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UBC Publications

UBC Reports May 5, 1994

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Gavin Wilson photo
Celebrating Science
UBC's Nobel laureate Michael Smith, right, shares a joke with Science World Director Sid Katz, who is also a
professor of Pharmaceutical Sciences, and about 800 guests at a recent Celebrate Science dinner. Smith was
answering questions via video link from high school students around the province. The dinner was held to honour
Smith and promote science in B.C.
English skills essential to development
UBC builds on basics in Vietnam
by Connie Filletti
Staff writer
Sometimes the path to economic
change leads down a nameless, unpaved
alley to a small courtyard where the parking is free, but the space is limited.
That, says John Redmond, is where
you will find UBC's branch campus in
Vietnam, located in the heart of Hanoi.
Redmond, the co-ordinator of Special
Group Programs at UBC's English Language Institute (ELI), was in Hanoi for
four days recently to monitor the language training program the institute provides to the faculty and staff of Vietnam's
National Centre for Social Sciences and
Humanities (NCSSH).
The $35,000-a-year. five-year program
is part of a larger project administered by
UBC's Centre for Human Settlements.
Funded by the Canadian International
Development Agency, the project's overall objective is to enhance Vietnam's research and teaching on development planning.
'The NCSSH is an essential target for
the success of this objective because it is
responsible for conducting policy-oriented
research and advising on government
policy," Redmond said.
"With Vietnam now on the road to
great economic change, it is essential
that the government be made aware of
choices related to development. The only
way this can be done, outside of massive
translation projects, is to make English
languagejournals, research materials and
Lawyer to manage campus
Personal Security Program
by Abe Hefter
Staff writer
Vancouver lawyer John Ahern has been
hired to co-ordinate the university's new
Personal Security Program.
The program is designed to enhance
the well-being of the campus community
through the collection and dissemination
of safety related facts and services, and
the development of personal security policies and procedures.
As UBC's Personal Security Officer,
Ahern will help implement an ongoing,
multifaceted safety initiative through an
improved and increased outreach program involving both the campus and the
surrounding community.
"John has the knowledge, experience
and skills to ensure the program's success," said John Smithman, director of
Parking and Security Services (PASS). I
am very pleased to have him on the PASS
Ahern, who obtained his BA from
Athabasca University in 1986 and his
Law degree from the University of Victoria in 1991, joins UBC after conducting
commercial, insurance, criminal and
human rights litigation at a Vancouver
law firm. Earlier, he spent 15 years as a
constable with the RCMP in Alberta and
Peel Regional
Police in Ontario.
and awareness
are essential in
helping people
understand and
address legitimate concerns,"
said Ahern.
Working with
UBC's Personal
Security Advi- Ahern
sory Committee,
Ahern will follow up on personal security
incidents and recommend personal security programs that meet the needs of
the growing campus population and a
changing campus.
'The personal security officer is both
the glue to hold the program together and
the catalyst to energize the process," added
conferences available to Vietnamese academics and policy makers."
UBC, which started the English language training program at the centre in
1992, is the only Canadian university
operating a branch campus in Vietnam.
Two ELI instructors spend three months
each year, from February to May, helping
NCSSH directors, researchers, librarians
and computer specialists develop better
communication skills.
Redmond said that while grammar is
stressed at the introductory level of the
program, the strongest concentration is
on developing listening, speaking and
writing skills.
"Most of the people we train can read
English but they have difficulty speaking
it and understanding it when it is spoken
to them."
He added that demand for the four
classes, taught Monday to Friday by this
year's instructors Catherine Ostler and
Kris Mirski, is so high that quotas are
necessary to control the number of applications made for the 60 spots available.
Students are allowed to take the course
twice because ofthe short duration ofthe
Although they are studying in an environment where English is very limited,
the students compensate for it with their
dedication, Redmond said.
They also have access  to  the  UBC
library on campus which stocks English
See VIETNAM, Page 2
by Abe Hefter
Staff writer
President David Strangway has embraced a report on Administrative Organization and Processes at UBC and is
preparing to act on the recommendat ions
brought forth by its author, Stefan Dupre
ofthe University of Toronto.
In commissioning the report.
Strangway said Dupre's mandate was to
examine the current duties and reporting
relations of academic and non-academic
administrators at each organizational
level, assess alternative practices that
might be suggested by these administrators, and recommend initiatives which
might significantly contribute to the efficient and economic management of various units on campus.
"Prof. Dupre has an extensive background in university matters across
Canada and has done an excellent review, giving us excellent advice. By moving immediately to implement these recommendations, we will focus on major
improvements to the administrative support activities at UBC," said Strangway.
"This is expected to lead to savings of
time and money throughout UBC by introducing efficiencies and making our
processes more effective."
The full text of the Dupre Report is
reprinted in this issue of UBC Reports.
In summary, Dupre has recommended
• The full membership of the Senior
Appointments Committee scrutinize
only the cases brought forward for its
attention by a newly created subcommittee composed of a select number of
the committee's senior faculty members;
• The vice-presidents and deans
designate which administrative units
most appropriately require regular,
occasional or no decanal liaison;
• UBC adopt a policy pursuant to
which every administrative unit should
be reviewed on the basis of a seven-
year cycle unless specifically exempted
or subjected to an off-cycle review;
• The Presidential Committee on
Process Improvement and Development
be formalized, with responsibility for
scheduling and overseeing the cyclical
review of administrative units, monitoring and rationing process improvement
studies, and developing and guiding a
See DUPRE, Page 2
Medical Merit
Dr. Harold Copp is honoured for his discovery of the hormone calcitonin
Park It 3_
Offbeat: A bit of number crunching reveals savings for commuters
Dupre Report
Stefan Dupre reviews UBC's administrative organization and processes
Female Perspective 8^
Canadian women join forces to work toward sustainable development 2 UBC Reports ■ May 5, 1994
Thanks A Million
John Chong photo
John McNeill, dean ofthe Faculty of Pharmaceutical Sciences,
hosted a celebration April 7 to thank UBC administrators,
Development Office staff and donors for their efforts in
raising $1.5 million on behalf of the faculty during the
university's World of Opportunity fund-raising campaign.
The funds enabled the faculty to endow two clinical
professorships and a chair in Pharmacy Administration and
to purchase a mass spectrometer for the Division of
Pharmaceutical Chemistry. Among those honoured were
UBC President David Strangway and donors Tong Louie,
chair, president and CEO of London Drugs Ltd., Terry
Morrison, executive vice-president of Shoppers Drug Mart
and Nick Holland, of Fison's Corporation Ltd.
Continued from Page 1
language journals, newspapers,
magazines, audio cassettes and
video tapes, some of which are
donated by visiting Canadians
and Canadian Embassy staff.
Redmond feels that in addition to enhancing Vietnam's economic outlook, the ELI program
is playing an important role in
opening up Vietnam to Cana
dian investors.
'Their ability to do business
with the Vietnamese will be in
some way the result of the early
cultivation of the market by
UBC," he said.
"As the Vietnamese saying
goes. The late water buffalo
drinks from muddy water.' We
have managed to drink from clear
John Redmond photo
UBC's two-year-old branch campus in Vietnam is located in
Hanoi. Two English instructors spend three months each
year helping staff from Vietnam's National Centre for Social
Sciences and Humanities improve English skills.
Continued from Page 1
strictly limited number of
major process development
Strangway said the university will implement a policy of
seven-year reviews of most administrative units on campus.
Some units are subject to periodic review on a time frame less
than seven years.
"As recommended, we will
move to review Campus Planning and Development this year.
In addition, the committee on
process improvement and development's first priority will be to
address the university's financial systems as they affect the
Faculty of Forestry and the Housing and Conferences Department," said Strangway.
'The committee will oversee,
review and advise on progress
and will continue to recommend
future improvements as we move
to other process improvements
and developments."
Daycare a wise
In March, the parent-led "I
Care About UBC Daycare"
campaign brought campus
child care issues to the attention ofthe UBC community.
We shared our pride in the
highly acclaimed centres and
our concerns about
affordability and access.
Community response was both
tremendous in scale and
heartwarming in effect. Faculty, students and staff sent
the Board of Governors
postcards which noted that the
12 UBC daycares, while
themselves centres of excellence, are also vital to many
careers on campus.
The board recognized and
endorsed these expressions
and on March 17 surprised us
by approving the child care
services budget without a
proposed fee increase. Meanwhile, the board called for a
philosophical review of child
care on campus.
The members of the board
made a wise investment.  The
Canadian Child Care Federation (CCCF) has stated "quality
child care is an important
resource providing immediate
and long term contributions to
the economic performance of
Canada." This board has
0ea    *81/2X14
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Saturday & Sunday • 10am - 6pm
shown sophistication in
recognizing that child care is
an employment issue and an
equity issue.
"Child care must reflect
society's partnerships," says
the CCCF, including those
between parents, caregivers,
government, employers, and
labour organizations. The UBC
Daycare Council invites
representatives of the Faculty
Association, the Alma Mater
Society and the Canadian
Union of Public Employees to
share our vision for affordable
and quality daycare on campus.  While parents do not
expect child care to be free, we
hope that, working with our
partners, quality child care can
be brought within reach of
those who need it.
We are looking forward to
Childcare Month in May - a
celebration of our children, the
wonderful people who care for
them, and our community.
Thank you again for showing
that the UBC community cares
about UBC child care!
Karen Guttieri-Hannig
VP, Acadia Road Combined
Daycare Communicare
Society (The Daycare Council)
PhD student, Political
Berkowitz & Associates
Statistics and Mathematics Consulting
• research design ■ data analysis
• sampling • forecasting
Jonathan Berkowitz, Ph.D
4160 Staulo Crescent, Vancouver, B.C., V6N 3S2
Office: (604) 263-1508 Home: (604) 263-5394
Quantum Physics and
the Mind of God
a lectun
Dr. Fre
Presented hy the Institute lor Science, linsiineei'ins: and Puhlic
Co-sponsored hy KCTS/'J. BC Tel and an educational const:
comprised of: I'nhersity of British Columbia. Simon Tracer I
British Columbia Institute ol Technology, anil Science W't
Special thanks lo the Hotel Vancouver
UBC Reports is published twice monthly (monthly in
December, June, July and August) for the entire
university community by the UBC Community
Relations Office, 207-6328 Memorial Rd., Vancouver
B.CV6T 1Z2.
Managing Editor: Steve Crombie
Editor: Paula Martin
Production: Stephen Forgacs
Contributors: Connie Filletti, Abe Hefter, Charles Ker,
Gavin Wilson
Editorial and advertising enquiries: 822-3131 (phone)
822-2684 (fax).
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. UBC Reports ■ May 5, 1994 3
Botany wins award
for recovery program
by Gavin Wilson
Staff writer
The Botany Dept. has won UBC's first
annual environmental programs award,
presented on Earth Day, April 22, by the
Dept. of Health, Safety and Environment.
Botany is being recognized for its leading role in the solvent recovery program
and its compliance with new hazardous
materials guidelines, said Randy Alexander, manager of Health. Safety and Environment's environmental programs.
The department's labs were the first
on campus to be involved in a Health,
Safety and Environment pilot project to
recover and reuse solvent previously sent
for disposal.
The solvent methanol is used in some
Botany labs for de-staining gels, extracting organic plant materials and washing
The department also took top honours
in a recent Workers' Compensation Board
audit of B.C. universities and colleges
that looked for compliance with the
Workplace Hazardous Materials Information System (WHMIS).
WHMIS is a Canada-wide system designed to provide employers and workers
with information on the health hazards of
materials used in the workplace.
'The Botany Dept. has always put a lot
of extra effort into hazardous waste programs," Alexander said.
He singled out the work of Pat Harrison,
Botany's administrative manager, who
has been active in environmental programs not only in his own department,
but elsewhere on campus and at Pacific
Spirit Park, where he is a volunteer warden.
As part of its prize, the Botany Dept.
was presented with a tree it will plant in
its demonstration garden in the Biological Sciences building courtyard.
The environmental programs award is
a new prize recognizing UBC departments
or individuals who make a special effort
to consider the environmental implications of what they do in the workplace
and then make improvements.
The environmental section of Health,
Safety and Environment is also involving other members of the university
community in new environmental initiatives.
Among them is a group called the
Hazardous Waste Management Team,
which includes people from the Waste
Reduction program and faculty and staff
from the departments of Microbiology
and Immunology and Wood Science.
The team's purpose is to increase
awareness on campus about how to handle and dispose of hazardous materials,
how to minimize their use and reduce
their environmental impacts.
The team plans to publish a newsletter
on hazardous materials that will contain
environmental tips and news about various campus programs.
Alexander, left,
and Mark
Aston, centre,
both of the
Dept. of Health,
Safety and
present the
Botany Dept.'s
Pat Harrison
with the first
Gavin Wilson photo
by staff writers
How would you like to pocket a cool $191 a month, tax free?
Well, if you are a single occupant vehicle driver on campus considering a
switch to public transit, you've come to the right place. If you are among the
lucky ones who can walk, jog, cycle, or even rollerbalde to UBC, you stand to
come out even further ahead.
Thanks to some number crunching by Karen Halex of the UBC Transportation Committee, here's an outline of the savings that can be realized by making
the switch to public transit.
Assume you pay $22,000 for your car and borrow at five per cent.  You are
able to sell the car for $2,000 after 10 years and 200.000 kilometres. Averaged
over the entire distance you drive the car, the cost is 13 cents per kilometre.
If you own the car primarily for commuting, then you should count the full
cost of the insurance, licence and registration required for the car.  This is
about $ 1,100 per year, or $4.50 per work day, if you have a 40 per cent good
driver discount.  At 34 kilometres a day (the average UBC round-trip commute), this works out to 13 cents a kilometre.
According to the B.C. Automobile Association, the average per kilometre
cost of fuel and oil is 5.8 cents: car maintenance is 1.8 cents; and tire replacement is 0.8 cents. The resulting operating cost is eight cents per kilometre.
Then there's parking. Faculty and staff pay $26 per month, or $ 1.30 per
work day. Students pay 30 cents per hour for an average of four hours per
day. At 34 kilometres per day, that works out to four cents per kilometre.
The bottom line is this:   if you own your car primarily for commuting, it
works out to about 38 cents per kilometre.  For the average UBC commuter
that's $13 per day.  A monthly transit pass for a two-zone commute is $82 per
month.  For commuters who don't need their cars and can take transit,  Halex
has determined you stand to pocket $191 a month.
For the long-distance commuter travelling more than 50 kilometres round-trip
each day, where transit isn't easily accessible, vanpooling also offers savings.
For more on vanpooling, or carpooling, call 822-4517. For more on cycling
or rollerblading, chances are you need look no further than your garage or rec
Late Bloomers
Gavin Wilson photo
The cherry blossoms at Nitobe Garden arrive later than on many other
campus trees, but none can match their setting. The garden is open
weekdays only from 10 a.m. to 6 p.m.  For information call 822-6038.
Copp inducted into
Medical Hall of Fame
Discovery led to bone disease treatment
by Connie Filletti
Staff writer
Dr. Harold Copp. UBC professor emeritus of Physiology, is one of 10 outstanding Canadians who are the first inductees
to the Medical Research Council's newly
created Canadian Medical Hall of Fame.
Copp is being honoured for his discovery, in his UBC laboratory in 1961.
ofthe hormone calcitonin. It is one of
the most widely used therapeutic agents
for treating osteoporosis and other painful bone diseases.
'The unique feature
of this honour is that it
is given by Dr. Copp's
own colleagues within
the Canadian medical
research community,"
said Dr. Kenneth
Baimbridge, head of
"It represents the
Canada-wide respect
for a man who has
made significant discoveries during a long
and successful career.
The discovery of
calcitonin is one of the
classic examples of basic research leading to
direct clinical application. It is also a potent
analgesic, an action completely unrelated to the original area of research."
A non-addictive pain killer 50 times
more powerful than morphine, calcitonin
controls blood calcium by inhibiting calcium release from bone, Copp explained.
It also protects the skeleton from bone
loss, particularly during pregnancy and
lactation, or when the dietary intake of
calcium is low, he added.
Estimates indicate that the Canadian
health care system spends $1 billion per
year to treat osteoporosis, which affects
approximately one million women and
200,000 men in Canada.
Hip fracture, the most serious complication of the disease, ranks after cancer
and cardiovascular disease as the greatest cause of morbidity and mortality in
the elderly.
First used to treat osteoporosis in France
in 1965, world sales of calcitonin approach $1 billion U.S. annually. Approved
by the U.S. Food and Drug Administration
in 1986, every developed nation except
Canada has approved calcitonin for the
treatment of osteoporosis. As a hormonal
therapy it ranks second only to insulin,
another Canadian medical discovery.
"In clinical studies over the past 20
years, calcitonin has proven to be completely safe with no serious side effects
even at high doses," Copp said.
'The only drawbacks are the requirement that it be injected, and the cost. The
former problem has been solved in Europe by the creation of an effective nasal
spray version of the hormone. Inexpensive calcitonin should soon be available
through recombinant DNA technology."
Copp, 79, was born in Toronto, Ontario, and received his medical degree
from the University of Toronto in 1939.
He received his PhD in
             biochemistry from the
University of California
at Berkeley in 1943.
He   joined   UBC's
"'    i|    newly created Faculty
of Medicine in 1950 as
_ the first head ofthe fac-
ulty s Department ol
Physiology — a position
he held until his retirement in 1980. In addition, he was UBC's coordinator of Health Sciences from 1975 to
Copp also served as
president of the UBC
Faculty Association,
president of the National Cancer Institute
of Canada and president ofthe Canadian
Physiological Society.
In 1980, he was named a Companion
ofthe Order of Canada, the nation's highest honour. He also is a fellow ofthe Royal
Society of Canada, a fellow of the Royal
Society of London and an honorary fellow
of the Royal Society of Physicians and
Copp is the recipient of numerous
honorary degrees, including a DSc
awarded to him by UBC in 1980.
His interest in the peaceful use of
atomic energy led to his appointment
in 1955 as an advisor to the Canadian
delegation to the 80-nation Atoms for
Peace Conference in Geneva. Switzerland.
Three years later he became scientific
secretary of the second United Nations
International Conference on Peaceful Uses
of Atomic Energy.
Induction of the Canadian Medical
Hall of Fame's first laureates, who include Sir Frederick Banting and Dr.
Charles Best, co-discoverers of insulin,
takes place May 27 at the London Convention Centre in London, Ontario, site of
the new hall. 4 UBC Reports ■ May 5, 1994
May 8 through June 17
Sunday, May 8
Perennial Plant Sale
Our annual fundraiser. Huge
selection of hard to find perennials. All raised by Friends of the
Garden. UBC Botanical Garden
parking lot from 10am-4pm. Call
Monday, May 9
Pulp and Paper Centre
Aspects Of Chemical Modifica- !
tion Of Papermaking Fibres. Dr.
John C. Roberts. U. of Manchester Inst, of Science/Technology,
UK. Pulp/Paper Centre 10 lat
11am.  Call 822-8560.
CUPE 2950 Lecture
Has Anything Changed? Frances
Wasserlein, instructor of Women's/Lesbian Studies at SFU compares the labour climate for support stafT at UBC in the 1970s.
IRC #3 from 12noon-lpm. Call
Biology Seminar
Transcription Factor-Chromatin
Interactions In-Vivo. Dr. Trevor
Archer, U. of Western Ontario.
IRC #4 at3:45pm. Refreshments
at 3:30pm.  Call 822-3027.
Tuesday, May 10
Zoology McLintock Lecture
Regulation Of Growth And Differentiation By Untranslated
RNAS. Helen Blau, Stanford U.
Family/Nutritional Sciences 60
at 4:30pm. Call 822-2310.
Wednesday, May 11
Orthopaedics Grand Rounds
Workers' Compensation Board,
Dr. R.W. McGraw. VGH Eye Care
Centre auditorium at 7am. Call
Institute for Science
Quantum Physics And The Mind
Of God. Dr. Fred Alan Wolf. Co-
sponsored UBC. Orpheum Theatre at 7:30pm. Call 280-2801.
Thursday, May 12
Staff Campus Orientation
Cecil Green Park, Yorkeen room
from 8:45am-12pm. All employees welcome. Refreshments and
Museum ot Anthropology photo
Lee Pui Ming, front row centre, the Vancouver Chinese Music
Ensemble and Sal Ferreras, left, join forces to inaugurate
Lee's latest release, Nine-Fold Heart, at a CD release concert
at the Museum of Anthropology, May 13, at 8 p.m. For more
information call the Museum of Anthropology at 822-5087.
prizes.  Call 822-9644 to register.
School of Nursing
Anniversary Dinner
Celebrating 75 years. Delta Pacific Resort Conference Centre at
6pm. $38 per person. Call Linda,
274-7434; Susan. 732-7439.
Friday, May 13
Pediatrics Grand Rounds
Pathophysiology of Nocturnal Enuresis. Dr. Jens Peter Norgaard,
Pediatric Urologist, assoc. prof.,
U. of Aarhus. G.F. Strong auditorium at 9am.   Call 875-2307.
Health Care/Epidemiology
Grand Rounds
Being Needled To Death: Social
Hierarchy, Biological Function And
The Prospect Of A Blood Test For
Stress. Dr. Clyde Hertzman, assoc.
prof.; Ms. Shona Kelly, research
scientist. Mather 253 from 9-
10am.   Call 822-2772.
Museum of Anthropology
The Lee Pui Ming Ensemble. A
concert of original compositions
by one of Canada's foremost pianists and composers. MOA Great
Hall at 8pm. $15 regular admission, $10members/siudents/sen-
iors. Ticketmaster or at the door.
Call 822-5087.
Tuesday, May 17
Laboratory Chemical Safety
Continues Wednesday. Various
specialists from UBC departments.
Chemistry 250 from 8:30am-
12:30pm. "$200 for non-UBC participants.  Call 822-5909.
Wednesday, May 18
Orthopaedics Grand Rounds
Trauma, Dr. R. N. Meek speaker;
Dr. P. A. Blachut. Eye Care Centre
auditorium at 7am. Call 875-
Thursday, May 19
UBC Board of Governors
I Ield in the Board and Senate room,
second floor of the Old Administration Building, 6328 Memorial
Rd. The open session begins at
Centre for South Asian
Research Seminar
The Uses Of Media Literacy In
Development. Tony Beck, Inst, of
Asian Research. Asian Centre 604
from 12:30-2pm. Call 822-4359/
Drug-Interaction Study. Volunteers required. Simple eligibility
screening. Honorarium upon
completion of study. Call 822-
Student Housing
The off-campus housing listing
service offered by the UBC Housing Office has been discontinued. A new service offered by the
AMS has been established to provide a housing listing service for
both students and landlords. This
new service utilizes a computer
voice messaging system. Students call 822-9844, landlords
call 822-9847.
Campus Tours
School and College Liaison tours
provide prospective UBC students
with an overview of campus ac
tivities/faculties/services. Fridays at 9:30am. Reservations
required one week in advance.
Call 822-4319.
Disability Resource Centre
The centre provides consultation
and information for faculty members with students with disabilities. Guidebooks/services for
students and faculty available.
Call 822- 5844.
Human Sexual Response
The departments of psychology
and pharmacology are conducting a study directed toward physiological arousal in women. Volunteers must be between 18-45
and heterosexual. $40 honorarium.  Call 822-2998.
Botanical Garden
Open   daily   from   10am-6pm.
Shop In The Garden, call 822-
4529: garden information, 822-
Statistical Consulting/
Research Laboratory
SCARL is operated by the Dept. of
Statistics to provide statistical
advice to faculty/graduate students working on research problems.   Call 822-4037.
Surplus Equipment
Recycling Facility (SERF)
Disposal of all surplus items. Every
Wednesday, 12-5pm. Task Force
Bldg., 2352 Health Sciences Mall.
Call Vince at 822-2582/Rich at
Nitobe Garden
Open daily from 10am-6pm. Call
Institute of Health
Promotion Research Seminar
Community Partnerships In Health
Promotion Research: The B.C.
Heart Health Demonstration
Project. C. James Frankish, assistant director, IHPR. Library
Processing Centre room 424 from
4-5:30pm.   Call 822-2258.
Friday, May 20
Pediatrics Grand Rounds
The Ethics Committee: Presenting A Case, Delivering The Goods.
Dr. Susan Albersheim,
Neonatologist, BCCH. G.F. Strong
auditorium at 9am. Call 875-
Health Care/Epidemiology
Grand Rounds
Timely And Controversial Issues
In Immunization. Dr. David W.
Scheifele, director of Vaccine
Evaluation Centre and prof, of
paediatrics. Mather 253 from 9-
10am.   Call 822-2772.
Art Law International
Continues Sat. Material Culture
In Flux: Repatriation of Cultural
Property. A Conference On International And Domestic Law. Key
speakers include John Merryman,
Stanford U.; Sidney Moko Mead,
Maori leader from New Zealand.
Curtis Bldg. Moot Court Room at
8:30am-6pm Fri., Sat. 9am-6pm.
$250 regular admission: $ 150 faculty; $75 students. Call 822-3905/
Saturday, May 21
Immersion Weekend in
Returning May 23. Intensive language learning weekend at Lake
Okanagan.   Call 822-0800.
Wednesday, May 25
Faculty Development/
Instructional Services
Coping With Stress InThe Univer
sity Workplace.     Bonny Long,
Counselling Psychology.
Ponderosa Cedars  Room from
9am-4pm.   Call 822-9149.
Friday, May 27
Health Care/Epidemiology
Lyme Disease In British Columbia: An Update. Dr. Alison Bell,
dir.. Epidemiology Services; Dr.
S. Bannerjee, head, Borrelia Research Provincial Lab, B.C. Centre for Disease Control. Mather
253 from 9-10am. Call 822-
Friday, June 3
Health Care/Epidemiology
Technology Assessment. Dr. Ken
Bassett, Medical Consultant, B.C.
Office of HealthTechnology, Centre for Health Service and Policy
Research. Mather 253 from 9-
10am.   Call 822-2772.
Friday, June 10
Health Care/Epidemiology
Exploring A Sustainable Future
For Canada. Dr. John Robinson,
dir.. Sustainable Development
Research Institute. Mather 253
from9-10am.   Call 822-2772.
Tuesday, June 14
Botanical Art Show
Continues to July 17. Leaf, Bud
And Blossom. Sponsored by The
Friends of the UBC Botanical
Garden. Lookout Gallery, Regent College. Call Ms. Barre at
Friday, June 17
Health Care/Epidemiology
School Meal Programs: Can They
Make A Difference? Dr. Susan
Crawford, instructor. School of
Human Kinetics. Mather 253
from 9-10am.  Call 822-2772.
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Calendar items must be submitted on forms available from the UBC Community Relations Office, 207-
6328 Memorial Road, Vancouver, B.C. V6T 1Z2. Phone:
822-3131. Fax: 822-2684. Please limit to 35 words.
Submissions for the Calendar's Notices section maybe
limited due to space. The Calendar will not appear in the
May 19 issue. Deadline for the June 16 issue of UBC
Reports — which covers the period June 19 to July 16
— is noon, June 7.
Health and Welfare contributes
$1 million to AIDS conference
Health and Welfare Canada
has announced a contribution
of $1 million to the 11th International AIDS Conference to
be held in Vancouver in July,
The conference, expected to
attract 15,000 delegates, will
be co-chaired by UBC Faculty
of Medicine members Dr. Julio
Montaner, Dr. Michael
O'Shaughnessy,  Dr. Michael
Reckart and Dr. Martin
A portion of the funds will
be used to establish scholarships to provide free conference registration to Canadians and people from the developing world who are living
with HIV/AIDS.
The announcement was
made by Minister of Health
Diane Marleau on March 28. UBC Reports ■ May 5, 1994 5
Administrative Organization and Processes
at the University of British Columbia
J. Stefan Dupre, University of Toronto
When I undertook this assignment in
December 1993, the last thing I could
have foreseen was that I would report in
barely more than three months. 1 do so at
this time because I consider that this is
how I can best serve the interests of the
University of British Columbia.
I did not come to this assignment as a
stranger. In my academic mold as a
lifelong student of what a dwindling band
of traditionalists call political economy, I
knew years before UBC chose the title of
its current mission statement that it is
indeed Second to None. For me it has
long glittered as the home of Alan Cairns
and Anthony Scott. Then in my extracurricular mold as a more than occasional adventurer into the financial and
managerial realms of postsecondary education, I recently had occasion to probe
some of the vexing complexities thai beset UBC when I conducted my 1992
equity study of university financing in
British Columbia.
Such is the background that I brought
to this assignment. Given the rather
elaborate terms of reference which are
reproduced in Appendix A of this report,
I began by requesting as much documentation as could be made available. My
request was granted with what I can only
call lavish generosity. I received not only
UBC's Budget and Planning Narrative,
but a tailor-made collection of documents
whose hundreds of pages addressed every
facet of the University's administrative
structure. What is more, the documentation made me aware of what I can only
describe as an astounding variety of ongoing and prospective initiatives to assess, review and restructure UBC's administrative and academic organizations and processes. Given my homework on all this material, I embarked
on a week-long visit to UBC in mid-
February equipped with a set of first
First Impressions
There is nothing abnormal about UBC's
current administrative situation save for
the number and variety of initiatives that
have been launched or are being contemplated in search of relief and reorganization. This declaration, which I made
upon arrival on February 14, encapsulates the sum total of the first impressions that my homework enabled me to
bring to the campus.
In stipulating that there is nothing
abnormal about UBC's current administrative situation, I am saying that this
situation is one of great stress. All major
multiversities with which I am familiar
share this condition. Their Health Science complexes offer a magnified reflection of all the circumstances that pose
the fin de siecle challenge to Canada's
health system as a whole. Their research
libraries confront far-reaching technological change. Their animal care facilities (multiversities house more animals
than humans) are under increasingly
vigilant scrutiny. Their appointment and
compensation systems must meet stringent standards of employment and pay
equity. They must conform to increasingly detailed occupational health and
safety regulations. They stand on the
uncertain threshold of freedom of information legislation. And they can no more
circumvent the items on this far from
exhaustive list than they can escape from
the political and social environment that
is generating it. What is more, the resulting stress is only compounded by an
economic environment that spawns conditions of exceptional fiscal restraint.
On all these counts, the documentation I studied abundantly confirmed a
simple fact:    UBC is perfectly normal.
Comparative financial data, for what the
figures are worth, tell a similar story.
What I consider to be a rough but reliable
measure is the percentage of total university spending devoted to central administrative and general expenses. The data
for seven major Canadian multiversities
exhibited in Appendix B reveal a ubiquitous upward creep in these expenses
between 1984-85 and 1991-92. I note
pointedly that even McGill University,
whose accumulated debt has generated a
degree of stringency from which its sister
multiversities have so far been spared,
partakes in this upward creep. With 3.73
per cent of its total 1991-92 spending
devoted to central administrative and
general expenses, up from 3.23 per cent
in 1984-85, UBC stood next only to
McGill's 3.62 per cent. This could mean
that McGill and UBC are outstanding
performers in relation to the other five
multiversities whose 1991-92 percentages ranged from 4.14 to 4.77. Alternatively it could mean that both are
underadministered. Although I personally suspect that the latter interpretation
is at least arguably correct, the essential
point is that UBC's participation in the
ubiquitous upward creep of central administrative and general expenses offers
a quantitative measure of its state of
Multiversities under stress mount initiatives to remedy their condition. This
too is normal. UBC's Budget and Planning Narrative introduced me to its Senate Budget Committee, which I consider
an altogether welcome check and balance generated by the university's bicameral governing structure. I noted the
creation of a Senate Ad Hoc Committee
on University Organization which embarked upon a review of UBC's faculty
and departmental structure in September of 1993. I was delighted to discover
an aborning informal committee seeking
to apply the tabula rasa approach of
reengineering to such processes as appointments, purchasing and work orders. Without prejudging whether the
activities which this informal committee
was proposing to explore were appropriate, I took its birth as an innovative signal
which, given what I consider to be the
merits of tabula rasa approaches, anticipated something I already felt I should
explore as an appropriate recommendation.
And there was more, much more. The
Office of the Registrar had been reviewed
in 1993 and a review of the Office of
Research Services hadjust been received.
A process of decentralizing central budgets for administrative computing was well
under way. The Department of Occupational Health and Safety was being reorganized into a Department of Health,
Safety and Environment. There was an
ongoing and far-reaching review of the
UBC Library exploring the redesign of its
services. There was the prospect of what
I would call mega-reviews entailing all the
units reporting to the Vice-President,
Administration and Finance, and the Vice -
President, Student and Academic Services, to be completed before the incumbents of these positions finish their terms
in December of 1995. Then there was, of
course, my own study.
It is in this light that I could not help
but discern symptoms of abnormalcy.
Were the number and variety of these
initiatives excessive? Might all the reviews, if implemented and carried through
to the reporting stage, prove indigestible?
Were there too many balls in the air?
Might my own study be among the surplus initiatives?
These are the first impressions I car
ried to Vancouver and shared with the
President, the Vice-Presidents and my
Dear Colleagues:
May 5, 1994
The attached report on Administrative Organization and Processes at TheUniversity
of British Columbia has been prepared by Professor S. Dupre.
Professor Dupre has an extensive background in university matters across Canada
and has done an excellent review giving us excellent advice. It is my intention to
implement all of his recommendations immediately. I would appreciate suggestions or
1. I have asked the Vice-President. Academic to work with the Senior Appointments
Committee to streamline its work.
2. We will review the decanal liaison with the administrative units to ensure that
this approach can be made to work even more effectively than it has in the past year.
3. We will implement a policy of seven year reviews of each administrative unit. The
units reporting to the Vice-President, Student and Academic Services have almost all
been reviewed within the past seven years (the only outstanding review is for the
Department of Housing and Conferences). I have asked him to develop a cyclical review
schedule to be adopted for the next seven years. Some of the units reporting to the Vice-
President, Research have recently been reviewed. 1 have asked him to develop an
appropriate cyclical review schedule for the next few years. The units reporting to the
Vice-President. External Affairs are now subject to periodic review on a time frame much
less than seven years.
The units reporting to the Vice-President, Administration and Finance were last
reviewed nearly nine years ago. I have asked him to give me an accelerated schedule of
reviews, to be carried out over the next three years, of the units reporting to him. We
will, as recommended, move to review Campus Planning and Development in 1994. The
unit has already been asked to prepared a self study in preparation for this review.
4. The informal committee currently exploring reengineering proposals will be
formalized to become The President's Committee on Process Improvement and Development. New members will be added and they will be charged with the responsibilities
indicated. The Dupre Report shows that the first priority for the committee will be to
address the University financial systems.
Dupre recommends that we work with the Faculty of Medicine to ensure that the
financial systems are useful for management purposes as well as for accounting needs
for the first year. Instead the project selected is to ensure that the systems are effective
for the users in the Faculty of Forestry and in the Housing and Conferences Department.
From this experience we will move to other process improvements and developments.
A timetable for one year is set for the completion of this task. The various administrative
units have been allocated the systems budgets and will be required to set their priorities
to include (hese activities.
The committee will review and advise on progress and will continue to recommend
future improvements to lead to both efficiencies and effectiveness.
By moving immediately to implement these recommendations, we will focus on major
improvements to the administrative support activities at UBC. This is expected to lead
to savings of time and money throughout the institution by introducing efficiencies and
making our processes more effective.   I welcome the report and its recommendations.
David W. Strangway
Steering Committee on the morning of
February 14.
Second Thoughts
My first impressions were received with
the utmost civility. Not a soul suggested
that I might be in need of a saliva test.
Drawing courage from this reception, I
carried these impressions into all of the
subsequent one-on-one and group meetings outlined in Appendix C (Appendix C
can be obtained from Budget and Planning, 822-6317). Keeping an open mind
on the possibility that my first impressions might yet prove erroneous, my quest
was for as many second thoughts as my
interlocutors could generate. There ensued, thanks to their wisdom and creativity, no shortage of second thoughts.
None, however, undermined my first impressions. To the contrary, these impressions were sustained and enriched.
The great stress that I consider the
norm among major multiversities pervades UBC at every level. It seeps from
the centre through the faculties to the
departments and oozes back again because a commodity scarcer than money
is involved: time. Everyone must devote
more energy to administrative require
ments. Of concern to every unit, consider
the obligations that employment equity
requirements generate to report on the
manner in which each faculty search has
been conducted. To take a highly specialized example of requirements I had never
thought of, consider the mandatory controls that have befallen a dental faculty's
clinics in the age of AIDS. In between
lurk quandaries generated by the external environment such as what may
be the implications of freedom of information legislation for faculties whose
admission decisions are based in part
on biographical material or personal
Then there are robust pressures generated by UBC's own success. There is
the matter of filling endowed chairs in a
manner that not only meets the highest
academic criteria but is transparently
seen by donors as fulfilling their intentions. There is the matter of constructing
new buildings in a manner that balances
the current academic objectives of incumbent deans with donor expectations
that are geared to case statements prepared half a dozen or more years ago by
predecessor deans. Everywhere there is
the urgent need for accurate and timely 6 UBC Reports ■ May 5, 1994
information concerning not only what is
financed from the General Purpose Operating Fund but from all the various other
sources (grants, contracts, endowments,
patents, licenses, etc.) that now finance
over 45 per cent of UBC's total annual
spending. When this information is not
readily and reliably at hand, and this is
the current state of affairs, time is once
more the casualty as deans are called
upon to play double duty as their own
intelligence officers.
In a setting where the time of academic
administrators is thus besieged, it is not
surprising that central administrative
units are targets of suspicion. And indeed they are. be their mission Plant
Operations or Research Services, Purchasing or Campus Planning, Financial
Services or Human Resources. If there is
a positive side to this situation, it is the
recently innovated system of linking each
central administrative unit to a designated "liaison dean". Thanks to this
initiative, each central administrative unit
is afforded the opportunity to interact
with its liaison dean, who in turn communicates the resulting insights to her or
his decanal colleagues and then brings
back these colleagues' concerns. The
parties to whom I spoke all praised the
decanal liaison system. Again, however,
the casualty is time.
Time pressures surely offer a potent
explanation for initiatives that seek to
assess, review and realign UBC's administration. Such initiatives beckon as the
reasonable answer to cries for deliverance. What about my impression that
the number and variety of these initiatives appear abnormally elevated? Might
this be explained by circumstances that
are peculiar to UBC? On this question
my interlocutors were similarly enlightening and none more than, if they will
forgive me for dropping their names, Dr.
Robert Miller, Vice-President, Research,
and Professor Donald Wehrung, Chair of
the Senate Budget Committee. Weaving
their insights together, my second
thoughts produce what to me is an eminently reasonable explanation.
Well within the institutional memory
of many faculty and staff, there lives a
"good old UBC" that had one president,
two vice-presidents and twelve deans.
Today's UBC still features one president
and twelve deans but these are joined by
five vice-presidents and nine associate
vice-presidents. Such numbers, although
anything but out of line with numbers at
comparable institutions, symbolize ready
scapegoats for the stress which I consider
to be UBC's inevitable lot as a major
multiversity in the environment of our
times. At a less symbolic and perhaps
more substantive level, overcentralization
comes to be perceived as a malady that
demands multiple interventions. Whatever may be the desirable balance between centralization and decentralization, the situation is overlaid by a deep-
seated concern that ultimate users may
be ignored. The resulting tension is
played out by insisting on the primacy of
teaching and research over administration, the one principle on which the entire
academic and administrative community
has always agreed. Behind this agreement, however, lurks the cruel institutional dilemma which is underlined by
the fact that there will be neither teaching
nor research if facilities are closed or
federal and provincial funds withdrawn
through failure to meet occupational
health, animal care or employment and
pay equity standards. This institutional
dilemma, accentuated by the memory of
a simpler past that is irretrievably gone.
breeds study after study, including my
In this setting, the second thoughts
growing out of my first impressions all
pointed me in one direction: to cut my
study short and offer some simple prescriptions now. At the end of my week-
long interviews, I shared this conclusion
with the President and my Steering Committee. To my delight I found no dissenters and only the most helpful advice with
respect to the recommendations and observations that follow.
Recommendations and Observations
Time is a scarce commodity whose
consumption must be rationed. This
trite declaration provides the basis on
which I have formulated two recommendations that should generate economies
in the use of decanal time.
No in-depth study ofthe UBC appointments process need stand in the way of a
straightforward decision to reduce the
time pressures which the University's
Senior Appointments Committee generates for faculty deans. This Committee is
currently composed of the twelve deans
and an equal number of senior faculty
members. I question neither the crucial
importance of this university-wide body
nor its composition. What I consider
desirable is that the Senior Appointments
Committee should be endowed with a
gate-keeping mechanism that will spare
its full membership from the task of
scrutinizing every single case that is
brought forward. This can be implemented through the creation of a subcommittee whose composition would be
limited to no more than half of the Committee's senior faculty members. Given
the importance ofthe gate-keeping task,
the Chair of the Senior Appointments
Committee should also preside over the
subcommittee. The task ofthe full Committee would henceforth be limited to
scrutinizing the cases that the subcommittee wishes to bring forward for further
consideration. In summary, I recommend that:
The full membership of the Senior
Appointments Committee should
henceforth scrutinize only the cases
brought forward for its attention by
a newly created subcommittee
headed by the Committee's Chair
and composed of a select number of
the Committee's senior faculty
The dialogue that is evolving between
academic   and   administrative   units
through the designation of liaison deans
appears altogether fruitful.    It is vastly
superior to what came before. The earlier
practice, as it was described to me, consisted in staging "dog and pony shows" at
which the heads of designated administrative units were called upon to "explain
themselves" to an audience of their academic colleagues. Liaison deans are proving to be a mechanism with which all of
the participants are comfortable.   This
much said, some ofthe participants appear less comfortable  than others.     I
consider that this is so in part because
not all administrative units are equally
central to the conduct of the academic
enterprise. Thus, for example, one of my
interlocutors could not help but wonder
why Food Services required a liaison dean.
Another consideration is that some deans,
particularly those who head large and
complex faculties,  may simply be  too
pressed to do justice to a liaison role visa-vis more than one administrative unit.
In this light, I recommend that:
The Vice-Presidents and Deans
should designate which
administrative units most
appropriately require regular,
occasional or no decanal liaison
and should allocate liaison
assignments in a manner that is
highly sensitive to the time and
interests of individual deans.
Although I shall refrain from naming
which administrative units might continue to receive liaison on a regular basis,
I strongly suspect that the likely candidates are the ones whose heads were
placed on my schedule of one-on-one
interviews.   I therefore direct the attention of those who may wish to implement
this recommendation to Appendix C of
this Report.
Turning now to what I perceive to be
the abnormally high level of energy devoted to the study and review of administrative units, I discern a situation in need
of stabilization. I consider that UBC
should promulgate a university-wide
policy calling for the cyclical review of all
administrative units at regular intervals.
I suggest that the appropriate review
interval should be seven years. The cyclical review policy should be sufficiently
flexible to accommodate the off-cycle review of any unit for good and sufficient
reason and on like grounds the exemption of any given unit from its scheduled
cyclical review.
It is well known that any given review
can only be as good as its terms of reference, the composition ofthe review team
and the documentation provided to that
team. Given the numerous reviews that
have been conducted on an ad hoc basis
at UBC in recent years, I find sterling
evidence that the institution has been
learning by doing. In this regard. I commend the recent review of the Office of
Research Services as a model to be followed and developed in the realm of cyclical reviews. The ORS review team was
comprised of individuals who have been
both users and administrators of research
services. It included individuals from
other major institutions.
A common pitfall in the conduct of
reviews can be that they focus too narrowly on the unit that is subject to review,
thereby failing to situate this unit in
relation to other administrative units with
which it interacts. The ORS terms of
reference adroitly avoided this pitfall by
drawing specific attention to the other
administrative units with which ORS interfaces, namely the University-Industry
Liaison Office, the International Liaison
Office and Financial Services. A lone
procedural shortcoming of the ORS review came to my attention. This is that
the heads of the units with which ORS
interacts were not asked to submit written statements offering their version of
the ORS interface for study by the review
team prior to its visit. Cyclical reviews
should stipulate that the heads of any
administrative units named in the terms
of reference as interfacing with the unit
under review should make written submissions. Summarizing all the above
propositions, I recommend that:
The University of British Columbia
should adopt a policy pursuant to
which every administrative unit
shall be reviewed on the basis of a
seven-year cycle unless specifically
exempted or subjected to an off-
cycle review for good and sufficient
reason.  The recent review of the
Office of Research Services offers
an appropriate model on which to
base the terms of reference and
composition of review teams. Heads
of administrative units which are
named in any given terms of
reference as units interacting with
the unit under review should make
written submissions to the review
As in other realms of human affairs, a
cyclical review policy will be only as good
as its implementation and the follow-up
given to each review it produces. This
requires that responsibility for these reviews should be clearly focused. In quest
of a mechanism that could appropriately
bear this responsibility, I am sensitive to
the fact that the cyclical review of administrative units will coexist with a variety of
other initiatives.
Where process improvements are concerned, for example in a realm like work
orders, a question that can commonly
arise is whether a special study is a
necessary prerequisite for decision-making. To pursue the example of work
orders, is it advisable to decide to make
greater use of standard cost estimates in
lieu of an immediate study? Then were it
thought that a special study might indeed be warranted, it would be advisable
to note the administrative unit's position
vis-a-vis its review cycle. It would also be
advisable to weigh the desirability of an
off-cycle review as an alternative to a
special study. Such considerations suggest that responsibility for overseeing
cyclical reviews and undertaking process
improvement studies should be integrated.
There is yet another consideration. I
have in mind the contemplation of major
undertakings whose nature is currently
conveyed by such terms as reinvention or
reengineering. I would call initiatives of
this kind major process development
projects to underline their challenging
and time-consuming nature. Such
projects are enormously demanding because they hinge upon the capacity ofthe
participants to clear their minds of all
current practices and to maintain enthusiasm for a task whose uncertain outcome is underlined by the tabula rasa
mindset with which it must begin. Being
as challenging as they are. such projects
should never be launched without full
knowledge of all ongoing or forthcoming
cyclical reviews and process improvement studies.
These thoughts all lead me to conclude
that responsibility for overseeing cyclical
reviews, undertaking process improvement studies and launching major process development projects should be assigned to a single body. The status of this
body should reflect the fact that the objective served by all its activities is to
enhance the support of UBC's core functions of teaching and research. Accordingly, I consider that it could appropriately be called the Presidential Committee on Process Improvement and Development.
Because the last thing I would want to
recommend is an addition to the number
of initiatives and structures already in
place, I consider that the Presidential
Committee I propose should replace the
aborning informal committee that has
been struck to pursue reengineering initiatives. The size and composition of this
informal committee appear appropriate
for its reincarnation as the Presidential
Committee on Process Improvement and
Development provided a Library representative is added to its membership. On
this score, I have in mind that the ongoing
review ofthe Library has struck me as an
already well-advanced and forward-looking initiative that I would not hesitate to
call a major process development project.
In light of all of the above, I recommend
With the addition of a Library
representative, the informal
committee that is currently
exploring reengineering proposals
should be reconstituted as the
Presidential Committee on Process
Improvement and Development.
This Committee should be charged
with responsibility for:
1. scheduling and overseeing the
cyclical review of administrative units;
2. monitoring and rationing
process improvement studies;
3. developing and guiding a strictly
limited number of major
process development projects.
Thanks to the level of detail at which I
was able to pursue cyclical reviews and
major process development projects with
my interlocutors, I can offer an informed
opinion concerning the first initiatives
that might be undertaken on both fronts.
In the matter of launching cyclical reviews, I found remarkable unanimity
spanning the head ofthe unit concerned,
the deans and the student representatives that Campus Planning and Development should be the first administrative unit to receive a cyclical review.
In the realm of major process development projects, I have already observed UBC Reports ■ May 5, 1994 7
that the ongoing assessment of the Library is an excellent illustration of the
genre. As for the next initiative, all ofthe
evidence before me indicates that attention should concentrate upon the University financial systems viewed in a broad
compass that embraces appointments
and procurement. That this initiative
poses a challenge which is as daunting as
it is important has been brought home to
me by the volume and intensity of the
complaints I received. I consider that if it
is to be undertaken with a reasonable
chance of success, this initiative should
set out on a less than university-wide
basis. The Dean of the Faculty of Medicine has volunteered his Faculty to provide the initial focus. Given this Faculty's
range of appointment and procurement
activities, the findings of a financial systems project geared to its operations are
likely to be applicable to all other faculties. In light ofthe above considerations.
I recommend that:
The Presidential Committee on
Process Improvement and Development should designate Campus
Planning and Development as the
first administrative unit to be
subjected to a cyclical review and
design a major process development
project concentrated upon
University financial systems in
relation to the operations of the
Faculty of Medicine.
My terms of reference did not encompass UBC's academic organization because this vast subject is before the Senate Ad Hoc Committee on University Organization. In that I had the opportunity
to meet this Committee and its Chair,
Professor Ronald Shearer, I consider that
two observations are in order. The first is
simply intended to encourage the Shearer
Committee, in pursuing its multi-faceted
mandate, to facilitate reorganizations that
may already be  under consideration
within individual faculties.    In this regard. I wish to signal a particular concern
expressed to me by the Dean of the Faculty of Education.
My second observation is meant to
clear the atmosphere with respect to one
of the important questions before the
Shearer Committee: the future of the
Faculty of Graduate Studies. Because it
is possible that alternative designs could
have implications for the Office of the
Vice-President, Research, I wish to record
the importance I attach to maintaining
this senior administrative position. As
the major multiversity it lias become,
UBC must have the capacity to liaise
effectively with industry at the highest
level. The scope of UBC's relations with
industry now reaches well beyond applied research because it embraces the
realms of patenting and licensing. I
therefore observe that the seniority which
is conveyed to the business world by vice-
presidential status makes the Office of
the Vice-President. Research a vital long-
run component of UBC's administrative
Appendix A
Terms of Reference
l.To examine the current duties and
reporting relations of academic and non-
academic administrators at each organizational level (basic academic units/faculties/central service units and administration) with particular regard to:
a) their role in the performance of such
internal functions as personnel management, purchasing, research grant management, student services and facilities
b) their accountability for the observance
of such external regulations as those
governing employment equity, environmental requirements and experimental
2.To assess alternative practices, reporting relations or structures that might be
suggested by these academic and non-
academic administrators and by relevant
experience in a select number of comparable institutions.
3.To recommend any initiatives which
might significantly contribute to the efficient and economic management of basic
academic units, faculties and the central
service units and administration.
Steering Committee
Dr. David W. Strangway, President
Dr. Clark S. Binkley, Dean, Faculty of
Dr. Daniel R. Birch, Vice-President,
Academic and Provost (Co-Chair)
Dr. John Chase, Director. Budget and
Mr. Frank Eastham, Associate Vice-
President, Human Resources
Mr. A. Bruce Gellatly. Vice-President,
Administration and Finance (Co-Chair)
Dr. Michael Goldberg, Dean, Faculty of
Commerce and Business Administration
Dr. Sherrill Grace. Associate Dean.
Faculty of Arts
Mrs. Heather Keate for Dr. Ruth
Patrick. University Librarian
Dr. Barry McBride, Dean, Faculty of
Dr. Veronica Strong-Boag, Director,
Centre for Research in Women's
Studies and Gender Relations
Mr. Terry Sumner, Director, Financial
Mr. Emil Woo. Chair. Student Senate
Appendix B
Central Administrative and General Expenses:
Comparative Financial Data
Total Expenses and
Central Administrative & General Expenses
1984-85 and 1991-92
(in 1 991-92 Constant $000's)
Admin & Cen
Admin & Cen
483,1 93
1 1,946
Central Administrative & General Expenses
Per Cent of Total Expenses
Difference in % Share
+ 0.74%
4.1 1
+ 0.03%
3 45
+ 0 17%
+ 0.97%
+ 0.52%
+ 0.43%
+ 0.50%
* Excludes debt servicing transactions
Report on Interpreting and Captioning Services at UBC
Interpreting and captioning services
should be provided for deaf and hard of
hearing students in a coordinated manner, given fiscal and human resources, a
President's Ad Hoc Committee on Interpreter Services recommends.
The Committee was established last
summer by Dr. K. D. Srivastava following
a decision of the B.C. Human Rights
Council regarding the funding of interpreter services. Dr. Don Farquhar, Director of Student Health, served as Chair of
the Committee which included Deaf, university and community representatives.
Ruth Warick, Director of the Disability
Resource Centre, coordinated the Committee.
The Committee's mandate was focused
on students; early on it recognized that,
besides interpreting services, captioning
needed to be considered. Captioning is a
form of computerized notetaking visible
on a computer, overhead or television
screen. Interpreting most commonly involves communication between users of
the spoken word and users of a language
mode based on sight, e.g. American Sign
Language. Another form is oral interpreting which involves silent speechreading
by the user.
The Committee's work was guided by
the principle that Deaf and hard of hearing students should have the same right
as hearing students to access post-secondary education when they meet the
established academic criteria for access.
Ten recommendations covering service delivery, funding, standards and evaluation, awareness and admissions/registration were made by the Committee. The
financial recommendations were consistent with B.C. Council of Human Rights
decision regarding interpreting services
for Nigel Howard, namely that students
should pursue funding sources available
to them and that the University should
pick up the extra costs where there is a
shortfall or all ofthe costs where no funds
are available.
Other recommendations include:
• That it be recognized that University
departments and offices should
provide interpreting and captioning
access for public events as an access
• That the Ministry of Skills, Training
and Labour provide a block grant to
UBC to provide interpreter/captioning
services similar to that provided to
the colleges.
That interpreting and captioning
services for qualifying students be
provided for:
• Regular classes
• Labs
• Seminars
• Class-related meetings and
special events
• Extracurricular events (20 hours
per term).
That UBC's pay scale for interpreters
should be consistent with that used
by colleges in the Lower Mainland.
That UBC adopt the Association of
Visual Language Interpreters of
Canada (AVLIC) Code of Ethics
accreditation standards and
conditions of work for interpreters
insofar as possible.  As no similar
standards or guidelines exist for
captionists, the University should
develop guidelines for captionists.
That an on-going monitoring process
be established and that, between its
third to fifth year, a summary review
be undertaken of the interpreter/
captioning services program. As well,
the quality of interpreting and
captioning should be evaluated on an
on-going basis.
• That the University create awareness
and provide education about
interpreting and captioning services
using innovative approaches targeted
at faculty, students and the
community at large.
• That registration access for deaf and
hard of hearing students be provided
so that it is no less than that for
hearing peers and enables ample lead-
time for captioning and interpreting
arrangements. Also, that the issue of
an early admissions process for such
students be pursued.
Copies of reports have been distributed to all Deans, Heads and Directors of
UBC. Additional copies are available from
the Disability Resource Centre, UBC, 1874
East Mall, Phone 822-5844: Fax 822-
The report is available in alternate
format on request. Feedback and comments are welcomed and may be forwarded to Ruth Warick at the Disability
Resoucre Centre. 8 UBC Reports • May 5, 1994
by staff writers
Lawrence Green, director of UBC's Institute of Health
Promotion Research, is the recipient ofthe 1994
Alumnus of the Year Award for the School of Public
Health from the University of California at Berkeley where he received his
MA and PhD degrees.
Green, who joined UBC in 1991,
was on the faculties of Medicine and
Public Health at Harvard and Johns
Hopkins universities and at the
University ofTexas.
From 1979 to 1981, Green served in
the Carter Administration as director
ofthe Office of Health Information,
Health Promotion. Physical Fitness
and Sports Medicine.
He was founding director of the
Center for Health Promotion Research
and Development at the University ofTexas Health Sciences
Center from 1981 to 1988.
Green was cited for his outstanding academic achievements and contributions to the field of public health. He will
be honoured at the university's graduation ceremonies on
May 14.
• • • •
Bill Black, an associate professor of Law, has been
appointed special advisor on human rights to Moe
Sihota, minister responsible for Multiculturalism and
Human Rights.
He will conduct an independent, comprehensive review of
B.C.'s Human Rights Act and submit a report to the minister
later this year.
Black, who joined UBC in 1970, served as a member of
the B.C. Human Rights Commission between 1973 and 1977
and is a former director of the University of Ottawa Human
Rights Research and Education Centre.
He has been actively involved with the Canadian Human
Rights Commission, the National Association of Human
Rights Agencies and with the human rights commissions of
Saskatchewan. Manitoba, Ontario and the Quebec Human
Rights Tribunal.
• • • •
Dr. Judith Hall, a professor of
Medical Genetics and head of the
Dept. of Pediatrics, is the recipient ofthe 1994 March of Dimes/
Colonel Harland Sanders Award for
lifetime achievement in research and
education in the genetic sciences.
Hall, who joined UBC in 1981,
received her MD and a masters degree
in genetics from the University of
Washington at Seattle. She did her
pediatric training at Johns Hopkins
Hospital where she also completed
fellowships in medical genetics and
pediatric endocrinology. Her research interests include
connective tissue disorders and the genetics of dwarfism.
She will be presented with the award at the 25th annual
March of Dimes Clinical Genetics Conference in July.
• • • •
Florence Ledwitz-Rigby, UBC's advisor to the president
on women and gender relations, has been appointed the
director of Affirmative Action for the University of
Wisconsin - Eau Claire, effective August 1.
Ledwitz-Rigby, who joined UBC in
1991, has been responsible for advising President David Strangway on the
status of women at the university and
on the effect of gender relations on
women's work and study.
During her tenure Ledwitz-Rigby
recommended strategies to reduce
gender discrimination and established
and chaired the President's Advisory
Committee on Women's Safety on
Campus and the President's Advisory
Committee on the Status of Women.
In her new position, l^edwitz-Rigby
will co-ordinate compliance with
federal, state and the Wisconsin University system's policies
and regulations relating to discrimination and affirmative
• • • •
Dick Mosher has been appointed coach of the women's
soccer team.  He will continue to coach the men's team
as well.
Mosher, a professor in the School of Human Kinetics, has
been coaching the men's side since 1986.  During that time,
the Thunderbirds have won five Canadian Interuniversity
Athletic Union titles, with Dave Partridge guiding the club to
a national title in 1992 during a sabbatical year for Mosher.
Mosher replaces Bob Elton as coach of the women's team.
Elton, an off-campus coach, has decided to pursue his
professional duties as a chartered accountant full time.
to explore
views on
A conference organized by
UBC's Sustainable Development
Research Institute will bring 400
women to campus May 27-3 1 to
develop a vision of a sustainable
Canada in the 21st century.
"We're at a crisis point in our
evolution." said Ann Dale, a senior associate with the institute.
"Sustainable development is the
framework over which we all have
to come together."
The conference, called Women
and Sustainable Development:
Canadian Perspectives, marks
the first time that women from
all sectors and regions of the
country will come together to
work toward this goal, she added.
The participants will include:
university professors researching women's roles in the
workplace; women in Newfoundland's fishing industry; immigrant women; business women
from Nova Scotia; women from
B.C.'s forestry communities: and
native women redefining their
roles in traditional cultures.
Another 50 women from the
developing world will bring an
international perspective to
Canada's role in global
"There are so many dimensions to women's activism, this
conference will celebrate the diversity of women worldwide,"
Dale said.
The conference will adopt a
"platform for action" that will
identify key global issues that
are obstacles to the advancement of women. These recommendations will be taken to the
United Nations Fourth World
Conference on Women in Beijing
next year.
The conference will also
feature the works of B.C.
women artists as well as a
public fair on Sunday, May
29. with information booths,
video displays, a green market and exhibitions.
Institute seeks
host families
The English Language Institute at UBC is looking for English-speaking families to host
post-secondary students from
Europe. Asia, Central and South
America. Mexico and Quebec.
The families may be couples
with or without children, single
parents or empty nesters. They
must be able to provide a furnished room, three meals a day
and a supportive environment
for learning English. English
should be the language spoken
in the home.
Programs run May through
early September in sessions of
three to six weeks.
Host families receive a remuneration of $22 per night.
For more information, contact the English Language Institute accommodation office at
The classified advertising rate is $ 15 for 35 words or
less. Each additional word is 50 cents. Rate includes
GST. Ads must be submitted in writing 10 days before
publication date to the UBC Community Relations
Office, 207-6328 Memorial Road, Vancouver, B.C.,
V6T 1Z2, accompanied by payment in cash, cheque
(made out to UBC Reports) or internal requisition.
Advertising enquiries: 822-3131.
The deadline for the May  19.   1994
issue of UBC Reports is noon, May 10.
SINGLES NETWORK Single science
professionals and others
interested in science or natural
history are meeting through a
nation-wide network. Contact us
for info: Science Connection,
P.O. Box 389, Port Dover, Ontario.
NOA 1N0; e-mail 71554.2160
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