are not limited to, the Student Discipline Policy (#69), collective
agreements with faculty and staff, and the terms of employment applicable to non-unionized staff.
Administration
administrative heads of unit are responsible for establishing and
maintaining Administrative Systems and Administrative Data within
their areas of responsibility. These responsibilities include:
• ensuring that adequate controls to secure Administrative Systems,
with particular care concerning user identification and validation
measures;
• ensuring, as appropriate or required, that Administrative Data within
their responsibility is maintained, transmitted and stored in a secure,
consistent and persistent manner that adheres to all relevant University policies and guidelines;
• authorizing access for individuals to Administrative Systems and Administrative Data within their responsibility;
• renewing, retiring, and revoking user authorizations within their responsibility;
• ensuring that a contingency plan, including appropriate data back-up
systems and recovery systems, is being used within their unit;
• ensuring that breaches of this policy occurring within their unit are
resolved and/or referred to ITServices, as appropriate, and that where
they are so referred, continuing to assist in the investigation;
• ensuring that technical staff within their unit are aware of and adhere
to this policy, and that they support University standards in the design, installation, maintenance, training, and use of Administrative
Systems and Administrative Data;
• taking immediate and appropriate action when they become aware of
violations of this policy or its procedures.
ITServices shall perform a coordinating role in the implementation,
administration, and support of this policy by:
• assisting in the investigation of breaches of this policy when requested; and
• providing an ongoing security awareness program.
Limits of University Liability
the university does not warrant that any information stored, processed, transmitted, or maintained on Administrative Systems will be free
from errors or will remain confidential. Users should be aware that, during the performance of their normal duties with respect to Administrative
Systems (including but not limited to system monitoring, trouble-shooting, back-up and other security operations), the University's technical
staff may, from time to time, access and view information and data other
than Administrative Data.
The University encourages all users to employ good security practices, including passwords and encryption where appropriate. However, users shall
ensure that the University has proper and timely access to Administrative
Data stored on Administrative Systems for which they are responsible.
Guidelines and Procedures
from time to time, the Vice President Academic and Provost may authorize the issuance of guidelines and procedures to be followed in
accordance with this policy. For detailed information regarding procedures associated with this policy, contact the Associate Vice President,
ITServices.
Definitions
Administrative Systems are all administrative and academic computer
facilities, electronic media, communications networks, software programs, systems, and hardware of all types that are owned by the
University and/or used, wholly or in part, for administrative functions.
This includes, but is not limited to, application software, operating system software, operating support software, security software, and
computer communications equipment and associated equipment, transmission media of all types, gateways, and networks.
Administrative Data are the information and data used by the University
to fulfill administrative functions. 16     |     UBC     REPORTS      I      NOVEMBER    30,     2O00 UBC     REPORTS      |      NOVEMBER     30,     2000      |      17
Stormy markets.
The family ofthe late Frank Eastham joined ubc President Martha Piper at the recent
naming ofthe Frank Eastham Room in the General Services Administration Building.
Eastham served as ubc associate vice-president, Human Resources from 1991 to his
death in November 1998. Gathering around the plaque unveiled in his honour are (l-r)
Eastham's parents, Frank and Jean, his son Shaun, wife Anne and Piper. The plaque
describes the popular executive's leadership, humour, and commitment to the
university. The room will be used for staff training and development. Martin Dee photo
ing how Parkinson's may affect complex activities such as managing multiple tasks. Participation involves
performing fairly simple tasks, some
of which involve responding verbally
to computer, screen displays. If you
are a healthy person ofthe age 50
years or older, we are also in need of
several people to participate as part
of a non-Parkinson's comparison
group. Call Todd Woodward, Psychology Dept. at 822-3227.
Sexual Assault Research
The Anxiety and Fear Laboratory in
the Dept. of Psychology requires female volunteers who have experienced unwanted sexual activity, to
participate in a research project. If
you have ever had sex with someone
when you didn't want to, because the
other person continued the event
when you said no, forced or threatened to force you, or because you
were given alcohol or drugs, and you
would be interested in helping us
with our research, please call 822-
9028. Confidentiality and privacy protected.
Museum Of
Anthropology Exhibition
moa Shop Annual Holiday Sale. Continues to Dec. 24. Attributed To Eden-
shaw: Identifying The Hand OfThe
Artist. Continues to Dec. 31. Three
Case Studies: Northwest Coast Art.
Continues to Dec. 31. Raven's Reprise:
Contemporary Works by First Nations Artists. Continues to Jan. 14.
Conversations: The Tecson Philippine
Collection. Continues to Feb. 15. Winter hours Wed.-Sun. nam-spm; Tues.
to 9pm (5-gpm free). Call 822-5087.
Traumatic Stress Clinic
Psychologists conducting research at
the Traumatic Stress Clinic at ubc
Psychiatry are offering free treatment
to people suffering from Post-Traumatic Stress Disorder (ptsd). ptsd is
caused by events such as physical or
sexual assault, and motor vehicle accidents. Call the Traumatic Stress
Clinic at 822-8040.
AMS Rentsline
Helping students find housing since
1993, the ams Rentsline is ubc's off-
campus housing registry. This service
gives students access to hundreds of
rental listings, and landlords access to
thousands of students looking for
housing. You can call the Rentsline
from any touch tone phone 24 hours
a day, 365 days a year. Call 714-4848.
Faculty Women's Club
The Faculty Women's Club brings
together women connected to the
university either through their work
or that of their spouses, for social
activities and lectures. The main purpose ofthe Faculty Women's Club is
to raise funds for student scholarships. There are 19 different interest
groups within the club, ranging from
art appreciation and bridge to hiking.
Do come and join us! Call Elizabeth
Towers, president 224-5877; Gwyneth
Westwick, membership 263-6612.
Twin Research
Are you, or do you know a female
adult twin? We are studying the relationship types of fraternal and identical female twins. If you can help by
completing some questionnaires and
being interviewed about relationships, please e-mail tmacbeth@
cortex.psych.ubc.ca or call Tannis
MacBeth, Psychology 822-4826.
Research Study
Hard-of-hearing university students
are invited to discuss their post-secondary experiences for a PhD study.
Involves interviews and the option of
jotting down thoughts twice weekly
over a three-week period. Honorarium to be provided. Call Ruth Warick,
graduate student, in the Dept. of Educational Services, ubc at 224-4198 or
e-mail rwarick@interchange.ubc.ca.
Parents With Babies
Have you ever wondered how babies
learn to talk? Help us find out. We are
looking for parents with babies between four to 21 months of age, including babies raised in a bilingual
home, to participate in language development studies. If you are interested in bringing your baby for a
one-hour visit, please call Prof. Janet
Werker's Infant Studies Centre, Psychology at 822-6408 (ask for Kate).
Parents With Toddlers
Did you know your child is a word-
learning expert? Help us learn how
children come to be so skilled at
learning new words. We are looking
for children (two- to four-year-olds)
and their parent(s) to participate in
language studies. If you are interested
in bringing in your child for a 45-
minute visit, please call Asst. Prof.
Geoffrey Hall's Language Development Centre, Psychology at 822-9294
(ask for Kelley).
Statistical Consulting And
Research Lab (SCARL)
scarl offers statistical advice and
long or short-term assistance to researchers. Resources include expertise in many areas of statistical
methodology and a variety of statistical software. Web site www.stat.
ubc.ca/scarl, e-mail scarl@stat.ubc.ca
or call 822-4037.
UBC Fencing Club
ubc Fencing Club meets every Monday and Thursday from 7-gpm in the
Osborne Gym. Learn decision-making, poise and control. Newcomers
welcome. Drop-in fee. Leave message
at 878-7060.
Chan Centre Tours
Free tours ofthe Chan Centre for the
Performing Arts are held every Thursday. Participants are asked to meet in
the Chan Centre main lobby at 1pm.
Special group tours can be booked
through www.chancentre.com or at
822-1815.
Building
Community
United Vtay
of the Lower Mainland
Calming advice.
With all the ups and downs
in today's stock markets, it's
no wonder so many
investors are feeling a
little nervous.
If you're looking for some
solid advice this RSP
season, then you should
talk with RBC Dominion
Securities Investment
Advisor Lilly Kazaz. Lilly has
the knowledge and
experience to design
investment strategies for all
market conditions.
Canada's First
Choice for RSPs
MEMBER OFF
So enjoy the calm - before,
during and after the storm.
Get professional guidance
from an Investment Advisor.
Lilly Kazaz, MBA, CFA
Investment Advisor
(604) 257-7683
lilly.kazaz@rbcds.com
Park Place, Suite 3100
666 Burrard Street
Vancouver, B.C.
RBC
DOMINION
SECURITIES
ROYAL INVESTMENT SERVICES'-
www.rbcds.com
An Invitation to Faculty
Breakfast with the
President
ubc faculty members are invited for an opportunity to
have breakfast and a general discussion with President
Martha Piper on Thursday, Dec. 7,2000 from 7:30 - 9 a.m.
Interested persons should contact the Ceremonies Office
(by e-mail to mpicher@exchange.ubc.ca or by phone at
822-0949) and leave their name, department, position/
title, contact phone number and e-mail address by
Tuesday, Dec. 5.
The first 25 people to contact the Ceremonies Office will
receive invitations. Only these 25 will be contacted.
Please note that participation is limited to one breakfast
event per person.
Please make /our
pledge to USC by
calling:
1-800-5656 USC
and
234-9335 for
Ottawa calls.
Charity #006 4758 09 10
Walk a mile in
their shoes...
Bring clean
water closer
to home.
Support USC water projects
in Asia.
56 Sparks Street
Ottawa K1P5B1
613) 234-6827/FAX (613) 234-6842
ttp://www.usc-canoda.org
My contribution $_
(Postdated cheques are welcome)
. is enclosed.
Name:
Address:.
{Please print and indicate Apt. No. and Postal Code) I 8      |      UBC     REPORTS      |      NOVEMBER     30,     2000
DIGEST
Event part of White
Ribbon campaign
Proceeds from a fund-raising pancake brunch to be held Dec. 1 from
9:30 a.m.to 12:30 p.m. at the Student Union Building Party Room
will support local women's groups.
Admission is by donation and
the Office of the President will
match funds raised at the event.
The event aims to raise awareness of violence against women as
part of the White Ribbon campaign.
Dec. 6 has been proclaimed the
National Day of Remembrance
and Action of Violence Against
Women by the Canadian government. It marks the date in 1989
that 14 women were murdered at
Montreal's Ecole Polytechnique.
Endowment builds
on-line resources
The ubc Library has a new addition to its Web site—one designed
to provide on-line resources to students, researchers and practitioners in nursing, allied health, breast
cancer and women's health, as well
as many other university and community users.
The Peggy Sutherland Site was
made possible by the $i-million
Peggy Sutherland  Memorial  Li
brary Endowment. Income from
the endowment will go towards
adding new resources to the site
and buying print materials to support the same subject areas.
The endowment is the second
to be established at ubc by the
Sutherland Foundation.
In 1998, the foundation donated
$1 million to establish the Rodger
Stanton Memorial Library Endowment which supports acquisitions
for ubc's Life Sciences Libraries.
The site can be found at
www.library.ubc.ca/sutherland.
Facility's name
changed
The Institute of Computing, Information and Cognitive Systems
(icics) is the new name for the
former Centre for Integrated Computer Systems Research (cicsr).
The name better reflects the institute's multi-disciplinary research expertise in computational,
engineering, life, mathematical,
physical and social/behavioural
sciences, says Prof. Rabab Ward,
the institute's director.
icics has collaborative links
with 120 faculty members from
nine faculties.
icics recently received a grant
of $22 million of which $8.85 million came from the Canada Foundation for Innovation (cfi). The
amount was the largest single
grant received by ubc in the cfi
competition.
—   lne ■•
.Media
Vjroup"';:^r:.:r:'
The course will deal with the
basics of setting up
presentations for slides and
posters, graphic design to
increase the readability and
aesthetics of your
presentation and dealing with
graphic images.
Powerpoint Workshop
Date December 8th,2000
Time 9:00-12:00 am
Where        Room B8, Basement
Woodward IRC Building
Cost $50.00
Register      slides@interchange.ubc.ca
or 822-5769
classified
Accommodation
POINT GREY GUEST
HOUSE A perfect spot to reserve accommodation for guest
lecturers or other university members who visit throughout the
year. Close to ubc and other Vancouver attractions, a tasteful representation of our city and of
ubc. 4103 W. 10th Ave., Vancouver, bc, V6R 2H2. Call or fax
222-4104.
TINA'S GUEST HOUSE
Elegant accommodation in Point
Grey area. Min. to UBC. On main
bus routes. Close to shops and
restaurants. Includes TV, tea and
coffee making, private phone/
fridge. Weekly rates avail. Call
222-3461. Fax: 222-9279.
GREEN COLLEGE GUEST
HOUSE Five suites avail, for
academic visitors to ubc only.
Guests dine with residents and
enjoy college life. Daily rate $58
plus $i4/day for meals Sun-Thurs.
Call 822-8660 for more information and availability.
GAGE COURT SUITES
Spacious one br guest suites with
equipped kitchen, TV and telephone. Centrally located near
sub, Aquatic Centre and transit.
Ideal for visiting lecturers, colleagues and families. 2000 rates
$8i-$i24 per night. Call 822-1000.
Accommodation
PENNY FARTHING INN
2855 W. 6th Ave. Heritage house,
antiques, wood floors, original
stained glass. 10 min. to ubc and
downtown. Two blocks from restaurants, buses. Scrumptious full breakfasts. Entertaining cats. Views.
Phones in rooms. E-mail: farthing@
uniserve.com or call 739-9002.
B & B BY LOCARNO BEACH
Walk to ubc along the ocean. Quiet
exclusive neighborhood.  Near buses
and restaurants. Comfortable
rooms with TV and private bath.  Full
breakfast. Reasonable rates. Non-
smokers only please. Call 341-4975.
ST. JOHN'S COLLEGE GUEST
ROOMS Private rooms, located on
campus, avail, for visitors attending
ubc on academic business. Private
bath, double beds, telephone, TV,
fridge, and meals five days per week.
Competitive rates. Call for information and availability 822-8788.
PETER WALL INSTITUTE
University Centre. Residence offering
superior hotel or kitchenette style
rooms and suites. All rooms have
private bath, queen bed, voice mail,
cable tv and Internet-linked PC.
Beautiful view of sea and mountains.
For rates and reservations
www.pwias.ubc.ca. Call 822-4782.
ALAN DONALD, PH.D.
BIOSTATISTICAL CONSULTANT
Medicine, dentistry, biosciences, aquaculture
IOI-5805 BALSAM STREET, VANCOUVER, V6M 4B9
264 -9918 DONALD@PORTAL.CA
LSAT.GMAT-MOCT
DAT-GRE- TOEFL
U & MUCH MORE
Newly opened
Inlemational Test Prep Centre
#119 2040 w. 12th Ave.       By appt. 1-800-470-2608
AIR QUALITY TIPS.
Let's clear the air
Drive within the speed limit Your vehicle will run
more efficiently, with fewer harmful emissions.
You'll save money and help the environment.
S/
Greater
Vancouver
Regional
District
PLACING   CLASSIFIED   ADS
Deadline: for the Dec. 14 issue: 12 noon, Dec. 5.
Enquiries: ubc-info (822-4636) ■ Rate: $16.50 for 35 words or less.
Additional words: 50 cents each. Rate includes gst.
Submission guidelines: Ads must be submitted in writing 10 days before
publication date to: ubc Public Affairs Office, 310 - 6251 Cecil Green Park
Road, Vancouver BC, v6t izi. Ads must be accompanied by payment
in cash, cheque (made out to ubc Reports) or journal voucher.
Accommodation
VANCOUVER SCHOOL OF
THEOLOGY Affordable accommodation or meeting space near the
Chan Centre and moa. Seventeen
modestly furnished rooms with hall
bath are avail. Daily rates starting at
$36. Meals or meal plans are avail, in
the school cafeteria. For more information call 822-9031 or 822-9490.
CAMILLA HOUSE in Kitsilano
area, furnished suites or rooms avail.
Kitchen and laundry facilities. Close
to main bus routes, shopping and
dining. Weekly and monthly rates
avail. Call 737-2687.
QUIET TWO LEVEL
TOWNHOUSE to share. Parking,
f/p, garden, w/d, d/w, ride to ubc
daily. Share with large dog, cat and
female after Dec. 5. n/s. $400 plus
util. Visit: www.geocities.com/
qwhelan. Call 221-3015.
FOR RENT Lovely four br, four
bath, executive Point Grey home.
Only 11 years old. Avail. Jan.-May
2001. $28oo/mo. Call Pauline
250-3991.
Housesitting
MATURE RELIABLE FEMALE
seeking housesitting responsibilities
(incl. plants and animals) in the
Vancouver West area during the
period Jan.-June 2001. Ref. avail. Call
Pat after 8pm 926-7763.
Services
TRAVEL-TEACH ENGLISH
5 day/40 hr. tesol teacher certification course (or by correspondence).
1,000s ofjobs avail, now. free information package. Toll free (888) 270-
2941 or (780) 438-5704.
RETIRING in the next three years?
As a specialist who has assisted
many ubc faculty and staff members
through the retirement process I can
help sort out the options and provide you with free retirement projections. Call for a complimentary
meeting at my office or yours! Don
Proteau, bcomm, cfp, rfp. E-mail:
dproteau@hlp.fpc.ca or call
687-7526.
LLUVIA PRESCHOOL Fall 2000.
Afternoon preschool for ages three
and four years old. Monday to
Thursday from i-33opm. Cost: $230/
mo. Call UBC Child Care Services
822-5343.
UBC FACULTY AND STAFF
Retirement income and financial
planning. Edwin Jackson, Certified
Financial Planner. Ascot Financial
Services Limited. Investments, life
insurance, annuities, know-how.
Call 224-3540.
Cars for Kids
Donate your old vehicle to
KIDS HELP PHONE
Call for free pick-up:
1-888-350-5437 UBC     REPORTS
NOVEMBER     30,     2000
'9
House strings ready to bow
Violinists (1-r) Yuel Yawney and Patricia Shih, violist Nikita Pogrebnoy and cellist
Joel Stobbe are members of ubc's resident string quartet. Martin Dee photo
ubc now has a string quartet in
residence.
The four young professional
musicians are part of a new training program on campus.
The program is the realization
of a vision of Music Prof. Andrew
Dawes and faculty colleagues to
have a world-class string quartet
based in the School of Music.
Violinists Patricia Shih and Yuel
Yawney, violist Nikita Pogrebnoy
and cellist Joel Stobbe will be in
residence for two years.
The quartet's goal for the first
year is to learn repertoire, develop
their craft and perform with the
aim of competing in August at the
prestigious Banff International
String Quartet Competition.
In the second year the quartet will
continue to perform and mentor undergraduate and graduate music
students, participate in interdisciplinary and interactive learning
across faculties, give master classes
and engage in outreach programs to
local high schools and colleges.
The musicians' first official concert, featuring works by Mozart,
Beethoven and Prokofiev, will be
held at the Chan Centre Jan. 20 at
8 p.m. Admission is by donation.
Constructing the science journalist
It's time to train journalists
to write about science and
ubc's the place, suggests
Assoc. Prof. Stephen Ward
Assoc. Prof. Stephen Ward,
School ofjoumalism
The following is based on a lecture
given by Ward at Green College as
part ofthe series The Public
Understanding of Science.
the media abounds with important news on science: a drug for a
debilitating disease, a development in cancer research, the mapping of the human genome. Yet
there are also stories about crop
circles, extra-terrestrials and a single gene for happiness.
Junk science and serious science compete to gain the attention of readers and audiences in
print, broadcast and now on the
World Wide Web.
The need for accurate and responsible science journalism has
never been greater.
Thousands of Canadians make
decisions on what to eat, what
drug to take and how to live according to reports they find in the
media.
As baby boomers grow older,
they demand more reports from
medical science. At the same time,
our society is struggling with complex issues raised by science, from
gene therapy to genetically modified food.
Despite the urgency of these issues, too little is being done to improve science journalism.
One way to improve science
journalism is to improve the education of journalism students. Yet
journalism schools in Canada have
not made science a major emphasis in their programs.
I think that ubc, with its strong
research resources and its new
graduate school of journalism, is
FORUM
Assoc. Prof. Stephen Ward
an ideal place to begin a movement toward better science journalism.
The time appears to be ripe. A
group of scholars are currently
seeking to establish a science studies program at ubc— a program
that could link up with a science
program at The School of Journalism.
I propose that a science journalism program be established at The
School of Journalism and draw
upon a group of philosophers of
science, social sciences, natural
scientists and scholars in the humanities.
The courses would be offered
inside and outside the school to
both journalism and non-journalism students at ubc. They would
be taught by a network of professors from various departments.
The benefits for journalism students are clear.
Journalism students who want
to be science reporters could graduate with a speciality in science
studies. Students who don't plan
to be science journalists could
take several courses to enhance
their science literacy.
In addition to courses on science and the communication of
science, the program would be
supplemented by fellowships and
internships that would allow jour
nalists to see science in the making by studying at scientific laboratories.
Scientists and science students
would spend time in newsrooms
watching news in the making.
The program could bring journalists and scientists together at
informal meetings, conferences
and workshops to increase their
understanding of each other's
work, and to discuss current issues.
Also, a science journalism program could help to establish a national science Web site where journalists find science news, experts
on difficult topics and analysis
provided by the major scientific organizations of Canada.
The program could lead to research on communicating science
by an interdisciplinary team of
media scholars and scientists.
There could be a distinguished
lecture series on the public understanding of science, and funding
for a science writer-in-residence at
the School of Journalism.
The results of research, conferences and workshops could be
published widely in many forms of
media.
I realize that I am putting forward a proposal described in ideal
terms.
Its implementation would require a large amount of time, money, planning and interdisciplinary
co-operation. But the same can be
said for any ambitious idea.
Now is the time for those who
care about improving science journalism—for the benefit of scientists, journalists, students and the
public—to start working together
on such a program. There is too
much at stake to settle for complaining about inaccurate science
reporting.
If we do nothing, we will get the
sort of science reporting we deserve.
Honour Roll
David Rankin has been named
the director of ubc's Purchasing
Dept.
Rankin will provide overall direction for the department which
is responsible for purchasing acquisitions, custom tax freight,
travel management, and the Surplus Equipment Recycling Facility (serf).
Rankin is a professional engineer with more than 21 years of
manufacturing and supply chain
management experience.
Rankin joins ubc Dec. 4.
Asst. Prof. June McCue has been
appointed director of First Nations Legal Studies in the Faculty
of Law.
McCue's research interests include treaty-making between indigenous peoples and states, international law, indigenous legal
theory and critical race theory.
Her teaching subjects include indigenous legal issues, self-governance, and colonialism and the
law.
McCue is a hereditary chief
within the Ned'u'ten Nation and
a band member of the Lake Bab-
ine Nation. She was the first aboriginal woman to graduate from
the ubc Graduate Law Program.
The ubc Faculty of Law offers
up to 10 courses with indigenous-
related content, among the most
offered by any North American
law school.
" McCue is currently working on
a proposal to establish a Centre
for International Indigenous Legal Studies at ubc
The ubc chapter ofthe Golden Key
International Honour Society has
inducted five new honourary
members: Chuck Slonecker, acting vice-president, External
Affairs; Rick Hansen, president
and ceo ofthe Rick Hansen Institute; Jo-ann Archibald, director of
the First Nations House of Learning; Chancellor William Sauder
and Arts dean Prof. Alan Tully.
They, along with some 660
ubc students, were inducted into
the society at a reception ceremony last week.
The society is a non-profit, academic honours organization
founded by students for the purpose of recognizing and encouraging scholastic achievement. It
facilitates interaction among
high-achieving students from diverse faculties and degree programs within universities and reinforces students' contact with
academic staff through chapter
programs.
Membership is based on academic merit and limited to the
top 15 per cent of bachelor's degree students.
Veteran journalist Scott Macrae
will be the new director of ubc's
Public Affairs Office as of Dec. 4.
AIR QUALITY TIPS.
If everyone took transit to work once a week,
there would be 20 per cent fewer cars on the
road during rush hour.
Law Asst. Prof. June McCue
An alumnus of ubc, Macrae
has an extensive background in
journalism, media relations and
communications in Vancouver.
He began his career with The
Vancouver Sun in 1972 and was
city editor from 1986 to 1989 and
managing editor from 1989 to
1991. He also served five years as
director of communications for
the City of Vancouver.
Statistics Prof. James Zidek has
been awarded the Distinguished
Achievement Medal by the
American Statistical Association's section on statistics and the
environment.
The awards recognize outstanding contributions made by
statistical scientists working on
environmental problems. Zidek,
head of the Statistics Dept., was
honoured for his redesign of
monitoring networks for the U.S.
Air Quality Trends Network and
his approach to estimating ambient air quality.
Founded in Boston in 1839, the
American Statistical Association
is a scientific and educational society that promotes statistical
practice, applications, and research, publishes statistical journals, improves statistical education, and advances the statistics
profession worldwide.
Pediatrics Prof. Derek Apple-
garth has been honoured with
the 2000 Founders Award from
the Canadian College of Medical
Geneticists (ccmg).
The award recognizes his outstanding contributions to Canadian medical genetics.
A faculty member since 1963,
Applegarth is the associate director of the Biochemical Diseases
Laboratory at Children's and
Women's Health Centre of British
Columbia. He specializes in the
metabolic diseases of children
with a particular interest in diseases that arise from inborn errors of metabolism.
Applegarth, who also holds appointments in the departments
of Pathology and Medical Genetics, was named a fellow of ccmg
in 1983.
Let's cfear the air
1/
Greater
Vancouver
Regional
District 20     |     UBC    REPORTS     |     NOVEMBER    30,    2000
PROFILE
Prof. David Jones curiosity takes him
to some interesting depths
Diving into the whys and ways
by Andy Poon staffwriter
ZOOLOGY PROF. DAVID JONES has
been fascinated by structures his
entire life.
This love of studying how and
why things are put together the
way they are engrosses Jones in
both his professional work as a
comparative physiologist and in
his unique hobby of examining cathedral architecture.
"I can give the best slide show
on cathedral architecture that you
have ever seen," laughs Jones.
Jones is a bona fide fanatic when
it comes to his hobby, having visited all the cathedrals of note in Europe over the years.
"It may be because I spent a lot
of time looking up at the architecture in class instead of paying attention to the lectures," jokes Jones
of his days in secondary education
at Bristol Cathedral School in England.
But it is his work in physiology
that has garnered acclaim for the
59-year-old Bristol native.
Jones, who is also administrative
director of the Zoology Animal
Care Centre, studies the regulation
of blood flow and its impact on the
metabolism of diving animals such
as ducks, sea birds, seals, turtles
and whales.
He has published more than 170
scientific papers on the circulatory and respiratory control of diving
animals during his 31-year career
at ubc. He also explores the circulatory structure and function in
creatures such as alligators.
Jones and fellow researchers
made the first-ever recordings of
heart rate from a turtle diving at
sea, revealing a heart rate 10 times
higher in the creature during short
dives compared with long dives.
He was also involved in work
appraising the diving abilities of elephant seals, comparing the diving
physiology and metabolism of elephant seals and leatherback turtles.
One of Jones' major research
achievements has been to identify
the sensory receptors that cause
the Royal Society of Canada for
outstanding contributions to biological science during the past 10
years. Fellow medal winners have
included Nobel Prize-winner
Michael Smith and Sir Frederick
Banting.
jones' academic success started from humble beginnings in
England. His father and grandfather worked for the railway. His father toiled as a signalman, often
working long shifts away from
home.
"There were times when my father would have to leave home at 2
a.m. to bicycle 30 miles so that he
could be at work for 6 a.m.," recalls
Jones. "He was determined that my
brother and I wouldn't go to work
for the railway."
Although his brother did end up
working for the railway, Jones became the first in his family to attend university.
In 1959. he entered England's
Southampton University and although he graduated with first
class honours in Zoology, young
Jones fancied himself more of a
sportsman than an academic.
Zoology Prof David Jones has a knack for tracking down
what makes the hearts of diving birds and beasts beat
faster. He's discovered they have a nose for it, among
Other things. Andy Poon photo
the cardiovascular adjustments in
forced and voluntary dives by birds
and mammals.
He was the first to identify and
clearly define the role of nasal receptors, chemoreceptors and
blood pressure receptors in diving
responses.
In 1984, Jones was elected a fellow ofthe Royal Society of Canada,
chiefly for his work on blood pressure receptors.
in 1991, Jones received the Fry
Medal from the Canadian Society
of Zoologists for outstanding contribution to knowledge and understanding in Zoology.
Earlier this year he received the
Flavelle Medal, an award given by
But there were early signs that
he was more suited for the classroom than the playing field.
As a fairly successful 18-year-old
fencer who had chalked up a
number of tournament wins, he
faced and was handily defeated by
the then Olympic fencing champion. The kicker was that the Olympic champion was an expert in
epee-style fencing and had battled
Jones in Jones' specialty—the foil.
"That's when I realized maybe I
needed to find something besides
sports in which to make a living,"
he says.
It was at Southampton that
Jones encountered comparative
physiologist Graham Shelton who
became his doctorate supervisor.
Shelton became a huge influence on Jones during his study of
amphibian diving as his mentor
and eventually, close friend.
Now a proud father of two and a
grandfather of three, Jones still remembers how Shelton chipped in
with child care after Jones' wife fell
ill after the birth of the couple's
first child.
Jones also credits Shelton with
having directly or indirectly trained
nearly 80 per cent of the comparative physiologists working in circulatory and respiratory research in
Canada today.
In 1969, after three years teaching at Bristol University, Jones uprooted his young family, along with
the family tabby, for the transatlantic move to Vancouver.
It was a former classmate at
Southampton, David Randall, who
recommended Jones for a spot in
ubc's Zoology Dept. Attracted in
part by a bigger pay cheque and a
sense of adventure, Jones jumped
at the chance to go to Canada.
"It was the best move that I have
ever made," says Jones.
over the years, he has taken the
most delight in watching his graduate students and senior undergraduate students carry on work
from his lab and find success in
their own careers.
To date, Jones has trained 14
doctoral students, 12 master's degree students, 15 post doctoral fellows and countless other students
who have ventured into work at
other universities and professions.
As well, he says the opportunity
to work with colleagues such as
Prof. Peter Hochachka, Prof. Bill
Milsom and Prof. Emeritus John
Phillips, to name a few, has been a
tremendous experience for him.
"It is a great nucleus of colleagues in comparative physiology."
And while Jones says his field-
work research days are rapidly
coming to an end, he plans to make
trips next year to Mexico to study
grey whales and to Costa Rica to
examine the metabolic rate of endangered leatherback turtles in
their natural ocean environment.
"It seems as my eyes get dimmer,
the animals I study have gotten
larger," laughs Jones.

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