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UBC Reports Sep 16, 1993

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 THE  UNIVERSITY OF BRITISH COLUMBIA
UBCREPORTS
The Croquet Open
Chris Miller photo
Organizers Norm Young (left) and Norm Watt debate the rules of croquet
in preparation for the Homecoming Open Costume Croquet Championship
on Sunday, Oct. 3. Everyone is welcome to participate in what they hope
will be the world's largest "backyard" croquet tournament. Details and
registration forms are available at the UBC Alumni Association, 822-
3313. A full program of Homecoming '93 events (Sept. 30 - Oct. 3),
including the special public events and attractions scheduled for Saturday,
Oct. 2, will be published in the Sept. 30 issue of UBC Reports.
Delving into literacy
an education priority
by Charles Ker
Staff writer
Literacy, as a critical, ongoing issue in
today's society, is among the research
priorities at UBC's Faculty of Education.
Over the years, faculty members have
been awarded grants from a variety of
public and private institutions to study
areas such as the sociology of literacy,
policies affecting adult literacy and the
use of computers in developing literacy.
Specific research interests have
included examinations of literacy among
First Nations adults, second language
learners and children whose culture has
an oral tradition.
Projects described on pages 4 and 5 of
this issue of UBC Reports touch on only
a fraction of the literacy studies taking
place on campus. They also represent
only one notion of literacy, namely, the
ability to read and write in a first language.
Literacy is often considered in the
A look at literacy
See stories pages 4 & 5
broader context of having a basic
understanding in many areas touching
culture, technology, multimedia,
mathematics and science.
"In a province characterized by
tremendous ethnic and language diversity, and a country concerned about its
competitiveness in a global economy, the
interrelationships between these aspects
of literacy and their importance cannot
be overstated," said Dean of Education
Nancy Sheehan.
Research studies introduced in this
issue include the continuum of early
childhood to adult literacy. In their diverse
approaches, they each illustrate the fact
that there are many dimensions to the
topic, all of which need careful
consideration.
New centre tackles
employment issues
by Abe Hefter
Staff writer
The employment challenges facing
British Columbia and the rest of Canada
will be the focus of the new Centre for
Labour and Management Studies at
UBC.
Housed in the Faculty of Commerce
and Business Administration, the centre,
which opens Sept. 24, will undertake
theoretical and applied research on issues
related to work, employment and
productivity and their relationship to
global competitiveness.
"As global competition increases,
concerns about the confrontational nature
of union-management relations, stagnant
productivity and uncompetitive labour
cost structures have also increased,"
explained Tom Knight, director of the
centre and a professor in the Commerce
faculty.
"As a result, there exists a strong need
for innovation and adaptation in our
labour force and employment practices. ^^^^m"m^^^
"The centre will help
focus efforts on
employment
innovation and
channel these efforts
to foster corporate
competitiveness as
well as to enhance
workers' financial,
occupational and
personal lives."
Knight credits Rudy
North, a UBC graduate
and a principal with
investment management consultants
Phillips, Hager and North Ltd., for playing a catalytic role in the creation of the
centre.
"His keen interest in business ethics
and employee relations led to the
development ofthe centre," said Knight.
The centre will address employment
challenges in the areas of labour and
management relations, human resource
management, and organizational
creativity and innovation.
'The challenge is to help generate
improvements in the labour relations
climate between management and labour
and make it less confrontational," said
Knight.
Drawing on research expertise from
academic, management, labour and
government communities, the centre is
currently involved in several projects.
A study is under way to assess the role
"The challenge is to
help generate
improvements in the
labour relations climate
between management
and labour and make it
less confrontational."
Tom Knight
of line managers in the public and private
sectors and their day-to-day relationships with employees in the bargaining
unit and union representatives.
In addition, the centre is working with
the British Columbia Government and
Service Employees Union to document
the union's internal grievance appeal
process: how it works, its benefits to
employees, and how other unions can
employ a similar process.
"We're talking about tackling and
resolving real problems in the workplace,"
said Knight.
"In addition, we are currently working
with the B.C. Labour Relations Board to
set up expanded databases to provide
better policy assessment of the labour
relations code."
The centre will engage in a variety of
activities including research,
publications, conferences, workshops,
internships, exchanges and curriculum
innovation.
UBC's contribution to the centre's
advisory board  in-
^mm'mm^^^^^    eludes Dean Michael
Goldberg and  Prof.
David    McPhillips
from the Faculty of
Commerce. They are
joined  by   13  other
members ofthe public and private sector,
including Kate Braid,
director   of labour
studies   at   Simon
Fraser   University;
StanLanyon, chair of
     the B.C. Labour Relations Board; Mary
Rowles, director of research and legislation at the B.C. Federation of Labour;
and Duncan Wilkins, vice-president of
human resources at the Business Council of B.C.
Research associates will be drawn from
several areas from within UBC and SFU,
as well as the community at large,
including the faculties of Commerce and
Law, the departments of Economics,
Psychology and Sociology, and the Centre
for Applied Ethics.
The centre's first conference will bring
together labour, management, academic
and governmental participants in labour
relations March 21-22 to discuss New
Departures in Union-Management
Relations. The conference will look at
ways of improving the relationships
between unions and management and
offer alternative approaches to collective
bargaining.
Inside
Great Trekker
Byron Hender is recognized for his contribution to the UBC community
Mothers' Milk 8^
Profile:   Dr. Verity Livingstone promotes the benefits of breastfeeding
Decision Makers 9
Fifteen dedicated individuals comprise UBC's Board of Governors
Inside View 12
VP Academic Daniel Birch on education 2 UBC Reports • September 16, 1993
Deconstruction
Gavin Wilson photo
A pile of rubble is all that's left of several huts demolished
behind the Scarfe Building to make way for a new Faculty of
Education library. More huts on West Mall are scheduled to
come down this month, as is the old Armoury. The huts are
a vestige of the university's rapid postwar expansion.
News Digest
September 20 has been designated Sexual Assault Education
Day at UBC.
"Statistics indicate that the incidence of acquaintance sexual
assault increases during September and October," said Margaret
Johnston, UBC's student health outreach nurse.
"Students are faced with unfamiliar surroundings and feel
pressure to make friends at that time, leaving them vulnerable to
unwelcome situations."
Several campus student services organizations and the
university administration will present displays and information
booths on the south plaza of the Student Union Building
between 10 a.m. and 2 p.m.
For more information, call 822-2415.
Bob Philip, director of Athletics and Sport Services, has joined
Law Prof. Dennis Pavlich as co-chair of the UBC faculty and staff
fund-raising campaign.
The campaign, part ofthe World of Opportunity campaign,
raises money for faculty and staff projects. Some of the money
will be directed to faculty and staff development, conferences and
seminars, and equipment and financial aid for students.
Pavlich has chaired the campaign since its inception in 1991-
92.  Philip joins this year's appeal on behalf of staff.
Faculty and full-time management and professional staff will
receive more information on the campaign in campus mail by the
end of the month, giving them the opportunity to contribute to
faculty and staff projects in a number of ways, including payroll
deduction.
The World of Opportunity campaign, with a total goal of more
than $260 million, concludes at the end of November.
Do you have any unwanted appliances, computer equipment,
musical instruments, toys or books collecting dust in your
basement or attic?
You can put them to good use by donating them to UBC Child
Care Services.
Every year, each UBC child care centre puts together a wish
list of items. This year's lists include used computers, software,
games, televisions, radios, tricycles, wagons, baby strollers,
VCRs, books, aquariums, microwaves and household plants.
Tax receipts can be issued for the depreciated value of each
donation.
If you have an item that you think might be useful to a child
care centre, please contact the campus Child Care Services office
at 822-5343.
Greater student involvement
expected in United Way drive
by Abe Hefter
Staff writer
Organizers of this year's
United Way campus campaign
have set a goal of $300,000 in
donations, an increase of 10 per
cent over last year's goal.
The United Way is a volunteer-
led, registered charitable
organization committed to caring
for people through funding for
its 91 agencies and other non-
member organizations.
The campus drive, which
kicks off Oct. 4 and runs until
Oct. 18, features increased
participation and commitment
on the part of students, said
Prof. Chuck Slonecker, campaign
chair and director of Ceremonies
and Community Relations.
"AMS vice-president Janice
Boyle has organized an expanded
student campaign for awareness
and fund-raising on the campus,
making this year's effort truly a
student-employee campaign."
The United Way campaign is
versatile and provides an
opportunity for people to channel
their charitable giving to any
organization they wish.
Slonecker said.
Last year, donor support
allowed United Way agencies to
respond to thousands of cries
for help.
More than 113,000 calls were
answered on crisis lines; almost
40,000 people with physical
disabilities received treatment;
almost 39,000 people with
mental disabilities were helped
to live independently; more than
13,000 abused women received
counselling; more than 41,000
seniors were helped to live
independently; and more than
10,000 teens received
counselling.
In total, more than 500,000
people in the Lower Mainland
received services from United
Way agencies in 1992.
Approximately 30 per cent of
UBC's payroll staff of 6,100 have
contributed to the United Way
during the past two years in the
second largest employee
campaign in the Lower Mainland
A New Spirit
of Giving
COLOUR
LASERS!
s1.45 1st copy
.95 each additional
copy
2ND FLOUR 217-1 W PARKWAY
VANCOUVER. BC
224-6225
FAX 224-44H2
OPEN 7 DAYS'A WFF K
M-TH8-y FRI-H-G
SAT-SUN 11-C)
and one of the largest in Canada. I system and do away with the
Slonecker said organizers hope | paper trail that has accompanied
to     increase     the past        United        Way
participation rate on ^^^^^^ campaigns,"  Slonecker
campus as well as      ^^^S^^S^     explained,
the total    ^B55SS8l8^ Activities planned for
contribution this MMMr^^r\^Sm this vear s campaign
year. BMflj^^T j-*'fB    include draws for trips.
Volunteers will ^^^^|^nS8flk2 vacation packages and
attempt to reach ^^^^^Dtt^9^^ other prizes, an
individuals on ^^^^^^^^^r Oktoberfest
a one-to-one m _mmmm celebration,
basis     with   ^JniCGO lR/oU    P   a   n   c   a   k   e
confidential
personalized pledge cards, which
will be distributed by Oct. 4.
'The personalized approach
will enable us to simplify the
a   n   c   a
breakfast,  and a
salmon barbecue.
For more information, or to
become a United Way campaign
volunteer, call 822-2484.
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
U BC REPORTS
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.CV6T1Z2.
Managing Editor: Steve Crombie
Editor: Paula Martin
Production: Stephen Forgoes
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.
JM. UBC Reports ■ September 16,1993 3
Former AMS president
Byron Hender to get
Great Trekker Award
by Abe Hefter
4.
Staff writer
In the fall of 1965, Byron Hender, then
president ofthe UBC Alma Mater Society,
presented Mrs. Evelyn (Sherwood) Lett
with the Great Trekker Award.
Twenty-eight years later, Hender's life
is about to come full
circle.
On Sept. 30, Hender
will receive this year's
Great Trekker Award
at a reception in the
Student Union Building,
on this, the 25th
anniversary ofthe facility
he helped bring to
fruition as president of
the AMS in 1965-66.
The Great Trekker
Award is given
annually by the
students of UBC to a
graduate who has
achieved eminence in his or her field.
Past recipients ofthe award include writer
and lecturer Rosemary Brown, author
and broadcaster Pierre Berton and
philanthropists Cecil and Ida Green.
Winners are cited for their worthy
contributions to the community, their
keen interest in UBC and outstanding
service to UBC students.
Hender's contributions to UBC began
the day he set foot on campus in the fall
of 1960 as a student in the Faculty of
Arts. He became photo editor of the
Ubyssey that year and assistant coordinator of AMS publications the
following year. He joined the student
council in 1963 and remained a member
through 1965-66, when he became
president of the AMS.
It was during his year as president
that the Student Union Building was at
one of its many "crossroads." There were
several of them, said Hender, as both the
university and the AMS attempted to find
a new home for the growing number of
student activities on campus.
"Brock Hall, the Student Union
Building at the time, had been the home
of the AMS for many years," said Hender.
"We needed more room, and the university
was very supportive of that fact."
It was over dinner at the Faculty Club
that Hender sat down with Bill White, a
senior university representative who had
been negotiating on behalf of UBC, and
struck a deal.
^*t*Kir/s&
m
\%
UBC HOMECOMING
*9
#*t 30.0**
UBC Archives photo
Former Prime Minister Lester
Pearson (right) and former AMS
President Byron Hender, this year's
recipient ofthe Great Trekker Award,
exchange greetings at the sod-
turning ceremony in October 1965
for the Student Union Building.
"The new SUB had a long gestation
period. I was one of many people involved
in bringing the facility to fruition. I just
happened to be around as president of
the AMS at the time when the critical
agreement was reached."
Although Hender didn't have the opportunity to enjoy the new building as a
student, having
graduated with a marketing degree from the
Faculty of Commerce
and Business Administration in 1968, he
has certainly had the
opportunity since
then.
After graduation,
Hender remained on
campus as acting director of the alumni
fund. He moved over
to work with Food Services and the Bookstore before joining the
Financial Aid office, where he spent 18
years as director.
Arecipient of a 75th anniversary medal
from UBC, Hender has been executive coordinator of Academic and Student
Sendees, in the office of K.D. Srivastava,
vice-president of Academic and Student
Services, for the last two years.
The 25th anniversary of SUB will be
one ofthe attractions during Homecoming
'93 from Sept. 30 to Oct. 3. Displays will
celebrate achievements of past and
present students and will include
historical photographs of SUB and UBC,
as well as the AMS art collection.
There will also be events for the kids at
SUB on Saturday, Oct. 2, which has been
set aside for most of this year's key public
attractions at Homecoming.
For more information on the Great
Trekker reception, call Carol Forsythe at
822-2050. For more information on
Homecoming '93, call 822-1993.
Juggling Numbers
Gavin Wilson photo
Maria Klawe, head of Computer Science, gives first-year students enrolled
in the new Science One program a lesson in the fine art of juggling on the
first day of classes. Klawe uses juggling to illustrate the principles of
mathematical induction. Students from as far away as New York are among
the 46 who have signed up for Science One, which was inspired by the
success of the Arts One program. Many cited the small class size and
interdisciplinary nature of studies as attractions. Science Dean Barry
McBride hailed the program as a "novel and exciting educational experience."
Green College to host diverse group
by Abe Hefter
Staff writer
A stroll through the grounds of Green
College reveals both the din of
construction work and the sound of voices
and music emanating from the recently
completed student residences.
The voices belong to some of the 85
graduate students, 15 post doctoral
scholars and visiting faculty, and five
short-term visitors who will call Green
College home.
Just as the architecture of UBC's new
residential graduate student college
reflects the special nature of West Coast
design, so too will the college's scholarly
life reflect its unique identity and
influence.
The students, post-doctoral fellows,
visiting faculty and short-term visitors at
Green College will be dedicated scholars
with richly diverse backgrounds," said
John Grace, dean of the Faculty of
Graduate Studies.
They will be expected to share interests
and ideas in a lifelong learning process."
In distancing itself from the formalities
and isolation that have sometimes been
associated with residential colleges, Grace
said Green College should become a focal
point for all graduate students at UBC.
"Green College has a mandate to bring
people from all disciplines together. Those
who have applied are eager for the
opportunity to meet people from different
areas. They offer a real sense of dedication
and commitment."
Green College
Principal
Richard Ericson
says UBC's new
residential
graduate college
is an
opportunity to
foster
scholarship of
the highest
calibre.
Abe Hefter photo
To Richard Ericson, the newly
appointed principal of Green College, the
opportunity to foster scholarship of the
highest calibre in this setting is rare in
most modern universities.
This is a wonderful opportunity for
graduate students to broaden their
education in an environment that the
students themselves will help shape and
mould, said Ericson, cross-appointed to
the Faculty of Law and the Dept. of
Anthropology and Sociology in the Faculty
of Arts.
"It's the contributions that the students
make that will give Green College its
distinct flavour."
Ericson himself has devoted his
academic life to the exchange of ideas in
an interdisciplinary setting, most recently
as director ofthe Centre of Criminology at
the University of Toronto.
At Green College, Ericson will bring
people together on a much broader scale
as he continues his personal commitment
to breaking down some of the barriers
which tend to compartmentalize higher
education.
Funded through a $7-million gift from
Cecil Green, which has been matched by
the province of British Columbia, the
college will foster an interdisciplinary
community whose members come from
various branches of the humanities, social
sciences, sciences and professional faculties.
They will share their research, ideas
and experiences in a series of conferences,
workshops, seminars, meetings and other
events. 4 UBC Reports ■ September 16, 1993
Research sheds new light on literacy
The following article is adapted from a
paper presented this summer by Asst.
Prof. James Anderson from the Dept. of
Language Education at the annual meeting
ofthe Canadian Society for the Study of
Education.
Our conceptions about how literacy is
acquired have been challenged over the
last two decades.
Where in the past researchers looked
almost exclusively at the role of schools in
literacy, studies in early literacy reveal
that many children learn a great deal
about reading and writing prior to formal
instruction in school. This research
suggests that much of this learning is the
result of children's socialization into
literacy through participation in such
functional activities as writing shopping
lists, labelling art work, reading
environmental print (e.g., shop and street
signs) and by being read to in an interactive
way by a parent.
Such research has also led to a reexamination ofthe child's role in literacy
acquisition. There is a shift away from
thinking of children as receivers of skills
transmitted by an adult toward that of an
active constructor of literacy knowledge.
This theory of literacy development is
usually referred to as "emergent literacy"
and, while it has not gained universal
acceptance, it has been widely accepted
by educators and influences what goes
on in schools.
Despite what appears to be a growing
acceptance of theories about emergent
literacy among educators, however, there
are reasons to question whether emergent
literacy is the cohesive universal
phenomenon it is sometimes believed to
be.
What does seem to be clear is that
there is an increasing recognition that
literacy learning is a socio-cultural phenomenon; the way learning is mediated,
the meaning which is ascribed to literacy,
and the literacy activities in which members of a cultural group engage are determined by the beliefs and values of that
particular group.
This obviously has immense
implications for a child's developing
literacy. Previous research with school-
age children has shown that beliefs which
teachers hold about literacy influence
their teaching and subsequently their
students' beliefs about and attitudes
towards reading and writing.
There are also indications that when
there is conflict between literacy learning
at home and that at school, children's
literacy learning does not progress
satisfactorily.
Studies that look into relationships
between home literacy experiences and
children's emerging knowledge and
attitudes towards reading and writing
can provide greater understanding about
factors affecting literacy learning. They
also hold potential for helping design
strategies when formal teaching begins.
A series of such studies are being
conducted at the UBC Child Study Centre.
Although the centre draws its students
primarily from a relatively high socioeconomic group, even in this
homogeneous population, differences are
found in the home experiences and actual
early literacy knowledge.
A particular study of mine has found
that parents' beliefs about literacy fall
along a continuum: while some parents
hold beliefs that are congruent with an
emergent literacy paradigm, others hold
much more traditional beliefs.
Those In the emergent category would,
for example, see interactive reading, where
the parent reads aloud and encourages
the child's responses as the story devel-
Children's perceptions of literacy are strongly related to their parents'
perceptions, not just what they learn in school.
ops, as a first step in learning to read.
Those in the traditional category would
more likely see letter and word recognition as the first stages of reading.
As might be expected, children's perceptions of literacy are strongly related to
their parents' perceptions. There was,
however, only a weak link between
parents' perceptions of literacy and their
children's emerging literacy knowledge.
imperilled when children develop
traditional perceptions of reading as
opposed to emergent views is not borne
out by this study. In fact, on all of the
literacy measures used, the children who
hold more traditional perceptions scored
as well, or better than, peers whose
perceptions are more congruent with
emergent literary perspectives.
This area of research needs further
The argument that literacy learning is j  investigation.
B.C. kids score well in reading literacy tests
by Charles Ker
Staff writer
Who says TV saps the literary mind?
B.C. elementary and high-school
students, some of whom admit to spending
five hours a day in front of the tube,
posted above average scores on a recent
international test of reading literacy.
"Clearly television watching is
something parents need to know about,"
said Prof. Victor Froese, co-ordinator of
the B.C. test. "In terms of language
development, there's an opportunity to
capitalize on what these students watch."
Representing Canada among a list of
32 nations, B.C. ranked near the top
alongside other English-speaking entries
from New Zealand, Ireland and the U.S.
Finland led all participants in terms of its
students' comprehension of narrative
(stories), expository (information) and
document (charts and graphs) texts.
Froese, head of UBC's Dept. of
Language Education, said there was no
reason to believe Canadians would do
poorly because B.C.'s school system is
reasonably progressive and children here
tend to read more than most.
Preparations for the IEA International
Reading Literacy Study began in 1988
and followed with four years of testing
and data collection. World-wide, the study
tested the reading and writing skills of
210,000 students in grades 3-5 and 8-
10.
For the study, reading literacy was
defined as "the ability to understand and
use those written language forms required
by society and/or valued by the
individual."
B.C. results were noteworthy because
data was based on grades 3 and 8 making
the Canadian contingent an average 10
months younger than other countries. To
get a more accurate comparison with
other developed  European countries.
Promoting a response to texts enhances learning.
Froese recently completed a follow-up
study using the same tests on 3,000
students in grades 3,4, 5 and 8,9 and 10.
Compared with much-heralded New
Zealand, which tested grades 5 and 10,
B.C. grade 5 participants scored higher
marks with their answers to questions
about narrative, composition and
document passages. Grade 10 students
outperformed New Zealanders in their
comprehension of expository and
narrative sections.
But student performance was just one
aspect of the survey.
As well as linking achievement to the
amount of TV watched at home, the study
also examined how often students per
formed "high-level" literacy activities in
class. Here, comparisons show Canadi-
i ans ahead of U.S. elementary-school
counterparts in time spent reading silently, discussing books, reading their
own writing and reading plays and
dramas.
"It's not just a matter of feeding in
information but promoting a response to
texts which enhances learning," said
Froese. "What's emerging from the data is
that we are successfully creating links
between reading and writing and that is
pushing us in the right direction."
Other information yet to be culled from
the study's mountain of reports and
questionnaires links achievement to items
such as the amount of
homework given out, number of books in the home
and in the school library,
years teachers have taught
and amount of teacher
education they have received.
Froese added the study
will be invaluable to
educational policymakers because it maps
out what teaching
strategies are preferred in
what countries, what
teachers' goals are and
what they do to achieve
them.
Despite having children
wait until the age of seven
before starting school (it's
six in most other countries), Finland posted the
best scores in the international reading survey.
The difference, said
Froese, is that education
is a top priority of government, teachers are
held in high esteem by
society and parents are traditionally
expected to have their children capable of reading before they enter the
school system.
Said Froese: "We have to recognize
that we have to get schools and parents
working together because if everyone has
the expectation that literacy will develop,
then there's a good chance it will."
The preliminary report of the international study has been published in a book
titled. How in the world do students read?,
produced by the International Associa.-
tion for the Evaluation of Educational
Achievement based in The Hague, Netherlands. UBC Reports ■ September 16,1993 5
Allison Tom:
from."
Charles Ker photo
"Our goal was to paint a picture that others could learn
Unique learning centre
challenged evaluators
by Charles Ker
Staff writer
Allison Tom knew she was in for a
challenge the moment she set foot in
the Invegarry Adult Learning Centre.
Three years ago, the federal
government's National Literacy
Secretariat chose the UBC assistant
professor and educator Hanna Fingeret
to evaluate the centre's unique literacy
program.
As a member of UBC's Dept. of
Administrative, Adult and Higher
Education, Tom's research speciality
was in the relationship among women,
employment and education. But she
soon realized it would be early training
in anthropology, particularly as an
ethnographer, that would be her
greatest asset during the Invegarry
investigation.
"My job was to ask questions in a
way that led to some sort of meaning,"
she said. "The idea was to study who
used the service, how they used it, why
and to what effect."
What seemed a clear idea quickly
blurred when she first strode into the
old Kwantlen College building in Surrey.
There, the eight-year-old literacy
program shares an open space with
three other educational groups. After
negotiating a maze of dividers, Tom
finally reached the literacy section where
people sat at big, round tables writing,
reading or talking, some walked about
thinking aloud and others sat staring
thoughtfully into space.
This scene of "self-directed learning,"
for which Invegarry is noted, Tom would
later describe as "focused, purposeful
and effective."
Whereas other literacy programs
base themselves more around a rigid
textbook-teacher format, Invegarry's
method, along with that at its three-
year-old affiliate Vancouver Municipal
Workplace Program, was to help users
set and achieve their own short- and
long-term literacy goals.
Rather than measure success on
how well a person does on a specific
grade-level test, Tom and her colleagues
were interested in finding out what
difference the programs made to lives
outside school.
"Evaluations which focus on grading
people simply take the whole complex
notion of literacy and compress it into
a test," said Tom. "What we're asking is
why the program is important to people
and how it fits into their life."
Working with Fingeret (a member of
the U.S.-based non-profit organization,
Literacy South), five graduate students
and two teachers from the program,
Tom spent a year deciphering how
people used the smorgasbord of
learning options offered at the Surrey
and Vancouver centres.
Flexible hours allowed learners to
come in the morning, afternoon or
evening for as long as they wanted and
as many days a week as they chose.
They could attend formal conversation
classes or consult one-to-one with
teachers and volunteers who were
perpetually on the move.
Approximately 620 people passed
through Invegarry during the study.
Among them were those fluent in several
languages or literate in their first
language and others with little or no
reading and writing ability.
Tom also pointed to the wide cross-
section of cultures and economic
backgrounds among users of the centres from single-mothers on welfare to
wealthier immigrants toting computerized pocket translators.
The UBC research team employed a
variety of techniques to gauge the
program's effectiveness in covering this
diversity. These involved following
individual teachers around for a day
documenting their conversations and
interviewing students, teachers and
volunteers. Interviews were also
conducted with family members at
home and with work colleagues at the
office to ascertain what impact the
program had on those enrolled.
The resulting 6,000 pages of field
notes form the basis of two, 250-page
reports which Tom refers to as "a
process, not a product," a process which
has become one of the most extensive
literacy evaluations ever.
Tom said the reports, due out in
January, weren't meant solely for
internal use at the two centres but
would hopefully be helpful to
practitioners, administrators and
literacy academics across Canada.
"Our goal was to paint a picture that
others can learn from." said Tom. "To
share ideas, inspiration and promote
an awareness that literacy training is a
complex process."
Learning connections
Computer project
reflects future trend
by Charles Ker
Staff writer
"You are guaranteed to find
much that is unusual in the
following pages. Some of the
writing is innovative and
revealing. Some of the writing is
perhaps symptomatic of the
limitations of electronic
communication. Either way,
meeting face-to face Thursday is
bound to be an educational
experience for all involved."
- Greg Dixon, editor,
Systemhouse Pacific News
There were at least 28 employees at
the Vancouver office of Systemhouse who
couldn't wait to get their hands on the
company's December newsletter.
For  six  weeks,   they'd   each  been
corresponding
via  E-mail with
Grade 11
students from a
local high school.
This unique
twinning exercise
was part of a
UBC-based
study called the
Learning
Connections
Project designed
to enhance
language and
literacy in class
and boardrooms.
Having bared
their souls for a
month and a half
to neophyte
journalists on
screen, the
employees were
anxious to see
what details emerged in print.
On page seven, Andy Jones-Cox,
director of systems integration, found
himself dubbed "Sir Andy." His student
partner, Jennifer Liem, had adopted a
medieval theme in her article describing
Jones-Cox as "trained in the ways of a
knight at a university in this country,
learning about the mysterious Forces of
Math and Computer Science."
Turning to page nine, William Jubran
discovered himself likened to a "couch
potato" who "pigs out on chocolate
whenever he gets his hands on some."
And on the bios ran from serious to witty
to out-of-this world.
Brainchild of Prof. John Willinsky, the
connections project sought to infuse a
sense of responsibility into student
writers. While they did get school credit
for their work, articles were being
produced for an adult audience outside
the classroom. The experience forced
teenagers to be fair, accurate and
inquisitive. Employees, on the other hand,
were forced to discard technical jargon
and express themselves in a language
anyone could understand.
"Many employees compared it to
pitching proposals to clients who had
little computer background," said
Willinsky, director of UBC's Centre for
the Study of Curriculum and Instruction.
"As for the students, they were encouraged
to have some fun with their writing so we
wouldn't end up with 28 boring stories."
In terms of literacy, Willinsky said the
exercise successfully incorporated
elements of fiction, non-fiction, journalism
and rhetoric with a dollop of social and
vocational studies thrown in.
But the Systemhouse experiment itself
was a portion of the two-year undertaking.
Working with Mount Saint Vincent
University professor Lorri Neilsen.
Willinsky and five UBC graduate students
succeeded in hooking up 100 Vancouver
students with 100 students at a high
school in Halifax through the international
computer network. Internet. What was
originally intended as a cross-countrv
dialogue on Canadian unity soon turned
international in scope.
Through the Internet system, students
and teachers had access to more than 10
million computers worldwide. Contacts
were made with other classes across the
United States and Australia either in formal
class projects or informal pen-palling.
A cross-cultural exchange between
Vancouver and Kyoto, Japan saw students
in each country analysing a short story
which had been translated from Japanese
into English.
Moving toward a "super data-highway.
Vancouver students even made contact
with nuclear scientists in Russia.
Said Willinsky: "It didn't last long, and
they didn't have much in common but
both sides were keen to connect."
While the project has been an
unqualified success in terms of
productivity and sparking student
imagination and interest in writing,
Willinsky's initial enthusiasm was
tempered over time.
Seven people setting up a network for
200 students, each with their own
computer account, proved a daunting
task. System malfunctions and a teachers' strike didn't help.
"In spite of all the rhetoric and euphoria
around these advanced technologies,
there is still some distance to go before we
can realistically ask classroom teachers
to get involved in these kinds of projects,"
said Willinsky. "You have to be realistic
about resources and support you need to
pull it off."
Even so, the Nova Scotia government
has made the connections project a
permanent part of the educational scene
in that province and Prime Minister Kim
Campbell has mentioned that (having
already co-sponsored Willinsky's project
along with private corporations) the
federal government may electronically
connect 300 schools nationwide.
And then there's U.S. President Bill
Clinton's dream of a "super data-highway"
capable of carrying cable TV and all
manner of information sources, part of
which would be an educational
component.
As Willinsky says, "it's coming, it's just
a question of when." 6 UBC Reports ■ September 16, 1993
Calendar
September 19 through October 2
Monday, Sept. 20
Astronomy Seminar
Chemical Enrichment Of The
Milky Way Galaxy. Tammy
Smecker-Hane, Dominion
Astrophysical Observatory. G&A
260 at 4pm. Call 822-2696/2267.
Archeology Lecture
Human Sacrifice Among The
Aztecs. Dr. Patricia Anawalt.
UCLA. Museum of Anthropology
Theatre at 8pm.  Call 822-2889.
Tuesday, Sept. 21
Biological Sciences Seminar
Pi Enhancement Of Dark
Respiration In The Pi-limited
Green Alga Selenastrum
Minutum: Interactions Between
H+/Pi Cotransport, The
Plasmalemma H+ - ATPase, And
Dark Respiratory Carbon Flow.
David Gauthier, Ph.D. candidate,
Botany. BioSciences 2000 from
12:30-l:30pm.  Call 822-2133.
Atmospheric Data
Assimilation Using Kalman
Filters. Roger Daley, Canadian
Climate Centre, TO. BioSciences
1465 at 3:30pm. Call 822-3626.
Chemistry Seminar
Techniques For The Bio-
Analytical Laboratory: Regional
Mass Spectrometry Centre.
Frederick Lasserre 104 from 9am-
12:30pm.  Call 822-3235.
Chemistry Pacific Coast
Lecture
Why Rhodium In
Homogeneous Catalysis?
Professor Peter Maitlis, University
of Sheffield, UK. Chemistry 250
South at lpm.  Call 822-3266.
Statistics Seminar
On The Estimation Of
Gaussian Means Jean Meloche,
UBC. HA 413 from 4-5:30pm.
Call 822-2234.
Continuing Studies Free
Series:  Election Coverage
The Deficit: How Much Does
It Matter And What Can Be Done?
Panel: Jim Brander, Commerce;
Angela Redish and Jon
Kesselman, Economics. Hotel
Georgia York Rm. from 12-
1:30pm. Pre-registration not
required.  Call 222-5272.
Wednesday, Sept. 22
Applied Mathematics
Colloquium
Symplectic Integration Of
Harniltonian Systems. Sebastian
Reich, Postdoctoral Fellow,
Computer Science. Math Bldg.
203 at 3:30pm.  Call 822-4584.
Geography Colloquium
Networks Of Small Business
And Local Governments: A New
Pattern Of Foreign Direct
Investment In China. You-tien
Hsing, School of Community/
Regional Planning. Geography
201 from 3:30-5:00pm. Call 822-
5612.
Thursday, Sept. 23
Cooperative Education
Program
Info meeting for 2nd year
Electrical and Mechanical
Engineering students. IRC #2
from 12:30-1:30pm. Call 822-
3022.
Recruitment Fair
Graduate Studies Information
Day.     Six Cdn.   universities
represented. Grad Centre
Ballroomfrom 12:30-2:30pm. Call
822-9546.
Medical Genetics Seminar
Molecular Analysis Of A Novel
BI Variant Of Tay-Sachs Disease.
Scarfe 205 at 4:30pm. Call 822-
5312.
Physics Colloquium
d-Wave Pairing In High-Te
Superconductors. Doug Bonn.
Hennings 201 at 4pm. Call 822-
3853.
Friday, Sept. 24
Paediatric Grand Rounds
Paediatric Airway Problems. Dr.
Keith Riding/Dr. Fred Kozak. ENT
specialist, BCCH. G.F. Strong
Auditorium at 9am. Call 875-
2118.
Health Care/Epidemiology
Grand Rounds
The Working Health Centre.
Speaker: Dr. Yrjoe Engestrom,
Helsinki, Finland. James Mather
Bldg. 253 from 9- 10am. Call 822-
2772.
McDowell Lecture in
Chemistry
Nuclear Spin Dynamics And
Molecular Dynamics. Professor
R.R. Ernst, 1992 Nobel Prize
Recipient in Chemistry. Chemistry
250 south at 12:30pm. Call 822-
3255.
UBC Bookstore Popular
Authors
Michael Ondaatje, winner of the
Governor General's Award and
Britain's Booker Prize will be
reading and autographing his new
book: The English Patient. HA 110
from 12:30-1:30pm. Call 822-
2665.
Engineering Seminar
Drying Of Sludge In A Spouted
Bed Of Inert Particles. Meinardo
Boizan, Cuba. Chem. Engineering
206 at 3:30pm.  Call 822-3238.
Saturday, Sept. 25
Museum of Anthropology
Performance
Te Waka Huia, Maori dancers
and competition winners perform
in the Great Hall at 2:30pm. Call
822-5087.
Vancouver Institute Lecture
Series
Symbols Of Revolt:
Environmental Politics And
Beyond. Michael Jacobs,
Lancaster U., UK. Woodward IRC
#2 at 8:15pm.  Call 822-3131.
Monday, Sept. 27
Asian Research Seminar
Sino-British Negotiations On
Hong Kong During Governorship
Of Chris Patten. Joseph Yu-shek
Cheng, Dean, Humanities/Social
Sciences, City Polytechnic of HK.
Asian Centre 604 from 12:30- 2pm.
Call 822-4688.
Centre for Japanese
Research Seminar
Lunchtime series. Concepts Of
The Otter In Japanese History.
Owen Griffeth, History. Asian
Centre 604 from 12:30-1:45pm.
Call 822-5612.
Applied Mathematics
Colloquium
What      Is      Experimental
Mathematics? Professor Jonathan
Borwein, SFU. Math 203 at
3:30pm.   Call 822-4584.
Astronomy Seminar
The Emironment Of Lyman 0C
Absorbers In The Sightline to
3C273. Simon Morris. Dominion
Astrophysical Observatory. G&A
260 at 4pm.  Call 822-2696.
Tuesday, Sept. 28
UBC Bookstore Popular
Authors
Ken Dryden, author of The
Moved And The Shaken will be
reading and autographing his new
book. Bookstore from 12:30-
1:30pm.  Call 822-2665.
Oceanography Seminar
Kristin Orians. BioSciences
1465 at 3:30pm.  Call 822-3626.
Lectures in Modern
Chemistry
Industrial Applications Of
Photochemistry. David Eaton,
Dupont Central Research And
Development. Chemistry 250
south at lpm.  Call 822-3266.
Botany Seminar
K+ Fluxes In Chlamydomonas
Reinhardtii. Ph.D. candidate.
BioSciences 2000 from 12:30-
1:30pm.  Call 822-2133.
Chemical Engineering
Seminar
Kinetics And Mechanisms Of
Oxygenate Reactions On
Transition Metal Surfaces. Chem.
Engineering 206 at 3:30pm. Call
822-3238.
Statistics Seminar
Bayesian Statistics Applied To
The Orange Roughy Fishery.
Paul Kinas, UBC. HA 413 from
4-5:30pm.   Call 822-2234.
Wednesday, Sept. 29
Asian Research Seminar
The Historial Significance Of
Malay Culture In The Political
Systems Of Asean Countries. Dr.
Hakan Berggren, Swedish
Ambassador to Canada. Asian
Centre 604 from 12:30-2pm. Call
822-4688.
Geography Colloquium
Series
Forest Site Nutrients And The
Sustainability Of Timber
Harvesting. Tim Ballard, Soil
Sciences. Geography 201 from
3:30-5pm.   Call 822-5612.
Continuing Studies Free
Series:  Election Coverage
Are Social Programs Still A
Sacred Trust? Panel: Glenn
Drover, Social Work; Bob Evans,
Health Care Economics; Sharon
Manson Singer, Social Work; Jane
Pulkingham, Sociology, SFU. Hotel
Georgia York Rm. from 12-l:30pm.
Pre-registration not required. Call
222-5272.
Thursday, Sept. 30
Graduate Scholarships Day
Information session for all
graduate students. Dean of
Graduate Studies. Awards Officer
and various representatives from
external agencies are represented.
Grad Centre Ballroom from
8:45am-3:30pm.  Call 822-4556.
Institute of International
Relations Lecture
Sustainable Human
Development: First Lecture In The
UBC International Forum On Human
Population Dynamics. IRC #6 at
12:30pm.  Call 822-9546/2848.
Academic Women's
Association Luncheon
Some Challenges Faced In The
University Today. Dr. Martha
Salcudean. Head. Mechanical
Engineering. Faculty Club Salons
A&B from 12-2pm. Sandwich
buffet and cash bar $14.54. New
and renewal members are
welcome.   Call 822-6445.
Philosophy Lecture
Individuation, Identity, And The
Labels Of Identical Particles. Don
Robinson, U. of Toronto.
Buchanan D-348 from 1-2:30pm.
Call 822-3292.
Physics Colloquium
The Wave - Function Is Real After
All. Y. Aharonov, S. Carolina/Tel
Aviv. Hennings 201 at 4pm. Call
822-3853.
CICSR Faculty Forum,
On Seeing Robots. Alan
Mackworth, Computer Science.
CICSR/CS Building 208 from 4-
5:30pm.   Call 822-6894.
Friday, October 1
Ophthalmology Fall Clinical
Day
Ocular Pharmacology And
Therapeutics. Chair: Dr. F.S.
Mikelberg, and visiting panel.
VGH/UBC Eye Care Centre
Auditorium, 2550 Willow Street
from 8am-3pm. Refreshments at
7:30, 2nd floor lounge. Call 875-
5266.
Health Care/Epidemiology
Grand Rounds
Analysis OfThe Determinants
Of Occupational Exposures:
Using Robust Variance Methods
To Overcome The Problem Of Left
Censored Data. James Mather
Bldg. 253 from 9-10am. Call
822-2772.
Museum of Anthropology
Reception
Join author Audrey Hawthorn
and staff in launching her book:
A Labour of Love: The Making Of
The Museum Of Anthropology —
The FirstThree Decades 1947-1976.
MOA at 3pm. Call 822-5087.
English Lecture
Chaucer In Our Time. Derek
Brewer, prof. emeritus,
Emmanual College, Cambridge.
Buchanan A-205 at 12:30pm.
Call 822-5675.
History Lecture
Cuba In Crisis. Professor John
M. Kirk, Dalhousie U. Buchanan
A204at 12:30pm. Call822-4044.
History Seminar
Ambiguous Relations:
Canada And Cuba Since 1959.
Professor John M. Kirk.
Buchanan Penthouse from 4-
5:30pm.  Call 822-4044.
Chemical Engineering Seminar
UBC / Paprican Fibre Analyzer.
James Olson, grad student.
Chem. Engineering 206 at
3:30pm.  Call 822-3238.
Saturday, October 2
Vancouver Institute Lecture
Southern Africa In The New
World Order. The Hon. Nathan
Shamuyarira, Minister of Foreign
Affairs, Zimbabwe. Woodward IRC
#2 at 8:15pm. Call 822-3131.
Notices
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.
Photo Exhibit
Dialogue With Nature. Oct. 2-
10. Photos by Daisaku Ikeda.
Asian Centre Auditorium from
lam-4pm daily.   Call 822-4688.
Centre for Faculty
Development
Sept 19, 25 and 26.
Instructional skills workshop for
graduate teaching assistants in
the Faculty of Arts. Adult
Education Research Centre, 5760
Toronto   Rd.   from   8:30am-
4:30pm.   Call 822-9149/9164.
Frederic Wood Theatre
Season tickets now on sale.
The Love of the Nightingale Sept.
22-Oct. 2; The Doctor's Dilemma
Nov. 10-20; Toronto, Mississipi
January 12-22; Doves Labours
Lost Mar 9-19. Call 822-2678/
3880 for ticket information.
Campus Tours
School and College Liaison
tours provide prospective UBC
students with an overview of
campus activities/ faculties/
services. EveryFridayat9:30am.
Reservations required one week
in advance.   Call 822-4319.
UBC Bookstore
Winter hours now in effect.
Mon. ,Tue.,Th., Fri. 8:30am- 5pm;
Wed.. 8:30am-8:30pm; Sat.,
9:30am-5pm.  Call 822-2665.
UBC REPORTS
fo
Ol
12
3?
n<
CALENDAR DI
Material for the Calendar
rms available from the UBC
ffice, 207-6328 Memorial Roe
11. Phone: 822-3131. Fax: 822
> words may be edited.
Deadline for the September
which covers the period Octc
)on, September 21.
SAOLINES
must be submitted on
I Community Relations
id, Vancouver, B.C. V6T
-2684. Notices exceeding
30 issue of UBC Reports
»ber 3 to October 16 — is Insert • September 16,1993 1
THE UNIVERSITY OF BRITISH COLUMBIA
REPORT OF THE COMMITTEE TO REVIEW THE
OPERATION OF THE OFFICE OF THE REGISTRAR
THE UNIVERSITY OF BRITISH COLUMBIA
September 16, 1993
Dear Colleague,
A few months ago my office commissioned an external review
ofthe Office ofthe Registrar. The previous review took place in
1988. The final report of the 1993 review is published below.
Your comments and suggestions are most welcome.
Sincerely,
K.D. Srivastava
Vice President
Student and Academic Services
Submitted to Dr. K. D. Srivastava, Vice
President, Student and Academic Services
by members of the Committee:
A. Morgan, Registrar, Queen's
University (Chair)
W. Washburn, Executive Director,
Admissions and Records, University of
Washington
A. Kozak, Associate Dean, Undergraduate
Programs and Faculty Affairs, Faculty of
Forestry, University of British Columbia
The Committee to review the operation of
the Office of the Registrar was established
by Dr. K. D. Srivastava in May 1993. The
previous review took place tn 1988.
The terms of reference of the Committee
were to review:
1. Range, quality and effectiveness of
services provided.
2. Impact of emerging trends in
registrarial services in North America on
the work of the Office.
3. Relationship with other academic and
service units on Campus.
4. Internal organization of the work of
the Office, and potential for enhancing
resource utilization.
The Committee reviewed printed material
provided by the Vice President and the
Registrar's Office. It convened at UBC, May
10, 11 and 12 and held discussions with the
following:
Dr. K. D. Srivastava, Vice President,
Student and Academic Affairs
Dr. R. Spencer, Registrar
Dr. G. Wynn, Associate Dean, Arts
Dr. Holm, Associate Dean, Science
Dr. B. Sheehan, Associate Vice President,
Information and Computing Systems
Ms. M. Cooney, Associate Registrar,
Admissions
Ms. A. Runnals, Assistant Registrar,
Faculty and Secretariat Service
Ms. A. Branch, Manager, Scheduling
and Administration
Ms. G. Wong, Associate Registrar,
Records and Registration
Ms. M. Stott, Director, School and College
Liaison Office
Ms. C. Gibson, Director, Awards and
Financial Aid
Dr. D. W. Strangway, President and Vice
Chancellor
Dr. D. R. Birch, Vice President Academic
and Provost
Dr. A. B. Gellatly, Vice President
Administration and Finance
Members of Committee on the
Appointment of the Registrar:
Dr. Tees, Dr. Cook, Dr. B. McBride and
Dr. K. D. Srivastava
EXECUTIVE SUMMARY
The report begins with general remarks
and what we hope are useful practical
suggestions about the major units in the
office under the heading of the first term
of reference. In the three following sections
it provides some recommendations and
discussion under the headings ofthe last
three terms of reference.
1. RANGE. QUALITY AND
EFFECTIVENESS OF SERVICES
PROVIDED
It is the opinion ofthe review committee
that the Registrar's Office is effective in
carrying out its operational mandates
and in motivating employees to provide a
quality product. The entire staff takes
pride in their work and in the
improvements to both staff development
and to operational effectiveness obtained
over the past several years. The Registrar
has invested both his personal interest
and budget in staff development and this
attention will continue to benefit the office
as staff are called to be even more flexible
in adapting to emerging technologies.
In the body of the report, the review
committee has a number of suggestions
for smoother operations, particularly
involving the TELEREG system, -
including the effect of faculty based
enrolment restrictions and the need for
prerequisite checking - as well as
Admissions and Records.
2. INTERNAL ORGANIZATION
The review committee felt that the
Office was structured to meet the
functions and priorities ofthe Registrar's
Office and the varying workload of the
different units.
The review committee made two
recommendations regarding internal
organization:
1. The Committee recommends that
cross training be provided so that anyone
at the front desk is able to answer
questions about all areas. Complex and
sensitive questions should be referred to
counsellors away from the front counter
area. With cross training staff can also be
shifted to the front counter from other
areas.
2. The review committee strongly
recommends funding the development of
systems with a priority on the development
of a new admissions and awards system.
3. IMPACT OF EMERGING
TRENDS IN NORTH AMERICA ON
REGISTRARIAL SERVICES
The trends that are affecting
universities in general are also affecting
registrarial services. The following topics
are discussed in the main report.
3.1     Rapidly Evolving Systems and
Technology
Specific areas that should be
monitored include:
The use of electronic media to
distribute information, both inside and
outside the University.
Electronic Data Interchange.
Distributed Computing and
Networking.
Supplementing Telephone
Registration Systems with Terminal/PC
Access.
B.C. Post-secondary Application
Service.
3.2 An Emphasis on Enrolment
Management and the Student as
Customer.
3.3 Demand for Greater Accountability
and Information by Governments, Donors,
and the General Public.
3.4 Emphasis on Educational Equity.
3.5 Emphasis on Internationalization/
Globalization.
3.6 Restrictive University Budgets.
4. RELATIONSHIP WITH OTHER
ACADEMIC AND SERVICE UNITS
ON CAMPUS
4.1     Faculty Offices
The Faculties with whom the review
committee met stressed that members of
the office of the Registrar were very
hardworking and that service in the office
was much improved, particularly in
admissions. However, there was a lack of
agreement between the two largest
faculties and the Registrar's Office about
priorities of the office.
5. RECOMMENDATION
The committee made three
recommendations:
1. A small committee should be
established to advise the registrar on
priorities, particularly in the area of
systems development
2. The central administration should
make clear to faculties that the Registrar's
Office is expected to champion the
viewpoint of the university as a whole and
of students in debates about academic
policy, if this is, indeed, the role of the
office.
3. Establish a task force to look at the
best form for a closer association between
the Registrar's Office and the Office of
School and College Liaison and the Office
of Awards and Financial Aid.
6. CONCLUSION
The review committee expressed its
appreciation and thanks to participants
in the review. UBC can be proud of its
Registrar's Office.
REPORT
1.       RANGE, QUALITY AND
EFFECTIVENESS OF SERVICES
PROVIDED
The committee met collectively and
individually with senior managers of the
Registrar's Office and with the entire staff
in a morning information session. During
all of these meetings it was apparent the
entire staff took pride in their work and in
the improvements to both staff
development and operational effectiveness
obtained over the past several years.
1.1   General Registrar's Office
The Registrar's Office is meeting the
basic responsibilities of the Office
effectively with minimal staff. From the
reviewers' perspective itappears thatvery
little staff flexibility exists to assume
additional functions or improve services.
One facultyrepresentative we interviewed
expressed the opinion that the Registrar's
Office appeared to be on the verge of an
operational crisis.
Although we do not share this view, we
understand that budget considerations
may have led to office efficiencies that are
perceived as reduced service to faculties.
Several of the faculty we interviewed
expressed dismay that some tasks
previously provided by the Registrar's
Office had been offloaded to academic
units.
The strategy of developing an in house
computing staff will have long lasting
benefits to the office and should be
applauded. The movement away from
mainframe systems to distributed
computing is also beneficial and
recognizes changing cost structure. Staff
development is extremely important in
an office evolving from a primarily clerical
environment to one with modern
computational services and an emphasis
on academic and student support
services. The Registrar has recognized
the need for training and has introduced
programs that will yield long term benefits
to the university, taking full advantage of
the University's extensive offerings in staff
development.
1.2  Admissions
The Admissions Office appears to be
very well run, taking excellent advantage
of seasonal employees to reduce costs.
Faculty members were exceptionally well
satisfied with the quality and level of
service being offered, given the computing
resources available.
The Admissions Office makes
surprisingly effective use of their obsolete
computer system, written in programming
languages no longer supported at UBC.
Computer generated letters also
contribute to the overall efficiency of the
office. The automated transfer credit
system saves considerable time.
Along range goal should be to integrate
the admissions system into the student
information system. If the admission data
set were updated when a student is
enrolled, statistical and yield reporting
would be much easier since all information
needed for the report would be in one file.
Most US universities ask applicants
offered admission to confirm their
intention to enrol with a deposit on first
term tuition. The interest on these deposits
can be an additional source of revenue.
Also admissions offices get a clearer
indication of the acceptance rate before
registration. This can be very helpful with
early offers, transfer students and waiting
lists. The University ofWashington (UW)
does not evaluate transfer credits in detail
until the confirmation payment is
received. The yield of confirmed transfer
students is about 75% of offers, resulting
in 25% fewer transfer evaluations - a
substantial work savings.
The audio library telephone system
has helped answer a high volume of calls,
but many callers still want to talk to a
person. This is consistentwith experience
in other admission telephone systems
and can only be improved by a costly
expansion of admission personnel.
Instead the review committee
recommends that the telephone system
be expanded to include a voice mailbox,
to collect application requests.
The office has implemented a very
successful program to offer early
admission, plus a scholarship and
residence to applicants whose GPA in the
previous year was 4.0. Now that the office
has experience with early offers it should
consider expanding the program, (without
the added incentives) to include students
with a lower GPA, perhaps down to the
3.75 level. 2 Insert • September 16, 1993
THE UNIVERSITY OF BRITISH  COLUMBIA
REPORT OF THE COMMITTEE TO REVIEW THE OPERATION OF THE OFFICE OF THE REGISTRAR
1.3 Registration and Records
The telephone registration system,
TELEREG, has been successful in
improving registration services at UBC
and has placed the university at the
forefront of technology in this area. System
changes to enable faculties to take
advantage of telephone registration
efficiencies and to allow the university to
realize the full potential of telephone
registration should be supported.
The Registrar's Office provides
extensive service to students by staffing
up to five hot lines during peak periods.
Statistics are kept on the number of such
calls but the reasons for the calls are not
identified. The number of calls received
seems excessive and an effort should be
made to determine the reason for these
calls.
The review committee heard about the
following difficulties, which may have
contributed to the number of calls on the
hotline last fall:
-When TELEREG restricts course
registrations based on faculty placed
restrictions, they are not always printed
in the Registration Guide nor spoken on
the TELEREG. Students naturally call to
determine the difficulty. At UWrestrictions
sire listed in the registration guide and
restricted students are referred to the
guide byaspoken message. No restrictions
are possible if not printed in the guide.
Full disclosure of information on
restrictions would help TELEREG and
provide better service to students.
-One of TELEREG's features is to make
spaces available in courses when other
students drop them. This feature was
defeated when TELEREG enrolment levels
of a required introductory English course
were reduced to zero. With the enrolment
at zero, courses never became available
and large numbers of students called the
hotline to find out how to gain access to
them.
When UBC decentralized controls on
course registration to departments, the
loss of central control has sometimes had
unwelcome results. The Registrar's Office,
in consultation with the faculties, should
consider developing guidelines for
academic users ofthe registration system
to specify the kinds of changes that are
appropriate. These should result in a
friendlier, more interactive system, with
fewer registration frustrations, fewer hot
line calls and lower costs.
These guidelines should answer
questions such as:
-Should departments be allowed to set
enrolment limits to zero after a course
has filled?
-Should they be permitted to introduce
new restrictions (such as limiting the
course to final year students ) after the
registration guide has been printed?
-Should the Registrar's Office take over
management of the schedule file after
TELEREG has begun, to avoid these
problems?
There seems to be widespread support
for adding prerequisite checking to
TELEREG. This feature was discussed in
the implementation planning, but was
omitted because of complexity and limited
computer resource. Faculty continue to
believe that this would be an important
improvement. Apparently many ineligible
students now occupy courses without
being detected until after classes begin. A
list identifying students without necessary
prerequisites is available upon request
but an interactive system would be more
efficient.
The number of course prerequisites
listed in the calendar may be excessive.
To have TELEREG check interactively for
all these prerequisites during registration
would slow the system considerably and
is probably not feasible.
Faculty should review these
prerequisites and change as many as
possible to recommended instead of
required. Prerequisite checking for a small
number of critical courses should
certainly be possible even with the existing
system design.
Although course enrolment counts are
available on screen, periodic management
reports should be distributed to facilitate
course enrolment management and to
keep faculty abreast of enrolment
changes. Such reports would indicate
courses that were closed, nearly closed,
and those that were underenrolled. j
Strategic times for providing these reports !
can be identified by meeting with key
faculty.
Records and Registration has made
significant improvements in its transcript
production schedule and staff are excited
about a new system being developed with
B.C. Telephone to offer a more automated
transcript production system. Staff are
also encouraged that transcript
production has been identified as a Total
Quality Management project. Online
transcript production should be possible,
with transcripts printing in the office or
ovemightin batch mode. Both alternatives
are available at UW where major advising
offices also can produce transcript-like
advisor worksheets on site when students
stop in for advice. Students at Queen's
order transcripts on terminals and 24
hour turnaround and emergency service
is available. Faculty advisors can call up
the transcript on terminal at any time.
We were reminded how difficult it is to
collect grades for seniors in their last
term and to process such grades in time
for graduation. One suggestion thatworks
well at Queen's is to print a separate
grade roster (mark sheet) for those who
will be graduating that term. Although
faculty may not be able to get all grades
submitted quickly, they can concentrate
on returning these critical grades and
faculty offices can hone in on problems.
The Registrar's Office should also
consider using opscan grade collection
sheets to facilitate grade collection and
reporting and for possible savings. Optical
scanners exist at the University and
implementation should be relatively
inexpensive. Scanning of grades is done
extensively in the US.
Grade reporting to students is being
considered for TELEREG. This is a very
useful application. Grade Inquiry normally
comes at a time that the system is not
being heavily used for registration. UW
has reported grades this way for two
years. About 60,000 grade inquiry calls
are received each quarter. If implemented,
the Registrar's Office should consider
providing grade summary information,
as well as individual grades, and access
to past terms, as well as the current term.
An alternative is to use a terminal/PC
inquiry system.
The front desk needs further evaluation
to see what further improvements can
made. Service is better than before but
some individuals we interviewed still
desire improvements. Reviewers were
provided with the results of a front counter
questionnaire showing that 98% of
respondents felt the Registrar's Office
was "satisfactory." However, a more
detailed questionnaire asking specifically
about courtesy, friendliness, etc. should
be administered at a busy time of the
year. The Office has identified service as
an important part of their mission and
should be asking students for feedback.
A broader evaluation scale and questions
carefully designed not to be leading should
provide useful and encouraging
information.
1.4   Systems
The Associate Director for systems was
not available to meet with us, but we were
provided with a written description of
system development activities - an
impressive list. Much has been
accomplished in the last two years and
there is an ambitious schedule waiting to
be completed. The systems unit is critical
to efficient operation of the Registrar's
Office and to the provision of academic
and student support services. The
registrar has wisely expanded internal
computing resources and, with the
transfer of resources from Information
Systems, computing should be very
productive.
New systems developed to meet internal
needs on PC's using Foxpro demonstrate
the ease with which systems can be
developed on these user friendly systems.
Attention must be directed to how these
smaller systems will be integrated with
the campus wide information network.
Development on local systems may result
in efficient operation but campus wide
access to the data is also necessary. For
example, the graduation system works
well for managing in office convocation
lists, but the information in the system
should be uploaded or placed on a system
that is accessible to the various faculties
so they too have on-line access to the
graduation list in their faculties.
The plan to distribute computing
budgets is an interesting one that should
lead to more efficient use of computing
and more thoughtful choices about
computer applications. The Registrar
should consider appointing a campus-
wide steering committee to recommend
system development priorities for
activities falling within his area. This
need not be a standing committee: once
the long term schedule is developed the
steering committee can be dismissed. It
should include staff from operating units
using the SIS, from the faculties of Arts
and of Science, and from some of the
smaller faculties.
The transition from mainframe to
distributed computing will be strategically
challenging. Cost savings will apparently
result, but mainframe systems must
remain operational while new hardware
is acquired and systems are programmed
and designed. This overlap may require
additional funding. If cost savings are
certain the Registrar's office may wish to
consider an internal loan from the
university to acquire hardware and
develop the necessary programs, a
strategy implemented in certain ventures
with success at Queen's.
Computer support systems are vital to
the university as demand for and interest
in data expand. This area must be staffed
at a level that can continue to provide
adequate data services to this large and
complex university. As computing
becomes more commonplace and we
progress toward an information society,
the Registrar's Office must be able to
meet the University's need for student
and instructional information. It is
important not to fall behind in this rapidly
changing area.
2.   INTERNAL ORGANIZATION
The review committee felt that the
Office was structured to meet the
functions and priorities ofthe Registrar's
Office and the varying workload of the
different units.
It noted with approval the migration of
employees from one unit to another at
peak periods, the use of seasonal workers
and the push to improve processes
through initiatives such as quality
management.
The review committee was impressed
by the budgetary and personal
commitment to professional training and
staff upgrading on the part of the Office
carefully working out staff training plans.
There is also a clear commitment by the
University to staff development through
its MOST program which should provide
benefits in staff productivity and morale.
The review committee felt that
leadership from the Registrar and senior
managers has led to a positive attitude to
change on the part of staff. A number of
other initiatives contribute to staff
Involvement and morale: internal and
external newsletters, awards for ideas
and inclusion in planning groups.
The review committee felt that present
working conditions were inadequate,
poorly arranged and crowded. Cramped,
shabby quarters immediately create an
impression that staff are unprofessional
and do not welcome students. A quick
glimpse ofthe new premises in BrockHall
suggested that great improvements in
layout and reception are possible and
that the image of all student services
would be greatly enhanced.
Sharing a reception counter causes
difficulty if staff are not cross-trained to
deal with questions of both Registration/
Records and Admissions. When some
staff at a reception counter can answer
only specialized questions and cannot
help with general inquiries, students feel
they are being ignored. While cross
training can help with this we acknowledge
thatadmissions and registration/records
are very different areas and cross training
may be difficult. The UW has found it
useful to have a separate admissions
reception area with separate cubicles that
provide a more personal environment as
well as admission counsellors in nearby
private offices for in depth admission
advice. Students with sensitive personal
information to convey may find this nearly
impossible at a public counter.
Front office staff should become more
familiar with general university rules to
answer as many questions as possible on
site and, wheneverpossible, refer students
to internal management staff instead of
other offices.
Now that more experienced and
qualified staff have been appointed to the
front counter the Committee
recommends that cross training be
provided so that anyone at the front
desk is able to answer the common
questions about all areas. Complex and
sensitive questions should be referred
to counsellors away from the front
counter area. With cross training staff
can also be shifted to the front counter
from other areas.
There was some concern that staff at
the front counter were not as well trained
to explain the reasons why admission
was denied and in some cases denied
applicants were referred to a Faculty for
explanation. This may be an
organizational deficiency caused by the
separation of the Office of School and
College Liaison, discussed in section 4.
The review committee did have some
questions about the organization of the
Faculty and Secretariat Services Unit.
Not all the units originally scheduled to
report to the manager are currently
reporting to her. Faculty and Senate
Secretariat Services may do so at a future
date. One faculty member interviewed
suggested there was overload on those
producing publications at certain periods.
Since the major publications are produced
in a concentrated timeframe there may
be excess capacity at other times. The
discussion of the relationship between
the Registrar's Office and Faculty and
Administrative Offices includes further
comments.
Committee members did not see an
obvious reason why the student exchange
programs activity had been assigned to
the Faculty and Secretariat Services Unit. Insert • September 16,1993 3
THE UNIVERSITY OF BRITISH  COLUMBIA
REPORT OF THE COMMITTEE TO REVIEW THE OPERATION OF THE OFFICE OF THE REGISTRAR
It is presently reporting directly to the
Registrar.
As discussed in section 1, the emphasis
on systems development reflected in the
internal organization appears to represent
the best potential for enhancing resource
utilization.
The review committee strongly
recommends funding the development
of systems with a priority on the
development of a new admissions and
awards system.
3.  IMPACT OF EMERGING
TRENDS IN NORTH AMERICA ON
REGISTRARIAL SERVICES
The trends that are affecting
universities in general are also affecting
registrarial services.
3.1 Rapidly Evolving Systems
and Technology
New technological developments that
offer the possibility of improving service
and productivity are emerging quickly. It
is a real challenge for Registrars to be
aware of and choose the best technologies.
Their acquisition and use needs to be
carefully planned. In the opinion of the
review committee the Registrar's Office at
UBC is better prepared than most to meet
the challenge.
Specific areas that should be monitored
include:
-The use of electronic media to
distribute information in calendars,
awards publications. Senate information,
exam timetables, etc., both inside and
outside the University.
-Ontario universities are just
organizing a small project to use GOPHER
to access each other's calendars for
transfer purposes. The Assistant
Registrar, Faculty and Secretariat
Services has already placed some
information on the UBC Gopher and was
entrepreneurial enough to test access to
the Queen's system within 24 hours of
hearing it was available, so monitoring
these developments should not be a
problem for UBC.
-Electronic Data Interchange. In a
recent meeting of Ontario University
Registrars, the use of SPEEDE/EDI
standards to send transcripts to other
instituUons was identified as one of the
biggest potential money savers for
Registrar's Offices. These savings are
only realized when many institutions are
involved. Ontario Registrars hope to begin
common training and implementation in
the fall of 1994.
-Distributed Computing and
Networking. The Registrar's Office at
UBC is clearly well informed and moving
in this direction.
-Supplementing Telephone
Registration Systems with Terminal/PC
Access. Universities are supplementing
telephone registration systems with PC/
Terminal access. Stanford is an example.
Queen's is another. Reading a screen is
faster than listening to instructions.
Letters can be used as well as numbers.
Universities already have large numbers
of terminals and PC's. Students are
acquiring PC's and modems rapidly. There
are implications for planning dial in lines
to universities and data base design.
-B.C. Post-secondary Application
Service. As the Applications System is
developed in B.C. and linked to application
centres in other provinces there will be a
change in the admissions process,
required system changes and gains in
productivity.
3.2 An Emphasis on Enrolment
Management and the Student as
Customer
Universities in North America are
emphasizing a seamless process for
getting the best students to make contact
with the university, to apply, to accept
offers, to come and to stay. In this view,
admissions cannot be thought of as a
stand alone activity but must be
considered as one part of a process, with
roles in making and keeping contact by
mail, providing quality acceptance
packages, etc.
Students and parents are expecting
greater service for students. This has
implications for the Registrar's Office in
providing better service and advice. There
are more specific suggestions in the
discussion of admissions.
3.3 Demand for Greater
Accountability and Information by
Governments, Donors, and the
General Public
In both Canada and the United States
those providing funds to universities are
requiring more information about
university operations and outcomes.
Given the assignment of responsibilities
at UBC, the main implication for the
Registrar's Office is that data bases must
be developed with potential requirements
for data relating to faculty, course loads,
graduation rates, composition of the
student body, etc.
3.4 Emphasis on Educational Equity
There is pressure from governments
and the public in North America to see
groups that are regarded as traditionally
disadvantaged (for example those defined
under the Federal Contractors Act) get
access to universities. We understand
UBC has a number of initiatives in this
regard. There are implications for
admissions requirements and processes
(are they free ofbias?) and for staff training.
3.5 Emphasis on
Internationalization/Globalization
Many universities, including UBC, are
stressing their international outlook. The
Registrar's Office will play a key role in
this endeavour and must continue its
efforts to include Faculties and other
offices in the promotion of this activity.
3.6 Restrictive University Budgets
It is a truism to state that universities
in North America are not at the top of the
priority list for government spending and
that most governments are retrenching.
Registrars' offices along with other parts
of the university will have to emphasize
cost cutting. The Registrar's Office at
UBC is well aware of this.
4. RELATIONSHIP WITH OTHER
ACADEMIC AND SERVICE UNITS
ON CAMPUS
4.1   Faculty Offices
The review committee held meetings
with Associate Deans in Arts and in
Science as well as with the Advisory
Committee for the Re-appointment ofthe
University Registrar which included
members from Arts, Science and
Education. These comments relate
exclusively to concerns expressed by the
two large faculties.
Both stressed that members of the
office of the Registrar were very
hardworking and that service in the office
was much improved, particularly in
admissions. However, there was a lack of
agreement between the two faculties and
the Registrar's Office about priorities of
the office.
Both faculties felt that some tasks that
properly belonged in the Registrar's Office
were being offloaded to faculty offices.
These tasks include the entering of
requests to drop and add courses, and
changes of grades. The review committee
was sympathetic to the view that the
university ought to eliminate as much
paper as possible, but understood that
faculties are already feeling pressured by
additional demands. Many universities
are setting up systems where students
enter the drop/add request electronically,
with the faculty office performing the
electronic  equivalent of signing  the
request; this may relieve the pressure on
both.
In times of fiscal constraint it is natural
to look for ways to delegate work, but the
university should audit such delegation
carefully to ensure that it is not more
economical to provide certain services
centrally than to replicate them in each
faculty.
Concern was also expressed that
decentralizing data entry for changing
grades might compromise security. The
review committee felt that the submission
of grades on the ethernet could be a
security risk unless appropriate
precautions were taken (encrypting,
assigning electronically generated
passwords etc.) The committee has less
concern about the unauthorized use of a
faculty advisor's PC than about the risk of
alteration of grade changes submitted on
paper. The use of an electronic audit trail
may reassure faculties.
The Arts Faculty felt it lacked the skills
and staff to enter degree requirement
data required for the PACE academic
progress report and that it had not
understood it would be required to do so.
The review committee feels these reports
are a critical service to students crucial to
the operation of a large and complex
institution like the University of British
Columbia. It is essential to bring all
faculties on board. The Registrar' Office
has conducted workshops and offered
assistance to faculties to set up degree
requirement tables. The review committee
speculated that part ofthe Arts Faculty's
reluctance might stem from relatively
complex degree requirements and
suggests that, if this is the case, faculties
and departments should review their
rules.
Because it is important that all
academic units use PACE to its fullest
extent the Registrar's Office should
consider doing some direct entry of
regulations in faculties experiencing
difficulties. Once the system is functional
in all units, the requirement tables may
be assigned to faculties for updating, but
more active participation maybe required
initially.
The President's Task Force that
reviewed the Office of the Registrar in
1989 recommended the establishment of
a permanent advisory committee for the
office. The internal report which followed
suggested smaller committees with
specific tasks.
This committee recommends that a
small committee be established to advise
the registrar on priorities particularly in
the area of systems development.
Faculties may be more willing to take on
new tasks when they can see a clear
benefit to themselves as part ofthe larger
picture. The final decisions would remain
in the hands of the Registrar, as the
person bearing budget responsibility. The
advisory committee should also be
valuable in helping gain faculty
understanding of the priorities adopted
and a greater appreciation in the
Registrar's Office ofthe impact of proposed
changes on faculties. Such a committee
should include the two large faculties,
representatives from two or three smaller
faculties and students. Other offices that
depend on the student information system
should be consulted.
The review committee also
recommends that the central
administration make clear to faculties
that the Registrar's Office is expected to
champion the viewpoint ofthe university
as a whole and of students in debates
about academic policy, if this is indeed
the role of the office.
4.2 School and College Liaison Office
The committee met briefly with the
Director of School and College Liaison.
Given the trend to view recruitment and
enrolment and retention as part of the
same process, which we identified in the
previous section, the review committee
believes there should be close association
between Liaison and the Registrar's Office.
Both Liaison and Admissions desire
cooperation and consult regularly.
However, in our opinion greater
integration would be beneficial to ensure
all contacts with prospective students
are viewed as part of the same process.
Other possibilities of coordination
should be considered. The Admissions
staff are primarily dedicated to the
admissions process. They are naturally
concerned first with processing and
operations. Admissions Offices that
include relations with schools and colleges
include advisors trained to meet with
students to discuss the conditions of
enrolment and to explain why some are
inadmissible. For those not admitted,
advisors with access to admission files
should be available to explain alternative
educational choices.
There may be some economies by
sharing reception or secretarial help. The
content and style of the publications
should also be coordinated so that all
publications reaching prospective
students are part of an overall plan.
Some aspects of the production of
publications such as text composition
could be integrated with the publications
unit in the Registrar's Office. However, an
outside graphic design consultant would
be needed for the sophisticated design
required for Liaison publications.
Any closer integration of Liaison and
the Registrar's Office should provide as
much protection as possible for the Liaison
budget and should not compromise the
continued effectiveness of the Liaison
Office. Experience at UW suggests that it
can take eight years to win back ground
lost with schools because of liaison
interruptions.
Under any arrangement the Director
of School and College Liaison should
continue to enjoy a relatively high profile
position. If she is to carry out her mandate
to involve faculty, students and alumni in
recruiting she should be well connected
on campus.
4.3 Awards and Financial Aid Office
The Director met briefly with the review
committee and indicated she would
welcome closer association with the
Registrar's Office because her office
depends on the information in the student
database and on the Registrar's Office for
systems development
There are probably savings by
combining resources on publications.
The Director also felt the need for a
continuing strong association with other
offices engaged in counselling/advising
and for a major voice on university
committees.
The review committee recommends
that the university set up a task force to
look at the best form for a closer
association between the Registrar's Office
and the Office of School and College
Liaison and the Office of Awards and
Financial Aid.
5.  CONCLUSION
The review committee is grateful to all
those with whom we met for their
cooperative spirit, candour and
helpfulness. There was clearly a general
desire to improve things as much as
possible for the university. Such a review
is not a one way process. We encountered
many excellent ideas and different
approaches which will be useful in our
own offices. Our sincere thanks to all
those who participated in the visit. 4 Insert ■ September 16,1993
THE UNIVERSITY OF BRITISH COLUMBIA
REPORT OF THE VICE-PRESIDENT
ADMINISTRATION AND FINANCE 1992-93
The audited financial statements
are a public document. Copies ofthe
University's audited financial
statements have been provided to
each University Department and the
University Library. For those
Interested In more information than
provided in these highlights, please
refer to the copy in your department.
The financial statements are also
available at the Bookstore.
Table 1 describes the activities in
each of five expendable funds Involved
in the financial reporting of UBC
during the 1992-93 fiscal year.
Excluded are the two non-expendable
funds - the Student Loan Fund and
Endowment Principal Fund. The
concept of fund accounting organizes
transactions so that revenues and
their related expenses are accounted
for In separate funds in accordance
with objectives specified by donors,
limitations and restrictions Imposed
by sources outside the University,
and determinations made by the
Board of Governors.
Operations of the University
Hospital, Alma Mater Society, the
Aquatic Centre, Thunderbird Winter
Sports Centre, Faculty Club, Thea
Koerner House Graduate Student
Centre and Tri-Uruversities Meson
Facility (Triumf) are not included in
the University's financial statements.
GENERAL
The University's "A World of
Opportunity" campaign which began
in January 1988 is progressing very
well. With the Campaign finale in
November 1993, more than $250
million in cash and pledges will have
been raised from individuals,
organizations, corporations and
governments at all levels, Including
between $80 and $90 million from
the Provincial Government Matching
Gifts Program. The pledges will be
collected over five years with the
matching gifts from the Provincial
Government collected over a slightly
longer period of time. The campaign
funds will provide the facilities,
scholarships, endowed chairs and
equipment described in the case
statement for the "World of
Opportunity" campaign.
During the year new endowments
accounts were created for
scholarships/awards as well as for
specific purposes within various
departments on campus. The
endowment principal funds held for
scholarships totalled $58.3 million
at year end, up $8.8 million in the
year. Other endowment principal
funds increased by about $12.2
million to a total of $126.8 million at
year end. An additional $11.4 million
is held and managed by theVancouver
Foundation on our behalf. Total
endowment principal funds,
including those held at the Vancouver
Foundation, have grown from $ 106.7
million to $196.5 million since fiscal
1987-88. Table 2 displays the
changes over this time period. Much
ofthe large increase has been funded
by the World of Opportunity
Campaign.
TABLE 1
THE UNIVERSITY OF   BRITISH COLUMBIA
STATEMENT OF REVENUE, EXPENDITURES AND CHANGES IN UNAPPROPRIATED FUND BALANCES
FOR THE VEAR ENDED MARCH 31, 1993
(th
ousands of dollars)
General
Purpose
Specific
Sponsored
Ancillary
Operating
1993
Purposes
iaaa
Research
1993
Enterprises
1993
Capital
1923
Totals
1993
1992
Revenue and other additions
Government grants and contracts
Government of Canada
$
%
3,208             5
83,449
S
i
289
S        86,946       «
88,792
Province of British Columbia
268,444
12,541
13,127
49,134
343,246
349,038
Other governments
47
3,014
125
3,186
1,822
Student fees - Credit
54,891
273
55,184
52,021
Student fees - Non-credit
16,673
1,517
18,190
16,658
Bequests, donations and non-govern
ment
grants
4,613
36,125
11,519
52,257
41,751
Sales and services
1,463
1,541
434
77,668
80
81,186
76,867
Income from investments
4,855
17,398
1,100
3,602
26,955
29,359
Loans
19,700
84,449
19,700
686,830
22,800
877,108
346,326
39,621
138,149
80,285
Expenditures and other deductions
Salaries • Academic
138,297
8,077
22,242
168,616
163,013
■ Student services
10,116
2,660
15,873
28,649
28,211
• Staff
101,553
8,314
25,398
20,953
878
157,096
148,308
249,966
19,051
63,513
20,953
878
354,361
337,532
Benefits
35,973
1,711
6.246
2,996
69
45,995
41,711
Travel, field trips, moving
6,020
1,984
8,959
780
93
17,836
15,823
Library acquisitions
7,446
414
492
8,352
7,608
Operational supplies and expenses
21,676
2,284
25,106
6,767
576
56,409
57,025
Furniture and equipment
9,294
1,020
9,319
1,135
761
21,529
28,707
Utilities
10,108
301
999
2,302
71
13,781
12,474
Renovations and alterations
716
710
177
2,595
10,285
14,483
16,089
Scholarships, fellowships and bursa
les
7,368
4,907
131
12,406
11,832
Professional fees
4,033
989
4,829
8,689
18,540
14,778
Grants to other agencies
18,058
16,058
13.948
Cost of goods sold
29,112
29,112
28,159
Debt servicing
10,712
25,237
35,949
32,395
Building contracts
29,139
29,139
38,958
Internal cost recoveries
(3,000)
171
1,680
1,149
.
External cost recoveries
(6,617)
(6,617)
(6,942)
Interfund transfers
3,035
6,136
(683)
713
(2,518)
6,683
5,889
346,018
39,678
135,826
79,214
73,280
674,016
850,748
Excess (deficiency) of revenues over
expenditures
308
(57)
323
1,071
11,169
12,814
26,382
Changes in unappropriated fund balances
Expended from prior years' approprl
ations
(Statement 2)
6,158
500
6.658
3,602
Appropriations for the year (Statement 2)
(3,871)
(2,4401
(13,542)
(19,8531
(18,5261
Net increase (decrease) in expenses
to be
funded
from future revenues (Note 5)
Net change in unappropriated fund balances
during the year
(572)
2,023
(572)
1953)
2.104
13,542
(57)
323
(869)
(2,373)
Unappropriated Fund balances, beginning of
year
(1,289)
29,608
35,566
1,384
7,719
72,988
59.448
Unappropriated Fund balances, end o
year
*              734
S
29,551            «
35,889
S              515
(
5,346
«        72,035       »
72.988
In 1992-93 the University provided
1900 undergraduate students a total
of $3.3 million in support, distributed
on the basis of scholastic
achievement. This support was
provided from the general purpose
operating budget as well as from
endowed and annually funded
sources. In addition, 2000
undergraduate and 300 graduate
students received a total of $2.9
million from University controlled
bursary or loan funds. In 1992-93
the Faculty of Graduate Studies
budget was $4.4 million for Graduate
Fellowship awards and in 1993-94
the budget will be $4.6 million. The
federal and provincial student loan
programs annually provide
approximately $35 million in funding
for approximately 6300 eligible
undergraduate and graduate
students attending UBC. The funding
is provided either as a repayable loan
or as a combination loan and |
Workstudy employment. In addition
to the government support for
Workstudy, the University also
allocates $50,000 from the general
purpose operating budget to support
Workstudy opportunities for out of
province students who are not eligible
for Workstudy through their home
province or the BC student loan
program.
The new addition to Brock Hall
was completed in June, 1993 and all
student related departments were
moved in by July, 1993. These
departments include the Registrar's
Office, the Admissions Office,
Housing, Student Counselling,
Awards and Financial Aid, the
Disability Resource Centre, the School
TABLE 2
Schedule
of Endowment Princi
pal Fu
nds
as at March 31
(in th
ousands of dollars)
Schularsh js
1988
1989
1990
1991
1992
1993
34,043
36,046
40,543
45,043
49,476
58.325
Agriculture Scarce
947
1,028
1,198
1,524
1,871
2,073
Applied Science
105
106
763
937
1,349
2,643
Arts
3,078
3,612
4,959
5,397
5,996
5,598
Commerce & Business Admi
ustrotion   12,547
14,520
17,652
19,281
21,593
22,992
Dentistry
85
85
85
89
89
186
Education
490
531
533
1,538
1,578
3,229
Forestry
89
94
98
627
1,122
1,264
Graduate Studies
1
3
4
6,091
6,125
10,274
Law
123
138
312
401
1,875
1,970
Lectures
1,197
1,248
1,253
1,391
1,508
1,664
Library & Archival
1,453
1,735
1,883
2,062
2,143
2,167
Medicine
10,195
11,330
13,271
16,037
18,646
22,442
Pharmaceutical Sciences
166
191
244
341
464
767
Science
235
320
377
677
1,201
4,038
University Press
573
573
1,1 14
1,174
1,174
1,469
General
35,884
35,562
35,721
35,274
36,221
37,774
President's Fund
1,046
1,642
2,081
2,281
4,471
6,289
Subtotal
102,256
108,764
122,091
140,165
156.902
185,164
Vancouver Foundation
4,458
4,794
5,475
7,400
9,389
11,382
106,714
113,558       _
127,566
147,565
166,291
196,546
and College Liaison Office, the Office
of Women Students and a satellite
office of Financial Services. One of
the objectives, which has been met,
was to combine all student service
related activities in one building in
order to provide better service to
students.
Fiscal year 1992-93 was a
significant one for Continuing
Studies; a major reorganization
merged the Centre for Continuing
Education (non-credit), the Office of
Extra Sessional Studies (credit) and
UBC Access Guided Independent
Study (credit). In April 1992, this
new unit was restructured into five
market-based divisions; Academic
Performance, Career and Corporate,
Credit, General Public, and
International. These divisions operate
in a matrix fashion, focusing on key
markets while maintaining strong
links with academic departments.
Some of the activities In the year
included; the successful merger of
the University Computing Services
education program for faculty and
staff with Continuing Studies; anew
initiative undertaken to develop three
programs cooperatively with Coast
Salish communities to explore themes
that lead to wider appreciation and
understanding of First Nations
communities; and a new coordinator Insert • September 16,1993 5
THE UNIVERSITY OF BRITISH COLUMBIA
REPORT OF THE VICE-PRESIDENT ADMINISTRATION AND FINANCE 1992-93
TABLE 3
Total Revenue by Source
for the year ended March 31,1 993
(millions of dollars)
Government of BC 343 (49.9%)
Government of Canada 90 (13.1%)
and other governments
Loans 20  (2 9%)
"-Investment income 27 (3 9%)'
Non-government grants 52 (7,6%)
Sales & Student fees 74 (10,8%)
services 81  (11.8%)
Total Revenue $687
TABLE 4
General Purpose Operating Fund
Revenue by Source
for the year ended March 31,1 993
(millions of dollars)
Other 6
(1.7%)
Government of BC 266
(77.5%)
Credit fees 55
(15.9%)
Non-credit fees 17
(4.9%)
Total General Purpose Operating Fund Revenue $346
recruited to support the new science
and environmental studies program.
UBC faculty scholars won close to
$122 million in competitive peer-
reviewed research grants in 1992/
93. UBC continues to be ranked
among the top three of the 31
Canadian universities obtaining
funding from the national granting
councils. UBC ranks number one in
total research funding from Natural
Sciences and Engineering Research
Council (NSERC). It ranks number
two In awards from the Social Sciences
and Humanities Research Council
(SSHRC), and number three in total
Medical Research Council (MRC)
awards.
The University has received $6.3
million to use in 1993-94 for deferred
maintenance. Deferred maintenance
is major maintenance that has not
been performed due to a lack of
funding. It includes such pro] ects as
roof replacement, heating and
ventilating system overhauls, road
repair, painting, electrical and
mechanical sytem repairs and
flooring. The total estimated deferred
maintenance at UBC is in the order of
$125 million.
The   Main  Campus  Plan  was
approved by the Board of Governors
in January, 1993. The Plan is
designed to evolve along with the
University's needs and resources and
specifically to address the main
academic campus area. It is intended
to act as an ongoing planning tool
and as a set of guidelines that will
allow buildings and landscapes to be
constructed, maintained and
preserved. The first draft ofthe South
Campus Discussion Paper was
completed in 1993. This document
lays out a set of ideas to guide future
development at the south end of the
campus. The draft document is for
discussion purposes only and will
change as further public consultation
continues.
The University is in an active stage
of construction. Recently completed
projects include: the School of Social
Work, the First Nations Longhouse,
the Student Services Building
addition (new Brock Hall), the Nitobe
Garden restoration and the West
Parkade. Projects currently under
construction include: Green College,
the Centre for Integrated Computing
Systems Research (CICSR), the Scarfe
Building renovation/expansion,
Thunderbird Student Housing and
the Marine Drive Parkade. Projects
to be started in the near future
include: the Morris and Helen Belkin
Art Gallery, the Advanced Materials
and Process Engineering
Laboratories, C.K. Choi Building for
the Institute of Asian Research, the
Walter C. Koerner Library Centre
Phase I and the Student Recreation
Centre. The total value of
construction is close to $400 million
with $100 million currently under
construction.
The UBC Real Estate Corporation
is a wholly owned subsidiary of the
University. The principal objective of
the Corporation is to take responsible
and pragmatic steps to make good
use ofthe University's land holdings
not required for academic needs in
the foreseeable future, in order to
improve UBC's long-term capital and
endowment programs.
One of the Corporation's projects
is the development of the Hampton
Place property at the corner of
Wesbrook Mall and 16th Avenue,
which is progressing well. The 86
unit Thames Court and 73 unit West
Hampstead projects are essentially
complete and fully occupied. St.
James House, a 147 unit apartment
style complex started in the spring of
1992, has sold very well and is also
nearing completion. Recently, the
corporation successfully tendered
leases on two additional lots that will
see construction of another townhome
development and an apartment
complex. The projects are scheduled
to start in the fall of 1993 with
construction over the next 12 to 20
months. The Real Estate Corporation
is also overseeing construction ofthe
153 unit University Apartments Phase
II project located off Wesbrook Mall.
Completion of this project, including
daycare facilities, is scheduled for
the fall of 1993 and will bring the
total inventory of apartments to 263.
Heightened environmental
awareness has focussed increased
attention and resources on
environmental issues. The University
is currently developing a formal UBC
Environment Policy and a Sustainable
Development Policy. Work is also
underway to form an Environment
and Safety Committee ofthe Board of
Governors and to implement a
campus wide program of
environmental audits. The recycling
Waste Reduction Program continues
to reduce the amount of paper sent to
landfills by an average of 25% per
year. The recycling program will be
expanded to include multi-material
recycling programs at Acadia, Place
Vanier and SUB. Already in place is
recycling of glass, aluminum and
newspapers at most Food Services
outlets. A university hazardous waste
minimization program was initiated
in 1992. Activities over the past year
focussed on solvent recovery, creating
training programs and developing
dialogue with the surrounding
community on replacing the
university's outdated hazardous
waste incinerator. The solvent
recovery project is jointly funded by
the University and the Ministry of
Advanced Education. The project
draws on the participation of the
university's Occupational Health and
Safety department, the Chemical
Engineering department and the
Sustainable Development Research
Institute (SDRI). Also in process is
planning for a campus chemical
exchange and the development of
waste minimization training and
awareness programs. A Community
Advisory Committee, representing
over 20 university, community and
special interest groups has been active
in facilitating two way comunication
with the public relating to the
upgrading of the incinerator. The
incinerator project is currently on
hold pending recommendations of
the provincial Hazardous Waste
Commission. Recommendations are
expected in September 1993.
COMBINED FUNDS
Table 1 shows the total revenue
and expenses of all five funds by
object of revenue and expenses. Total
revenue for all funds was $686.8
million, up $9.7 million from last
year. Total salaries and benefits we re
$400.3 million, an increase of $21.1
million.
Table 3 shows the breakdown of
total revenue by source. The
Provincial government, through its
general operating grant and through
research and other direct grants
provides approximately one half of
the total revenue.
The University combines the
operations of the UBC Real Estate
Corporation, UBC Research
Enterprises, the San Rafael Research
Foundation, Cedar Lodge Society,
Peter Wall Foundation, BR Centre
Limited and the American Foundation
in its financial statements. These
operations generated revenues
totalling $8.7 million during the year.
The Real Estate Corporation
accounted for $7.2 million of this
amount.
GENERAL PURPOSE OPERATING
FUND
Table 4 shows the General Purpose
Operating (GPO) Fund Revenue by
Source. The revenue and expenses
used in the general operations of the
University are accounted for in this
fund. Operating income for 1992-93
increased over 1991-92 by $12.4
million resulting primarily from
increases in Provincial grants of $8.2
million and credit student fee revenue
of $3.2 million.
Total expenses in the General
Purpose Operating Fund were $346.0
million. This is up $13.4 million,
with $11.2 million of the increase
attributable to salaries and benefits.
The University's operating surplus
for the year was $2.0 million which
cleared the operating deficit of $1.3
million at the start ofthe year resulting
in a surplus of $0.7 million at the end
of the year.
Table 5 shows a five year
comparison of the per cent of funds
spent on Academic and Support
Services. It shows that the
distribution between academic and
support services has remained fairly
consistent over this time period. 6 Insert • September 16, 1993
THE UNIVERSITY OF BRITISH COLUMBIA
REPORT OF THE VICE-PRESIDENT ADMINISTRATION AND FINANCE 1992-93
Table 5
General Purpose Operating Fund
Academic and Support Expenditures
80%
70%
60%
50%
40%
30%
20%
10%
0%
Support   Includti   Library.   Studani   Award*   A   Sarvleaa,   Adml
Table 6 shows a comparison ofthe
number of full-time equivalent (FTE)
students attending the University over
the past five years. The FTE
represents the number of students
on campus expressed as a fraction of
afull-tlmeload. Both undergraduate
and graduate FTEs have increased
significantly over the past 5 years -
undergraduates by 6.8% and
graduate students by 41.5%.
The University enters a difficult
year in 1993-94 with no increase to
the base provincial operating grant
and with many costs continuing to
rise. The overall increase in General
Purpose Operating income for 1993-
94 will be approximately one per cent,
with the largest share ofthe increase
resulting from the 9.7% increase to
tuition fees. The major increases to
GPO revenue consists of funds
committed to specific purposes,
including pay equity of $1.7 million
and enrolment growth of $ 1.2 million.
Expenditures will increase overall due
to inflation and specifically based on
commitments made in the areas of
salaries and benefits, utility costs,
maintenance costs, student aid and
library acquisitions. In order to
sustain a balanced budget, budget
cuts of $6.9 million have been
assigned. This represents a global
cut of 2.5% on the salaries and
benefits base and will result in a
significant reduction in GPO funded
positions.
SPECIFIC PURPOSES FUND
The revenues and expenditures for
projects stipulated by donors and
income earned on the Endowment
Principal Fund are included in this
fund. Trust Fund revenue was $22.2
million and Endowment Fund
investment income was $17.4 million
for a total of $39.6 million. This is a
decrease in total income of $6.2
million from 1991-92. The majority
of the decrease results from a $2.1
million decrease in investment income
in the Endowment Fund because of
lower Interest rates and a $2.4 million
decrease in funding from the
Government of Canada.
SPONSORED RESEARCH FUND
Table 7 shows the Sponsored
Research Fund Revenue by Source.
This fund includes amounts
specifically identified for research
grants and contracts or related
activities as provided by government
granting agencies, research institutes
and otherpublic and private agencies.
Sponsored Research Revenue has
increased from $126.7 million last
year to $136.1 million this year. Of
the $136.1 million, the University
distributed $16.0 million to other
institutions. These funds were
distributed under agreements with
the federal government, whereby the
University is the administrative head
of a network of research and a portion
ofthe research is undertaken at other
institutions and companies.
ANCILLARY ENTERPRISES FUND
Ancillary enterprises provide goods
and services to the University
community and are expected to
operate on a break-even basis. Total
income for the ancillary enterprises
was $80.3 million, an increase of
5.6% over 1991-92. Included are the
Bookstore, Food Services, Housing
and Conferences, Parking Services,
the Tennis Centre, Athletics and Sport
Services, UBC Press, Media Services,
the Educational Measurement
Research Group and Computer
Maintenance and Tele
communications.
The Bookstore has decreased its
accumulated deficit for the third year
in a row by reducing expenditures
and increasing sales. The Bookstore
will have completed an extensive
renovation by September, 1993 which
will allow for better display and
increased service.
The Department of Housing and
Conferences is responsible for the
operation of 11 University child care
centres, student housing, the UBC
Conference Centre and the University
Apartments. There are 4400 spaces
available for single student housing
and 531 spaces available for family
student housing. With the addition
of Green College in 1993 and the
expected completion of Thunderbird
Student Housing in 1994, student
housing capacity will exceed 6,000
students. This will fulfill the mission
statement by providing housing for
over 25 per cent of the full time
Table 6
Full-Time Equivalent Students
undergraduate
graduate
22,500
22,250
22,000
21,750
21,500
21,250
21,000
20,750
20.500
20,250
20,000
1988,89    1989/90    1990/91     1991/92     1992/93
8/89    1989/90    1990/91     1991/92     1992/93
TABLE 7
Sponsored Research Fund
Revenue by Source
for the year ended March 31,1 993
(millions of dollars)
Government of Canada 84
(61.8%)
Government of BC 13
(9.6%)
Foundations 20
(14.7%)
Other 4
Industry 15      (2.9%)
(11.0%)
Total Sponsored Research Fund Revenue $136
students 6 years ahead ofthe original
goal ofthe year 2000. The University
Apartments were built to provide
temporary accommodation for newly
recruited faculty and staff. The
original two buildings, opened in
September 1991, provide a total of
115 apartments. The second phase,
expected to be completed in the fall
of 1993, will add an additional 153
apartments. The policy on length of
the rental term is restricted to ensure
reasonable turnover. The turnover
has been on target at approximately
30 per cent annually and to date, the
Apartments have been operating at
full occupancy.
Parking Services has been
progressing with its plan to replace
lost surface parking with parkades.
The existing surface parking space
is needed for the construction of
various academic and research
facilititles on campus. Afifth parkade
on campus is currently under
construction, the Marine Drive
parkade. It is expected to be
completed by the fall of 1994.
CAPITAL FUND
The capital fund consists of gifts,
grants,  interest  and  authorized
capital borrowing received for the
purpose of acquiring capital assets
including those pertaining to
ancillary enterprises. Capital fund
revenue decreased by $10.3 million.
This decrease is composed mainly of
adecrease in Province ofB.C. grants.
Expenses decreased by $14.0
million, $7.8 million of this decrease
related to the building contract
category, $2.7 million related to a
reduction in operational supplies and
expenses and $1.7 million was a
decrease in furniture and equipment
costs. The revenue and expenses are
expected to increase next year due to
extensive construction. Many of the
capital projects are being funded
through proceeds generated by the
Major Campaign. Building projects
completed during the year include
the Student Services Building (New
Brock Hall), School of Social Work,
West Campus Parkade, First Nations
Long House and Nitobe Garden
restoration. Significant expenditures
have also been incurred on the Centre
for Integrated Computing Systems
Research (CICSR), University
Apartments Phase II and Green
College which were all in progress at
the end of the year. Insert • September 16,1993 7
THE UNIVERSITY OF BRITISH COLUMBIA
AUTONOMY AND ACCOUNTABILITY
Draft #4 September 16,1993
2)
Tenure
THE UNIVERSITY OF BRITISH COLUMBIA
September 16, 1993
MEMORANDUM
To: Members of the University Community
Subject:   Autonomy and Accountability document
The accompanying draft document represents one attempt
to develop a UBC position on these important issues. This paper
was originally presented at a retreat of the Board of Governors on
June 17. It has since been modified in response to input from
Deans, Heads and Directors.
I would appreciate receiving any comments on this material
as a contribution to the dialogue now underway. The discussion
of performance indicators and accountability is taking place at
both the provincial and the national level. Comments by October
15th would be appreciated.
"$A=kO~2iU_ a. .„  a—7 °y
David W. Strangway
President
A.      Autonomy
Universities value their autonomy immensely and for the past 800 years have, in
genera], used it wisely. Only fifteen organizations have existed for more than 800
years. These include the Catholic Church and the Parliament of Iceland; seven ofthe
fifteen are universities. One ofthe principal roles ofthe university president and the
Board of Governors is to protect the autonomy of the members of the community
within their jurisdiction.
This autonomy operates on many levels, including autonomy from government.
But, most important, is the autonomy for the teaching and research activities which
are the mission of the university. Some people feel that this freedom of enquiry does
not need protection, but we must be ever-vigilant. The university determines who will
teach, who will be taught and what will be taught. In turn, this freedom is given to
our faculty members.
Interventions into university autonomy continue on a regular basis. The following
are a few examples:
a) The Government of Ontario sought to have Professor Rushton of the University
of Western Ontario dismissed. Although his teaching and research on racial issues
was unacceptable to many, the test of his work must, in the end, be the marketplace
of ideas.
b) Government has sought to constrain the teaching of therapeutic abortion
procedures in our medical school.
c) The B.C. government has asked us to redirect our priorities in one area and has
requested personal information on contracts under which individual faculty members
are carrying out their research at UBC.
d) I am regularly pressured by people in the community to "do something about
David Suzuki." His controversial ideas will be assessed in the long run in the forum
of public acceptability in a field of major significance.
e) Provincial governments have, on more than one occasion (and by more than
one government), expressed frustration with the existence and nature of Senates, and
have threatened to abolish Senate by amending the University Act.
f) Governments often attempt to intervene to cause us to direct our resources into
areas that are of particular or personal interest to them.
We are a community of very diverse views and ideas and our collective role as board,
president and senior administration is to respect and protect this diversity and to
ensure its freedom. Some ofthe vehicles which are used to protect this freedom and
to encourage our community of scholars to speak out are:
1)      The Senate
This broadly-based body of academics, students and alumni is a key mechanism
that ensures that the university has the freedom to teach what it collectively sees as
crucial. From time-to-time, there are threats made to abolish the senates in our
universities. This situation arises when bureaucrats and/or politicians are frustrated
with their inability to redirect and control the activities of the university. The Board
must be ever-vigilant to ensure that the Senate retains its freedom.
Many see the tenure concept as an impediment to change in the university, but this
is not the case. At UBC, we have a renewal rate of about 5% of our faculty per year.
In the course of one four-year program, a student will find that 15% of his or her
faculty members are newly-appointed. This is a healthy turnover and renewal rate
and represents a good balance between stability and renewal. Furthermore, a process
that does not make a final decision on ongoing employment until seven or more years
after a Ph.D. is unique in society. Even in this process, the individual is tested for
teaching ability and for research performance in the international community of
scholars.
Tenure permits individuals to speak out and critique any aspect of society. Imagine
a company or government agency protecting the job of an employee who is a
consistent opponent or critic. That is why we have tenure: to promote, facilitate and
protect discussion in our community and to be certain that the president or his
colleagues cannot dismiss faculty critics.
3)      Openness to publish the results of research
All of our research activities must remain fully open and faculty members must be
free to publish the results. This openness is precisely the value that the university
brings to research. Research can be done in governments or in companies, but.
without the freedom, indeed the responsibility to publish, there can be no certainty
that the results have not been controlled in some way by the corporation or the
government. This is the basis for our credibility in research. We must not compromise
this freedom to suit the desires of the patrons (government, corporations, donors,
foundations, granting agencies). Without the autonomy to publish the results of
research, the university would soon lose the uniqueness of its value to society.
In recent years, I have had the opportunity to seek briefs from the public on issues
of the environment and economy. Many of the briefs expressed frustration over the
processes of government and asked my committee to recommend that a process
binding on government be created. This frustration derives largely from the secrecy
and closed nature ofthe cabinet process by which most key decisions are made. This
closed process of government decision-making contrasts sharply with the openness
of the university processes, including the Senate and the Board, but also the many
committees which will be reviewed later.
UBC values its autonomy and works hard to protect the independence of its
community members. This does not in any way mean that we are not fully
accountable for the wise use ofthe public money entrusted to us. The next section
of this paper discusses the approach to value for money management used at UBC.
There are many elements to our approach, but most important is the openness of
information in our very open society. Unlike sponsoring governments, we have no
particular ideology. We are a community of individuals with a wide range of beliefs
and ideologies. This is our strength.
Have We Used This Autonomy Wisely?
The autonomy ofthe university to set its own agenda has been very wisely used by
the university since its doors opened in 1915. Of course any given decision can be
assessed and challenged by any particular interest group internal or external to the
university.  But our services have never been in greater demand.
a) The recent Maclean's surveys of students show that 83% of university students
(or clients) are either satisfied or very satisfied with their university programs.
b) Surveys of graduates (two years after graduation) show overwhelming satisfaction
with their programs of study.
c) Demand for admission is rising at an incredible rate—from 16,000 six years
ago to over 37,000 this year.   Customer satisfaction must be out there.
d) Donations are rising rapidly in response to our mission statement and strategic
plan.
e) Our research grants and contracts have risen rapidly. In science and
engineering we are now number one in the country, both in total and in average grant
per faculty.
f) A recent Decima poll of teenagers across the country shows that we are
considered by them to be one of the three best universities in Canada.
In today's complex world, for example, the demand for undergraduate liberal arts
and science programs is rising rapidly. This is not surprising in view of the rapid
changes taking place around us. No one can predict the skills that will be needed even
four years from now, so students are choosing to develop broadly-based skills while
governments are pushing in the opposite direction. In just a few years (usually less
than it takes to graduate a class), governments have pushed for more teachers and
for fewer teachers, for more nurses and for fewer nurses, and for more doctors and
for fewer doctors. Is it any wonder that students are increasingly turning to broadly-
based programs that develop generic skills and an ability to adapt in a complex world?
But this is leading to an increased demand for specialization at the graduate or post-
baccalaureate level. The trends ofthe past fewyears are clear and unequivocal. This pattern
reflects what UBC does best, and is entirely consistent with the pressure from our clients.
Listed below are program changes made by UBC in response to our own perception
of a) the changing needs of society; b) the changing demands of our students; c) our
ability to deliver excellent programs based on existing strengths and; d) our ability to
raise the resources from governments, from private sources and by redirection of
existing funds (or a combination). 8 Insert • September 16,1993
THE UNIVERSITY OF BRITISH COLUMBIA
AUTONOMY AND ACCOUNTABILITY
These changes are the programmatic changes, but, of course, the material that is
taught in every faculty member's courses is constantly being changed and modified.
In the 1920s, a course might be titled "Introduction to Physics." In 1993, the calendar
title might be exactly the same, but you can be sure that the content of this course
70 years later is totally different and it will be different again in 1994.
Today there is increasing pressure for the use of technology to improve performance
in all aspects of society. Technology is widely and extensively used in our research
activities. In fact, in many cases, we are the developers of new technologies that are
part of the future promise for British Columbia. We also have experimented with
technology in the classroom. Experience in universities to date has shown that
teaching can become much more effective, but in the end there have been no
efficiencies or cost savings. Distance education has been very effective at delivering
courses to those unable to attend face-to-face instruction, but this has not been cost
efficient, since the delivery of courses on a unit full-time equivalent basis (FTE) is
considerably more expensive through vehicles such as the Open Learning Agency and
other distance education programs when they are when compared to university costs.
Vice-President. Academic and Provost
Academic Innovations
Re-integrating disciplines, crossing boundaries to meet society's needs
Collaboration with other institutions in B.C. and abroad
I.   Undergraduate
B.C. has the best articulated college, university-college and university system
in Canada
B.A. and B.Sc. at Okanagan and Cariboo Colleges, 550 students in 3rd and 4th
year, 5,000 students in 1st and 2nd year
B.Ed. — post-baccalaureate for secondary teachers and mostly post-
baccalaureate for primary teachers
B.Ed, programs offered in Cariboo College and in the Kootenays in joint
ventures
Arts One broadened to include Asian and First Nations themes
Science One approved for 1993/94
Women's Studies major in Arts
Environmental Studies and Environmental Science in Arts and Science
Natural Resource Conservation — baccalaureate program
Aquaculture Option
Industrial Aerodynamics and Aircraft Engineering option
Dental Hygiene — diploma transferred to VCC; baccalaureate program
introduced for outstanding college graduates
Nursing enrolment doubled in basic B.S.N, program through joint venture with
VGH
Industrial Education — technical preparation portion transferred to BCIT;
teacher education portion kept at UBC
First Nations Studies increasing; languages accepted for admission
Medical Laboratory Science — BMLS offered with BCIT-distance education
Academic Exchange and Education Abroad
• 100 students per annum live and study at UBC from Ritsumeikan
University; housed with 100 UBC students in a joint venture
• 25% of Commerce students have some international experience
• most active Canadian university in exchanging 3rd year students with
dozens of leading universities abroad
• will soon reach target of 5% with a year of study outside Canada for credit
•    We have recognized and given credit for advanced placement (this also helps
to shorten student stays at university)
Graduate Programs
Landscape Architecture
magistral
(C)*
Biomedical Engineering
magistral
Fire Protection Engineering
magistral
Occupational Hygiene
magistral
(C)
Nursing
doctoral
Agribusiness
magistral (in planning)
Arts Administration
magistral
Advanced Technology Management
magistral
Law
doctoral (in planning)
Medical Genetics
magistral and doctoral
Medical Laboratory Science
magistral (in planning)
Rehabilitation Medicine
Pharm.D.
Pharmacy Administration
Curriculum and Instruction
Exercise Science
Health Care & Epidemiology
Experimental Medicine
Atmospheric Science
Management Information Systems
Genetic Counseling
Stage & Screenplay Writing
Policy Analysis & Strategy
Bioresource Engineering
Vocational Rehabilitation
Counseling
Oral Medicine, Oral Pathology
Oral Radiology
Oral Biology
3.        Research Institutes and Centres
magistral
doctoral
magistral
doctoral
doctoral (in planning)
magistral and doctoral
magistral and doctoral
magistral
doctoral
magistral (in planning)
magistral
doctoral
doctoral (in planning)
magistral (in planning)     (C)
magistral
doctoral
Institute for Advanced Studies (C)
Food Research Centre (C)
Advanced Materials & Process Engineering Laboratory
Centre for Integrated Computer Systems Research (C)
Biotechnology Laboratory
Media and Graphics Interdisciplinary Laboratory (C)
Sustainable Development Research Institute
Centre for Japanese Research . (C)
Centre for Korean Research (C)
Centre for Chinese Research (C)
Centre for S.E. Asian Research (C)
Centre for S. Asian Research (C)
Centre for Islamic Studies (C)
Institute for Health Promotion Research (C)
Centre for Health Services and Policy Research (C)
National Centre of Excellence in Human Settlements
National Networks of Centres of Excellence - UBC topped
the country - only possible with provincial infrastructure support
Centre for Applied Ethics (C)
Fisheries Research Centre
Institute for Conservation Biology
Centre for Research on Women's Issues and Gender Relations (C)
Race Relations Foundation - possible federal project
School of Journalism ..(C)
Geographic Information Systems (key element of western satellite EESI)
Centre for Entrepreneurship and Venture Capital (C)
Centre for Molecular Medicine and Therapeutics
(Merck Frosst)
Clinical Trials Centre
Brain Research Centre (C)
4. Graduate Residential Colleges
• Green College (with support from U.S.) (C)
• St. John's College (with support from PRC,
Hong Kong, Taiwan) (C)
*(C)      full or partial campaign support
5. Continuing Studies
Continuing Studies was fully reviewed and has been put on a full cost recovery
basis (whether in a faculty or in the central unit) making it highly accountable to its
client community. This community includes the units of non-credit programs and
credit programs previously known as Guided Independent Study (GIS) and Extra
Sessional Studies (ESS). The total level of activity is now over $20 million/year and
serves a very large population. About 80,000 people register for courses or programs.
An external advisory committee provides ongoing advice to this activity.
a   a   a
The fundamental message is that we have used our autonomy well and we have a
university that is very much in demand as a result of our own activities reinforced,
of course, by support from government. We are well-received by our clients and by
the various communities we serve, including the public at large.
But, of course, with this freedom and autonomy for the university and for its
individuals, we do have an obligation to demonstrate to the public that we are using
our resources wisely. This leads to the next section of this paper on accountability.
Financial accountability has been exercised through audits by the provincial Auditor-
General.
But, today, a wider definition of accountability is necessary. It is important to
remind ourselves that this second form of accountability does involve explaining in
transparent terms how we have used our autonomy wisely in reaching toward the
vision contained in our mission statement and strategic plan. It does not involve
determining whether we have adhered to any one interest group's demands or even
whether we have accomplished what the government of the day has set as its social
policy objectives. In this way then we are directly accountable to our clients and to
the public.
B.      Accountability or Value for Money Management
The University of British Columbia is a very large and complex organization.  In
fiscal year 1992/93 the university's total income was $650 million and we employed Insert • September 16,1993 9
THE UNIVERSITY OF BRITISH COLUMBIA
AUTONOMY AND ACCOUNTABILITY
approximately 11,000 people, making us one ofthe largest private organizations in
the province. About 55% of our income is provided by the province, so that a
significant part of our expenditure is from the public of British Columbia. We operate
without a deficit.
The University Act defines the university as a corporation and identifies the
mechanism by which the Board of Governors is appointed: The management,
administration and control of the property, revenue, business and affairs of the
university are vested in the board ..." In this sense, the Board is equivalent to that
of a corporation. As in other large corporations, the Board delegates the management
and operation of the corporation to the President who is the Chief Executive Officer
ofthe university. In this role, the President, in turn, delegates responsibility to vice-
presidents, deans and department heads in the academic areas, and to directors and
others in the non-academic areas.
This view of the university as an autonomous, non-government agency was
recently reinforced by a B.C. Supreme Court ruling. As stated in the first section, the
university has used its autonomy well on behalf of the people of British Columbia.
Superimposed on this normal corporate model management structure is the
Senate. The Senate is a body also defined in the University Act which is responsible
for "the academic governance of the university." The President is chair of Senate.
This report documents the various forms of accountability that exist in the
university. These forms of accountability are many and varied. They range from
required fiscal auditing to periodic reviews of academic divisions, to complete
reporting on budgeting and planning to the campus as a whole and beyond to the
community at large. The University Act requires the university to operate on a fiscal-
year basis without a deficit. Unlike private corporations, UBC reports very widely to
its community and makes extensive use of external reviewers to assess the nature and
quality of our programs, both academic and non-academic.
It is interesting to read recent books on management approaches. The common
themes emerging are those which are laid out by Waterman and Peters in their
landmark book In Search of Excellence. It can be noted that corporations are
systematically adopting traditional university approaches which focus on the individual:
"The best companies are those with a campus-like atmosphere." Today's term is
empowerment, but that is the role that the university expects of each faculty member
in his or her discipline. The flat organization structures that have always characterized
universities are now being developed in governments and corporations as they
"delayer". From department head to president is four steps, while in government and
corporations seven or eight levels are not uncommon. The central theme of
universities is that boards and administrators are responsible for creating an
environment in which outstanding faculty members can teach and do research most
effectively, but without formal direction. In some universities, unionization has even
been denied, because faculty members are seen as managers controlling much of
their own activity.
The central thesis of UBC's approach to accountability is the very wide use of
reporting to the campus as a whole and to the public at large. Some of these are
legislative requirements, while others represent the current UBC management's
approach to wide sharing of information.
1. The Auditor-General performs an annual audit of the university's
financial statements.
2. These financial statements are made available to all departments and
summaries are published in UBC Reports for the campus and for the
broader public (started in 1988).
3. The administration consulted widely on and off campus in developing
the mission statement adopted by the Senate and by the Board of
Governors in 1989. In developing this statement, there was widespread
opportunity for the public to comment in 1988 when a draft of the
mission statement and strategic plan were released to the media. This
document publicly communicates the overall goals and direction with
which all areas ofthe university are charged.
4. The annual budget and planning document identifies the goals and
objectives for each department, as well as measures of activity and
progress in achieving these goals. Since 1989, this document has been
published and distributed to the campus and to the public.
5. The Bill 23 report, which is available to the public, provides a statement
of remuneration and expenses paid to all personnel and a statement of
total amounts paid to suppliers for goods and services. This is a
published document in the public domain.
6. Every three years or so, the Open House activities invite the public to
review the entire university. Hundreds of thousands of people see first
hand every corner of the campus and the activities carried out.
7. All formal academic decisions are made in Senate in open and public
session. The Senate represents many segments ofthe community and
the academic debates are open to the public, including the media.
8. Unlike corporate boards, a major portion of all Board of Governors'
meetings is open to all, including the media.
9. The university may well be the most open institution in society. Faculty
members obtain tenure and are free to speak out on any issue without
fear or concern. The media has ready access to all members of the
university community, faculty, staff and students. Tenure and promotion
are only awarded after an assessment of teaching and of research. The
research is tested by the standards of the international community.
10. As part ofthe fund-raising campaign, we are approaching UBC's roughly
100,000 alumni. These people represent a broad cross-section ofthe
public. Many, in increasing numbers, are donating. They would do this
only if they had confidence in their alma mater. They receive information
through the Alumni Chronicle and through the media. A few alumni
express concerns about certain issues; in each instance we respond with
information explaining the circumstances surrounding the issues raised.
11. A series of president's reports are distributed widely on and off campus.
These reports result from extensive analysis of the areas covered and
again represent comprehensive reporting on our plans. (UBC — "Engine
of Recovery"; "The Library"; "UBC and Asia"; "The Creative and Performing
Arts"; "UBC - B.C.'s Centre for Teaching and Research in the Health
Sciences"; "Research in the Humanities and Social Sciences"—now in
progress.)
12. No research that is carried out on campus is subject to restrictions (at
most for one or two years) with respect to publication and to presentation
at open meetings and conferences. This process of presentation and
publication serves two roles as we address the question of "value for
money" management.  First, there are no secrets from the public;
second, presentation and publication is subject to the peer assessment
of international experts. Only good ideas will survive in the end through
this process of accountability.
The present management at UBC believes strongly in these forms of public access
to information and the accompanying accountability at its most fundamental level.
Other than personal information about individuals, we have nothing to hide. Rather,
we encourage an open society which is the essence of a university. The accountability
is exercised through the Senate and the Board independently to the public at large.
Consistent with this view, a 1991 task force was established in Ontario to develop
recommendations for the clear accountability of the Ontario universities directly to
the public.
Academic Programs
The central role ofthe university lies in its teaching and research programs. It is
therefore important that UBC's value for money management be understood in this
context. There is, of course, the traditional approach to management in which
department heads must manage their department's resources effectively, in turn
reporting to the deans (when appropriate) and then to the Vice-President, Academic
and the President.
Any proposed changes in curriculum or programs must be reviewed and approved
by Senate, a broadly-representative body. Senate has also established a policy that
there shall be regular reviews of each department and faculty making use of external
experts. In the mission statement and strategic plan, the section entitled "The Need
for Constant Review" addresses and amplifies this approach. The action plan states
"The university should continue to review academic units to obtain independent
assessments. These reviews should be done on a regular basis, and in any event
during the period immediately preceding the termination of a dean's or a head's term
of office."
We have been implementing these comprehensive reviews on a regular and
systematic basis, as can be seen in Table 1. It is in the departments and faculties that
most ofthe university's funds Eire expended. We feel that this use of external reviews
is an important element of university management, ensuring that the funded
programs are indeed achieving excellence. External reviewers meet with faculty, staff
and students as well as with senior administrators. Starting with the internal reviews
from 1989 on, the Vice-President, Academic and the respective dean prepare a formal
response to the external reviews as part of the planning process. The review and the
response are then shared with the people in the academic unit involved.
In addition to the university reviews, many of our programs are subject to
accreditation reviews (Table 1) by external professional bodies to ensure that these
certification standards are being met by our teaching programs. These serve a
somewhat different purpose than our own reviews, but they are nevertheless a strong
form of accountability.
Advisory committees of external people meet on a regular basis to review and advise
faculties, department, centres, programs, etc. (Table 2) and to brief the senior
university administration on their findings.
Accreditations and Reviews
FACULTY OF AGRICULTURAL SCIENCES
UBC EXTERNAL REVIEWS
Department of Plant Science
Department of Soil Science
Department of Animal Science
Department of Food Science
Faculty
FACULTY OF APPLIED SCIENCE
ACCREDITATIONS
Engineering
Architecture
Bio-Resource Engineering
Nursing
Civil Engineering
Electrical Engineering
1988
1990
1991
1993
Planned
CEAB; 1987; 1991
CEAB - February 1986
Accredited for 3 years to
June 30, 1994, CEAB
RNABC - 5 years to 1992
CEAB - 6 years to June 30, 1994
CEAB - 6 years to June 30, 1994 10 Insert • September 16,1993
THE UNIVERSITY OF BRITISH COLUMBIA
Engineering Physics
Geological Engineering
Mechanical Engineering
Metals and Materials Engineering
Chemical Engineering
Architecture
AUTONOMY AND ACCOUNTABILITY
CEAB
CEAB
CEAB
CEAB
CEAB
1990 -
6 years to June 30, 1994
6 years to June 30, 1994
6 years to June 30. 1994
6 years to June 30, 1994
3 years to June 30. 1994
Canadian Architectural Certi
fication Board
Dept. of Educational Psychology and
Special Education
Department of Social and Education Studies
Visual and Performing Arts in Education
Dept. of Mathematics and Science Education
Department of Language Education
Faculty
1989
1989
1991
1992
1992
1992
UBC EXTERNAL REVIEWS
FACULTY OF FORESTRY
Department of Mechanical Engineering
Dept. of Metals and Materials Engineering
Department of Civil Engineering
Department of Electrical Engineering
School of Nursing
Department of Mining and Mineral
Process Engineering
FACULTY OF ARTS
ACCREDITATIONS
1991
1991
1991
1992
1992
1992
ACCREDITATIONS
Forestry Accreditation
Canadian Forestry Accreditation Board
UBC EXTERNAL REVIEWS
Faculty of Forestry
Department of Forest Sciences
Dept. of Forest Resources Management
Department of Harvesting and Wood Science
Faculty
to 1995
to 1999
1989
1991
1991
1992
planned - 1994
Psychology
Doctoral Program
in Clinical Psychology
Internships in Clinical Psychology
School of Library, Archival and
Information Studies
School of Social Work
Department of Psychology
(American Psychological Assoc, 1986;
Canadian Psychological Assoc. 1987)
Canadian Psychological Assoc.
American Psychological Assoc, for 5
years, 1995/96
Accreditation 1989
ALA - 1985; 1988; 1990, 1992
Can. Assoc, of Schools of Social Work
1990 for 7 years
Canadian Psychological Assoc. 1990/91
Through 1994/95
UBC EXTERNAL REVIEWS
Economics
Geography
Germanic Studies
School of Social Work
Philosophy
Slavonic Studies
International Relations, major & honours
Department of Theatre
Arts I Program
Department of Linguistics
Department of Asian Studies
School of Music
Department of English
School of Family & Nutritional Sciences
Department of History
Department of Creative Writing
Department of Fine Arts
Department of French
Museum of Anthropology
Arts Advising Office
Arts Computing Centre
Department of Classics
Department of Geography
Department of Germanic Studies
Department of Philosophy
Department of Political Science
1987
1987
1985
1985
1988
1989
1988
1990
1990
1990
1991
1991
1991
1991
1991
1991/92
1991/92
1991/92
1991/92
1991/92
1991/92
1992/93
1992/93
1992/93
1992/93
1992/93
FACULTY OF COMMERCE AND BUSINESS ADMINISTRATION
Faculty
Faculty
FACULTY OF DENTISTRY
ACCREDITATIONS
Canadian Dental Association
DMD degree
UBC EXTERNAL REVIEWS
Review on Instruction from Senate
Oral Biology Ph.D. Program
Department of Clinical Dental Sciences
Dept. of Oral, Medical and Surgical Sciences
FACULTY OF EDUCATION
1984
1991
7 years to Nov. 1996
1985
1989
1989
1989
FACULTY OF GRADUATE STUDIES
ACCREDITATIONS
School of Community and Regional Planning
Planning Association; APA five years from September 1988
Canadian Institute of Planners - M.A. and M.Sc. annually
UBC EXTERNAL REVIEWS
Institute of Asian Research
Institute of International Relations
Westwater Research Centre
Clinical Engineering Program
FACULTY OF LAW
Faculty
Law Clinic
FACULTY OF MEDICINE
ACCREDITATIONS
Faculty of Medicine Accreditation
Family Medicine Residency
Training Program
School of Rehabilitation Medicine
Can. Physiotherapy Association
Can. Assoc, of Occupational Therapists
Faculty of Medicine Accreditation
Master of Health Administration.
Dept. of Health Care and Epidemiology
UBC EXTERNAL REVIEWS
1989
1991/92
1992
1991/92
1991
1991/92
1986 for seven years (Royal College
of Physicians and Surgeons
accreditation of 47 post-graduate
training programs
College of Family Physicians
1991/95
Due 1993
Last accredited 1990/Due 1997
In process - 1993 (Royal College
of Physicians and Surgeons)
Due Dec. 1993, Association of
University Programs in Health
Administration
Faculty 1989
Paediatrics 1985
Obstetrics and Gynaecology 1989
Department of Anaesthesiology 1991
Department of Medical Genetics 1991
Department of Medicine 1991
Department of Pathology 1991
Dept. of Pharmacology & Therapeutics 1991
Department of Physiology 1991
Department of Psychiatry 1991
Department of Biochemistry 1992
Department of Anatomy 1992
Department of Family Practice 1992/93
Dept. of Obstetrics & Gynaecology 1992/93
Dept. of Health Care & Epidemiology (graduate) 1988/1993
FACULTY OF PHARMACEUTICAL SCIENCES
Faculty 1990
Accreditation by Canadian Council on Accreditation
of Pharmacy due Sept. 1994
ACCREDITATIONS
FACULTY OF SCIENCE
Counselling Psychology to June 30, 1996
Council for Accreditation of Counselling and Related Education Programs
UBC EXTERNAL REVIEWS
Counselling Psychology 1987
Administrative, Adult & Higher Education 1988
School of Physical Education & Recreation 1989
ACCREDITATIONS
Department of Chemistry
Canadian Society for Chemistry Accreditation
UBC EXTERNAL REVIEWS
Department of Oceanography
Department of Chemistry
1988
1986
1987 Insert • September 16,1993 11
THE UNIVERSITY OF BRITISH COLUMBIA
AUTONOMY AND ACCOUNTABILITY
Department of Physics
Department of Botany
Dept. of Geophysics and Astronomy
Department of Mathematics
Department of Geological Sciences
Department of Zoology
Department of Computer Science
1987
1989
1989
1989
1990
1991
1992
ACADEMIC ADVISORY COMMITTEES
Agricultural Sciences
Food Industry Research Centre Advisory Council
Davidson Club (Botanical Garden)
Applied Science
Industrial Advisory Committee to the Department of Mechanical Engineering
Department of Metals and Materials Engineering Advisory Committee
Mining Industry Advisory Committee to the Department of Mining and Mineral
Process Engineering
Civil Engineering Advisory Committee
Arts
The Adaskin Society (Music)
Advisory Committee on the new Art Gallery
Commerce
»->.
r
• Advisory Councils or Boards
Faculty Advisory Council
Bureau of Asset Management
The Financial Internship Program Advisory Council
Management Information Systems
Canadian Real Estate Research Bureau
Centre for Labour and Management Studies
Entrepreneurship and Venture Capital Research Centre
Advanced Technology Management Program
Centre for International Business Studies
Portfolio Management Society
Accounting Development Fund
Placement Centre
Real Estate Division
Education
Teacher Education Advisory Committee
NITEP Advisory Committee
UBC/West Kootenay Teacher Education Consortium
University College of the Cariboo/UBC Advisory Committee
Forestry
Forestry Advisory Committee
Graduate Studies
Media & Graphics Interdisciplinary Centre (MAGIC) Advisory Committee
Occupational Hygiene Program Advisory Committee
Sustainable Development Research Institute (SDRI) Advisory Committee
Westwater Research Centre Advisory Committee
In addition, the Editorial Boards of BC Studies, Canadian Literature and Pacific
Affairs contain outside representatives.
Pharmaceutical Sciences
External Advisory Committee for the Faculty of Pharmaceutical Sciences
Science
Mineral Deposit Research Unit
Others
The First Nations House of Learning Advisory committee
Provost's Advisory Committee on Multiculturalism
President's Advisory Committee on Continuing Studies
The national granting agencies, for example, award research funds on the basis of
rigorous peer review to people and groups that meet national or international
standards. These panels often include people from industry. They are always amazed
at the remarkably high standards applied to the decisions made. The process is far
more rigorous than they have ever seen practiced in their own industries. UBC does
extraordinarily well in these competitions as witnessed by the recent National Centres
of Excellence program and the use of National Advisory Boards. Now, with $120
million of research funds and roughly 1860 eligible faculty members, UBC brings in
a large amount of funding to the province. This is far above the national average and
represents an excellent measure of the achievements of individuals and groups.
The Canadian Institute for Advanced Research seeks out scholars across the
country who represent the very best in selected fields and then supports these top-
notch researchers.
Canada.
UBC attracts more of this support than any other university in
These assessments are part of the ongoing evaluation of academics. They must
provide value for money or they risk not having their grants renewed. If the university
did not invest wisely in support of its academics, they would be unable to compete at
such a high level of competence.
Of course there are many other checks and balances which operate in the academic
sphere. Each faculty member is subject to an annual teaching review. There is a
rigorous review process involving international assessments for appointments and
promotion establishing a specific form of accountability. Each year there is
assessment in connection with the merit awards. A protocol has been developed to
ensure common and rigorous review standards across campus. Faculty members are
very familiar indeed with measures of accountability. A major part of an academic's
life is evaluation of performance. Faculty members are sensitive to these measures
and are used to being assessed for teaching and research by the excellent methods
of collegiality and peer assessment. They may not like the outcome of these processes,
but they accept the results as valid and credible.
The Senior Appointments Committee at UBC is a unique body in Canada and
provides the most rigorous scrutiny of all appointments and promotions processes in
Canada. This committee, composed of all deans and of an equal number of senior
academics, provides rigorous overview of standards.
The aggressive early retirement plan in place at UBC has been remarkably
successful. Over 200 faculty members (more than 10% ofthe total) have chosen early
retirement. Because of i) normal retirements, ii) funds for excellence in education,
and iii) the early retirement scheme, we have been able to appoint 617 new tenure
stream faculty since 1985/86. This level of renewal is truly remarkable as it means
that nearly one-third of our faculty have been appointed since 1985.
There are many other ways to measure our accomplishments. There is a continual
stream of prizes, awards and medals to UBC faculty members. We have, for example,
received nearly a quarter of all the Steacie Prizes ever awarded by NRC. Our faculty
members are frequently called upon to serve on panels, commissions, professional
society executives, etc., both for national and for international bodies. There is
scarcely a day in which a UBC expert is not quoted in the newspaper, on radio or
television. From time-to-time, there are studies of various academic disciplines. UBC
always shows up well in these analyses. For example, a recent report in Science
Watch magazine (published in Philadelphia, USA) placed UBC as the fourth most
cited university in Canada using a period that covered the dark days of 1983-85.
Verbal communication with the authors of the study confirms that UBC is the most
rapidly-improving university in Canada on this index.
Academic Support Services
About 70% ofthe university's operating budget is spent in the academic units. The
remaining amount is spent in support services of many kinds, all of which are needed
to provide a smoothly functioning infrastructure for the university. The university's
administration costs remain among the lowest in Canada. Many actions have been
taken to improve economy, effectiveness and efficiency in this area. Continuous
improvement programs have been implemented in three areas as pilot programs for
future similar activities. We have moved to decentralize a number of budgets to users
so they can assess the effectiveness ofthe service provided as well as determine their
own priorities for service levels.
Vice-President. Student and Academic Services
The position of Vice-President, Student and Academic Services was created in 1987.
Table 3 shows a listing of reviews, advisory committees and users committees active
in the past five years.
1. Academic and Administrative Computing
This unit supports all administrative and academic computing at the university.
The Campus Advisory Board on Computing reviews overall policies in computing.
The Centre was recently subjected to external reviews and major changes have
resulted. Accounting software is being developed to permit all services to be
charged out. Majorrestructuringwasdonein 1987. The operating budget was
reduced as the unit became more service oriented. Savings were put into an
ongoing capital fund for computer purchases ($500 K) and into a development
fund for networking. Furthermore, a decision has been made to move all ofthe
unit's operating budget to the users by 1994/95, making the services offered
fully accountable to its clients and to ensure that it can offer services on a
competitive basis. This area will be subjected to an internal assessment and
external review this year.
2. The Library
The Library has been the subject of a thorough review by a committee of inside
users and outside experts. This report has recommended substantial changes
in the way services are provided and increased attention to cost recoveries in
areas such as photocopying, interlibrary loans, collections of fines and other
activities. A new University Librarian has been appointed to be responsible for
these changes. The external committee, known as Friends ofthe Library, sends
briefs to the President's Office on the functioning ofthe Library, and the Senate
Library Committee reports to Senate.
Units Reporting to Vice-President, Student and Academic Services
A.        Reviews since 1986
1. Review to establish the Office of School & College Liaison, 1986
2. Review to separate School & College Liaison function from Student 12 Insert • September 16, 1993
THE UNIVERSITY OF BRITISH COLUMBIA
AUTONOMY AND ACCOUNTABILITY
Counselling & Resources Centre, 1986
3. Athletic & Sport Services—1986, 1987
4. University Library System—1988
5. Review of the Office of Registrar— 1988
6. University Computing and Information Services— 1989
7. Office of Women Students— 1989
8. Review to Establish the Disability Resource Centre—1989-90
9. Review of UBC Press—1990
10. Review of Student Placement Services at UBC—1991
11. Accreditation Review of Student Counselling Services—1992
12. Review of Counselling and Related Services for Women Students—1993
13. Review of the Office of Registrar—1993
14. Review of Administrative Computing System (Planned for Fall 1993)
15. Review ofthe Disability Resource Centre. 1993
B. External Advisory Committees
1. President's Advisory Committee for Disability Matters
2. Advisory Committee for the Disability Resource Centre
3. President's Advisory Committee for the Library
C. Internal User Committees
1. University Athletic Council
2. Campus Advisory Board on Computing, functioning since 1987
3. Campus Advisory Board on Student Development—in process of
establishing.
In addition, all major service units such as Administrative Systems, Athletics. Awards
and Financial Aid, Computing Centre, Housing and Library have a number of user
committees to advise on programs.
3. Media Services
Media Services has recently moved to a full ancillary basis and provides
services to the campus on a cost recovery and competitive basis.
4. Networking and Telecommunications Services
Networking and Telecommunications Services provide full voice and data
services on campus under the leadership of a new director.  In 1987. UBC
purchased its own telephone switching system, which saved $800,000 a year
compared to renting from B.C. Telephone. An additional saving of approximately
$900,000 a year will occur after the cost of capital equipment is paid off in seven
years.  Bulk contracts have been purchased for cross-border calls, giving
special economies. The voice telecommunication service is now on a full cost
recovery basis. In 1991, it was moved to a full ancillary status operating much
as a utility. The data networking service has also been fully moved to ancillary
status as of 1993/94.
5. The Registrar's Office
The Registrar's Office was reviewed in 1988 and again in 1993 with regard to
its effectiveness by internal and external advisors. The Registrar has been
implementing the changes recommended to make the office more customer-
oriented. The Telereg system was installed in 1988 which modernized student
registration and provides more effective delivery of services. This is enabling
the office to provide even more effective service to students. These developments
are under the scrutiny of campus-wide advisory committees.
6. The School and College Liaison Office
This office was established in 1986 combining activities from several other
units. A full review ofthe service led to this reorganization. The director works
closely with the faculties and with other student service units.
7. UBC Press
UBC Press exists primarily to publish academic books. It was turned into an
ancillary in 1987 with a defined subsidy from the university. A full external/
Internal review has recommended major changes in the Press. A new director
has been appointed and efficiencies introduced. It will be on a full cost recovery
basis by the end of 1995/96. A publications committee and an advisory
committee are ensuring an effective operation.
8. Athletics and Sports Services
Athletics was placed on an ancillary basis in 1987 with a defined subsidy. The
program was fully reviewed in 1987. The review recommended i) that this unit
be quite separate from the academic program; and ii) that a new position of
Director of Athletic Facilities be created. The subsidy was removed in 1993 so
they are now fully accountable to the users.
A new Director of Athletics and Sport Services has been appointed. A Director
of Athletic Facilities has also been appointed. The University Athletic Council
acts for the whole athletics area on an advisory basis to the vice-president. This
council includes representatives from inside and outside the university.
Increasingly, the facilities will be moved to an ancillary basis.
9. Awards and Financial Aid
The Awards Office will be the subject of a full review in 1993-94. The fund-
raising element of this unit has been moved to the Development Office,
releasing resources and enabling it to be more responsive to students' needs.
10. The International Student Centre
Formerly called International House, the Centre has a new director and a
renewed mandate. The board of this unit involves outside advisors. This board
has been redefined to be advisory to the Vice-President. Student and Academic
Services.
11. Office for Women Students
The Office was recently reviewed and some changes to its approach to services
offered were recommended. The Office will continue to offer counselling and
other services to women students and coordinate its programs with Student
Counselling. In addition, the Office will continue to play a significant advocacy
role on campus on behalf of women students.
12. Student Counselling
The counselling office was recently reviewed and changes recommended. A
campus-wide advisory board on student development is being established.
13. Student Health Service
The Student Health Service operates very nearly on a full cost recovery basis
with a small subsidy from the university.
14. Student Housing and Conference Centre
Housing operates on a full ancillary basis serving students.
In order to assure a better, more coordinated approach to recruitment of new
students, a pilot project involving the Registrar's Office. Awards and Financial
Aid. Student Housing and the School and College Liaison Office was carried out
this year. The success of this lays the foundation for a full on-site review of
these activities to take place in time for the 1994 recruiting season.
15. Child Care Services
These units operate on a full cost recovery basis with close liaison with the
parents.
Vice-President. Administration and Finance
A.   REVIEWS
1. In the period 1984-90. one major external review and many internal management
reviews brought major changes resulting in dramatic cost savings (over $2
million in once instance of which $1 million was reinvested in library -	
acquisitions and management and other staff) and substantial reorganization
ofthe administrative units reporting to the Vice-President, Administration and
Finance.  Most senior management positions are new appointments since
1985.
2. Neptune Dynamics Ltd. were engaged in 1984-85 to review the operation ofthe
steam plant. The program involved an array of changes involving shutdowns
during the summer, holidays, and week-ends; smart time clocks; a better
balancing of the use of low pressure and high pressure steam; and upgrading
ofthe condensate returns thereby reducing the amount of make up water. This
program resulted in an annual savings of $1.4 million.
3. A master plan study of Food Services has been completed which will determine
the future planning of Food Service operations.
4. The Korbin Commission on Public Sector compensation conducted an external
comparative review ofthe benefit and pensions areas at three B.C. universities.
UBC was given the highest rating in terms of effectiveness and was the sole
University which ranked an "A".
5. The Booksrore launched a customer survey program a year ago. The survey
form, available throughout the store, invites all customers to respond to
questions about service and selection and to give specific feedback or ask
questions.
6. All departments undertake an internal annual review as part of the budget
development process. This is true whether the review is to determine
additional allocations or to apply cuts.
7. The University follows a practice of openness in publishing the operating
budget in tabloid form. Similarly the audited financial statements are a public
document provided to all departments. Senators, Board members, with copies
available in the Library for general use. The Vice-President, Administration
and Finance, publishes an annual report on the financial state ofthe University
in UBC Reports for review by all members of the University community.
Financial Services annually prepares the Bill 23 Report which is available to
the public and which provides a statement of remuneration and expenses paid
to all personnel and a statement of total amounts paid to suppliers for goods
and services.
8. The Auditor General performs an annual audit of the University's financial
statements. The audit report is available for review by the public.
9. Internal Audit has continued to be a strong respected force on campus. The
department performs a professional evaluation and compliance testing of the
University's internal controls, and carries on special investigations as required.
In recent years, operational audits have been carried out leading to system and
process improvements and savings. Table 4 outlines the internal audits
conducted since 1986 and identifies the nature of each audit. Copies of
Internal Audit reports are sent to the Auditor General and the Board's Audit
Committee. Insert • September 16,1993 13
THE UNIVERSITY OF BRITISH COLUMBIA
AUTONOMY AND ACCOUNTABILITY
Future Reviews:
It has been customary at UBC to conduct reviews of organizational units at times of
significant change in organization or management. The incumbent Vice-President,
Administration and Finance, will be retiring at the end of 1995. That will be an
appropriate time to conduct reviews of all the units prior to a new person taking up
the V.P. position.
B.  ADVISORY COMMITTEES
1. Last year, each Director of Administration and Finance Departments made
presentations to the Committee of Deans to acquaint members with their activities
and budgets. In the upcoming tight financial times, it is felt that an increased level
of liaison will be needed between the academic administration and the providers of
services. To this end, a pairing of each Department with a Dean was implemented in
April 1993. The Dean will provide an increased level of communication between the
Committee of Deans and the service department.
2. Campus Planning and Development, because of its highly visible role both
on and off campus, receives advice from a variety of sources. Externally, advice is
provided via the public process, regulatory agencies, consultants, and the Ministry
of Advanced Education, Training and Technology. Internally, advice is provided by
the committees established for each capital project, the President's Advisory Committee
on Space Allocation (associated with the Senate Academic Buildings Needs Committee),
the University's senior administration and the Board of Governors.
3. Financial Services
The Financial Record System user advisory committee was set up in 1990 as a
mechanism to control and manage the FRS Review Project. The group now serves to
facilitate communication between Financial Services and key administrative users of
the Financial Records System (FRS) on matters of common interest.
A Research Administration Users Committee is being established to serve as a forum
for discussion of research administration issues and to make recommendations
which will facilitate the development of effective support service.
4. Food Services
Totem Park and Place Vanier have Student Advisory Committees which consider and
approve Food Services residence food budgets and proposed residence meal rate
increases.
5.
Human Resources
The operations and service levels provided by the pension staff are monitored by the
respective Boards of Trustees of the UBC Faculty Pension Plan, and the Board of
Directors ofthe Staff Plan. There is also an Investment Advisory Committee attached
to the Staff Pension Plan.
Feedback and input from customer representatives in the employee relations area is
provided through two sets of committees. These are labour relations committees and
collective bargaining committees.
Personnel Generalists provide the front line support to enable departments to manage
their human resources. To effectively assist the University departments, the
Personnel Generalists are being moved from a central location out to the clients whom
they serve.
6.       Occupational Health And Safety
University Advisory Committees
a) University Health and Safety Committee:  Advises, assists and makes
recommendations on health and safety-related policies and procedures, and
ensures that the University follows all applicable statutory regulations.
b) UBC Committee on Radioisotopes and Radiation Hazards:  Manages the
University's consolidated license for the use of radioactive isotopes, issued by
the Atomic Energy Control Board.
c) UBC Biosafety Committee: Reviews grant applications and research protocols
involving biological agents to ensure they meet all current safety requirements
for personnel and the environment.
d) University Chemical Safety Committee:  Manages global issues of chemical
safety on behalf of the University. Reviews accidents involving chemicals, and
where necessary, recommends modifications to procedures.
e) University Diving Safety Committee: Recommends policies, procedures and
standards for operations and equipment for faculty and students performing
underwater diving.
f) UBC Diving Control Board:  Issues, reissues or revokes diving certificates;
reviews and approves diving projects; reviews diving practices.
g) Department/Area/Building Safety Committees: As required by the Industrial
Safety and Health Regulations (or IH&S), the University maintains safety
committees in all work areas. These are monitored by the Occupational Health
and Safety Department and presently number 90 committees.
h)   Indoor Air Quality Committee:  With representatives from Plant Operations.
Campus Planning & Development, the academic departments, the unions, and
a physician, the mandate of this committee is to manage indoor air quality
issues on campus.
i)    Chemistiy Department Safety Committee:  this Safety Committee represents
one of the largest departments on campus, and is the one that handles the
widest variety of hazardous materials. The Chemical Safety Officer is an ex-
officio member.
j)    University Hospital Safety Committee, UBC Site: A member ofthe department
sits on this Industrial Health and Safety Regulations-mandated committee.
k)   TRIUMF Safety Advisory Committee (TSAC):  Reviews all occupational and
environmental impacts of safety issues including radiation. Approves projects,
sets policies associated with health, safety and environmental issues.
1)    President's Advisory Committee on Women and Safety:  this committee was
created to determine and examine issues of personal safety.  Has a mandate
to identify problems, seek solutions and increase awareness.
m) UBC Occupational Hygiene Program Co-ordinating Committee:  Oversees
faculty coordination, resource allocation, academic rules and the direction of
this new Masters level academic program.
n)   Asbestos Control and Training Steering Committee:  A labour/management
committee overseeing the safe handling, removal and repair of asbestos
containing materials at UBC.
o)   Emergency Planning Steering Committee:  Replacing the former Emergency
Response Task Force, which formulated the University's Emergency Response
Plan, this committee carries forward the next phases of planning in the event
of a major emergency on the campus.
p)   Management and Skills Training Committee:  Evaluating the need for
management training in the University community, and making
recommendations for an emerging program of management skills training.
7.      Parking and Security Services
There is a wide variety of forums which receive information and provide advice on the
operations of this unit. Among the major issues for which advice is sought are the
following;
a)
b)
c)
d)
g)
h)
Transportation Committee
• development of efficient and effective means of transportation to and
from UBC;
Traffic Committee
• the planning of traffic control and parking policies;
GVRD Wreck Beach Advisory Committee;
Advisory Committee for the Physically Challenged
• common procedures to serve the needs of the physically challenged;
President's Advisory Committee on Campus Safety
• preventive measures for the protection and safety of women on campus;
Emergency Response Steering committee
• campus emergency and disaster policies
Secure Access Committee
• secure building access planning; and
Museum Schedule Committee
8.      Purchasing
The following is a list of major end-user Advisory Groups that we have established to
assist in determining needs and the selection criteria for university-wide contracts:
Courier Services
Scientific Products
Mail Services
Photocopiers (duplex for double-sided copies)
Plain Paper Fax Machines
Blanket Order Turnaround Document (design and procedures)
Travel Services
Specialized Printing and Graphics Services
Alternate Fuel for Vehicles
Through our newsletter, the Purchasing Periodical, we have conducted various user
surveys, i.e., quality of courier services, etc. Various staff members are members of
advisory groups such as the Campus Advisory Board on Computing, the Financial
Services User Group, Computer Services Expert Partners Group.
INTERNAL AUDIT REVIEWS
Internal Audit's reviews have not been limited to financial controls. Audits have
included economy, efficiency, effectiveness and accountability components. In
addition to improvements to financial systems, recommendations have been made in
the areas of operational budgeting, cash forecasting, credit management and general
financial administration. Four audits in 1993 were devoted entirely to operational
issues, focusing on cost savings, value for money and effectiveness. More of these
operational reviews are planned.
Summary of Internal Audits since 1985
Audit
Date
Type
#of
Recom.
Operational component (cost savings
value for money, effectiveness)
Office of the Registrar -
Student Fee Testing
1986
compliance
12
University Cash Policies and
Procedures
1986
internal
controls
12
Student Health Services,
Review of Billing Policy
1986
analysis
3
financial analysis of billing alternatives 14 Insert • September 16,1993
THE UNIVERSITY OF BRITISH COLUMBIA
AUTONOMY AND ACCOUNTABILITY
Audit
Date
Type
#of
Recom
• Faculty & Staff Services,
Employee Data Base Review
1986
internal
controls
16
• Financial Services - Accounts
Payable Control Review
1986
internal
controls
9
• Faculty of Medicine Biomedical
Communications
1986
internal
controls
17
• Food Services - 99 Chairs Pub
1986
internal
controls
27
• Financial Services - Accounts
Payable Processing
Efficiencies
1986
operational
6
• Purchasing Review
1986
internal
controls
50
• Faculty of Agriculture -
Botanical Gardens
1986
internal
controls
32
• University Industry Liaison
Office
1987
compliance
0
• Traffic & Security. Cash
Handling Procedures
1987
internal
controls
15
• Food Services - Subway Cash
Investigation
1987
investigation
3
• B.C. Legal Aid - Form N Audit
1987
compliance
0
• Physical Plant. Special
Investigation
1987
investigation
0
• University Industry Liaison
Office
1987
compliance
0
• Financial Services/General
Accounting
1987
internal
controls
37
• Tennis Centre
1987
internal
controls
54
• Development Office -
ADVANCE System
1987
internal
controls
24
• Library Processing Services
Acquisition system Review
1987
internal
controls
6
• Development Office/Financial
Services, Donation Processing
1987
internal
controls
6
• UBC Press - Reconciliation of
Records
1988
analysis
14
• Development Office - Review
of Accounting Procedures &
Expenses
1988
internal
controls
40
• University Industry Liaison
1988
compliance
0
• Athletics & Sports Services
1988
internal
controls
32
• Financial Services - Contracts
& Grants
1988
internal
controls
17
• Financial Services Payroll
1988
analysis
13
• Conference Centre
1988
internal
controls
26
• Development Office. Donation
Processing Follow-up
1988
internal
controls
13
• Parking & Security, Cash
Procedures
1988
internal
controls
25
• UBC Legal Clinic
1988
compliance
0
• Geological Sciences
1988
internal
controls
10
• University Industry Liaison
Office
1989
compliance
0
• Faculty of Arts, Department of
Music Investigation
1989
investigation
0
• Student Housing - Financial
System Review
1989
internal
controls
21
• UBC Legal Clinic, Law Society,
Form 47
1989
compliance
0
• Financial Services Endowment
Investments
1989
compliance
0
• Centre for Human Settlements
Financial Analysis
1989
analysis
9
• Food Services - Subway Cash
Investigation
1989
investigation
8
• Financial Services Travel
Advances
1989
internal
controls
14
• Financial Services Petty Cash
and Change Funds
1989
internal
controls
11
• Media Services
1990
internal
controls
17
• Investigation, Dr. Gregory Lee
1990
investigation
4
• UBC Industry Liaison
1990
compliance
0
• UBC Demonstration Prototype
1990
compliance
0
• UBC Patent Service
1990
compliance
0
• Awards and Financial Aid,
Works Study System
1990
compliance
9
• Research Farm - Oyster River
1990
internal
controls
14
• Research Forests
1990
internal
controls
7
• Development Office - Gift
Processing
1990
internal
controls
13
• Purchasing - Gasoline Credit
Cards
1990
internal
controls
5
• Major Account Reconciliation
1990
internal
controls
0
• Aquatic Centre
1990
internal
controls
12
• Animal Science, South
Campus
1991
internal
controls
25
■ ISM - Computer Security
Access Review
1991
internal
controls
16
• Forestry Faculty
1991
internal
controls
20
• University / Industry Liaison
1991
compliance
0
• Centre for Human Settlements
1991
analysis
20
• UBC Bookstore
1991
internal
controls
113
• Psycho-educational Research
and Training Centre
1991
analysis
11
Operational component (cost savings,
value for money, effectiveness)
Second Endorsement Review
and Outstanding Cheque
Review
Date Type
1991        investigation
# of Operational component (cost savings,
Recom. value for money, effectiveness)
14
recommendations to increase profitability
increased efficiency of invoice processing
comprehensive recommendations to lower
costs and increase effectiveness
recommendations to increase profitability
analysis of expenses to ensure value for
money on energy savings program
increased economy of cash management
improved budgeting and debt management
vaiue for money on expense ie. travel style
budgeting; reduce cost of travel expenses
reduced cost of accounting records and review
procedures
maximizing revenue from parkade
fraud investigation and recovery of $ 160,000
from insurance
analysis of over expenditure and operational
budgeting recommendations
improved credit management
general operational recommendations to meet
financial objectives
improved administration of contract billing
increased efficiency of administration of cards
financial effectiveness, cost savings from
integration of administration
improvements in general financial
management
improvements in efficiency and effectiveness
of administration
improved expenditure control to prevent
deficits
Technexus International
Corporation
1991
investigation
4
Payroll Overtime -
Management and Professional
Staff
1991
compliance
0
Financial Services, Cheque
Signing Control
1991
internal
controls
0
Physics - Investigation Admin.
Office
1992
investigation
10
Ministry Funded Programs
1992
compliance
0
Telecommunications
1992
internal
controls
9
Media and Graphics
Interdisciplinary Centre (
MAGIC)
1992
compliance
0
John Hill Fraud
1992
investigation
9
Accounts Payable -
Operational
1992
operational
15
Bookstore Freight and
Customs systems
1992
operational
7
Education - Audio-Visual Cash
Audit
1992
internal
controls
10
Division of Medical
Microbiology
1992
internal
controls
33
Plant Operations
1992
investigation
5
Development Office -
Information Systems
1992
operational
38
Animal Care Centre
1992
financial
27
Civil Engineering -
Investigation
1993
investigation
17
IHRIS - Financial Services
1993
internal
controls
20
University Accounts
Receivable
1993
internal
controls
14
Electronic Data Interchange
(EDI)
1993
internal
controls
8
Faculty Club Review
1993
operational
36
Arts - Language Lab
1993
investigation
3
Housing - Child Care Services
1993
financial
37
economy and efficiency potential cost savings
of $84,000 per year
economy and efficiency potential cost savings
of $8,500 per year
streamlined procedures; improved
administration of billing and fee recoveries
economy and efficiency potential cost savings
of $93,000 per year
improved budgeting, rate setting and financial
reporting
efficiency of accounting procedures
economy and efficiency potential cost savings
of $170,000 per year
operational cost effectiveness, potential cost
savings of $102,00 per year
Vice-President. Research
In the performance of research activities, the university is subject to a number of
policies and guidelines that must be followed. These include items such as i)
biohazard containment; ii) use of human subjects from an ethics viewpoint; and iii)
use of animals. These issues are monitored on campus by university-based
presidential advisory committees reporting to the Vice-President. Research. This
position was created in 1986. Subsequently, we have appointed two part-time
associate vice-presidents. The Canadian Council on Animal Care (CCAC) routinely
visits our animal care facilities and advises us on deficiencies. For serious infractions,
they have the right to close down operations (see Table 5 for a list of reviews, advisory
committees and user committees).
The university is increasingly opening up links with business and industry
through workshops, conferences and public reporting which generate interest in the
value we provide them. Industry grants and contracts have risen from $4.3 million
in 1985/86 to $14.6 million in 1992/93. In 1992, we listed ninety-four spin-off
companies doing $592 million in business. Patent disclosures have risen from twenty
in 1985 to eighty in 1992. Our value in this sense is increasingly understood, in part
through the effort of the University-Industry Liaison Office. This office assisted in
bringing in contract overhead and royalty revenue amounting to $1.5 million.
Table 5:  VICE PRESIDENT RESEARCH
a. Reviews in the past five years and planned for next two:
1992   University-Industry Liaison
1992 Animal Care Centre - Fiscal Audit
Annual reviews of Animal Care procedures through on-site visits from
the Canadian Council on Animal Care.
1993 Review of Office of Research Services in process.
b. Advisory Committees:
Executive Committee for Research, chaired by the Vice President Research,
comprises two advisory boards: The Social Sciences and Humanities Research
Board, and the Natural, Applied and Health Sciences Review Board. The
current membership is as follows:
Natural, Applied and Health Sciences Research Board
Keith Brimacombe, Metalurgical Process Engineering
James Hogg, Pathology
Maria Klawe, Computer Science
Paul LeBlond, Oceanography
Martha Salcudean, Mechanical Engineering
Olav Slaymaker, Geography
Geoffrey Scudder, Zoology
Michael Smith, Biotechnology Laboratory
William Unruh, Physics
Social Sciences and Humanities Research Board
Izak Benbasat, Commerce
Joost Blom, Law
Alan Caims, Political Science
Sherrill Grace. English Insert • September 16,1993 15
THE UNIVERSITY OF BRITISH COLUMBIA
AUTONOMY AND ACCOUNTABILITY
Daniel Overmyer, Asian Studies
David Robitaille, Mathematics and Science Education
Olav Slaymaker, Geography
Richard Tees, Psychology
c.        User's Committees
Animal Care Committee
Biosafety Committee
Chemical Safety Committee
Radioisotopes and Radiation Protection Committee
Clinical Screening Committee for Research and Other Studies Involving
Human Subjects
Behavioural Sciences Screening Committee for Research and Other Studies
Involving Human Subjects
University Grants Committee, Humanities and Social Sciences
UBC-SSHRCC Travel Grants Committee
UBC-NSERC Equipment Grants Committee
Faculty Awards Committee
Vice-President. External Affairs
The Office of External Affairs was created in 1988 to coordinate the functions ofthe
External Affairs units, i.e.. Community Relations, Ceremonies and Development. It
is also the liaison office with the Alumni Association which is funded by the university
operating budget.
The Ceremonies Office has existed at UBC for some years, and in 1992 a new
director was appointed, serving both the Ceremonies Office and the Community
Relations Office. The Development Office is also relatively new, with a new director
appointed in 1988. These units, together with the Alumni Association, have had a
rapidly changing mandate. This has been assisted extensively by the use of on-site
and off-site reviews. These reviews are conducted by external consultants and involve
all the members of the units coordinated. These reviews have been of great
significance in clearly establishing work priorities and timetables as problems are
identified and solved (Table 6).
Table 6:  EXTERNAL AFFAIRS
Reviews in the Past Five Years
1987 Burson-Marsteller Communications audit
Development Office On-site Review (Myers)
1988 Development Office On-site Review (McCarthy)
1990 Development Office On-site Review (Myers)
75th Anniversary Review (Myers)
Review of External Affairs Communications (Jones)
Community Relations Review (Myers)
1991 President's Advisory Committee on External Affairs Review (Dove)
Fundraising Review (Blight)
1992 Alumni Association*  On-site Review (McCarthy)
* The Alumni Association is an independant association, whose volunteer board of
directors is responsible for the direction and mission of the association and relates
to the university through the Vice-President of External Affairs.
Reviews in the Next Five Years
Campaign Development Office On-site Review
External Affairs On-site Review
Advisory Committees - External
Eastern Campaign Leadership Committee
Western Campaign Leadership Committee
Chronicle Advisory Committee
Advisory Committees - Internal
Dean's Communication Committee
Development Office On-site Review (Myers)
Regulatory and Related Organizations
In the past three years, the university has created a number of new positions either
in response to legislated requirements or in response to explicitly changing conditions
in society to ensure that as an institution we are sensitive to these needs.
The Employment Equity Office was created to deal with federal requirements on
contractors. We will be required to submit planned hiring goals for federal approval.
The change is to provide opportunities for women, disabled persons, First Nations and
visible minorities. There was widespread consultation before the office was created
and there is an advisory committee.
A Multicultural Liaison Office was created to ensure that the university is sensitive
to these needs. There is an advisory committee of internal and external people. The
director of this office is chairing the President's Task Force on Racial Issues at the
University.
The First Nations House of Learning was created to ensure that First Nations
people had full access to UBC. This has an advisory committee of people from inside
and outside the university.
The Disability Resource Centre is funded (except for utilities) on an endowment
basis at no net cost to the university. This office will play a strong advocacy role.  It
has a strong advisory body of people from inside and outside the university.
We have created the position of President's Advisor on Women's Issues and Gender
Relations. A director and an advisory committee have been appointed.
In 1988, we developed a policy on issues of sexual harassment. This followed
extensive work by a task force and the sharing of two drafts for the whole community
to react to. This was published in UBC Reports (as are many such draft position
papers) for all in the university and beyond to see. An office was created to implement
the university policy. There is an advisory committee to this office.
A comprehensive human rights policy is under development for approval by the
Board ofGovernors. These offices will be organized to ensure full compliance with the
policy.
UBC has recently concluded lengthy and thorough negotiations with all faculty
and staff groups for an innovative and progressive Employee and Family Assistance
Program. The Program has been ratified by the University and all employee groups,
and the selection of an external provider for this psychological health benefit is
underway.
There are other university-wide issues being addressed by management as well:
1. Environment and Recycling Issues. There is a task force to develop policies on
waste recycling. This task force includes members from the university
community and from outside. We are fortunate, as we are in many instances
at the university, in having campus expertise on the issues.
The task force has committees on 1) waste reduction - reuse and recycling; 2)
special wastes; 3) research and develop markets; 4) education; 5) campus
planning; 6) transportation; 7) conversion of UBC vehicles; 8) energy
conservation; 9) food services operations; and 10) agricultural and composting.
The task force is charged with developing a policy statement to bring forward
an action plan to the Board of Governors.
Already we have received approved funding for a special waste facility. SERF
(Surplus Equipment and Recycling Facility) is on a cost recovery basis.  For
example, we are actively involved in a paper recycling program that is
substantially reducing dumping fees that are rising rapidly.
In order to ensure that we are conforming to provincial and federal regulations,
we have recently recommended that the Board create a committee on
Occupational Health, Safety and Environment. This committee reporting to
the Board is another form of accountability in these key areas. We will create
an Office of an Environmental Coordinator to develop the implementation of
monitoring to ensure we are conforming to the relevant regulatory environment
and to our recently approved environmental policy.
2. There are many organizations very closely tied to UBC but which do not directly
report through management to the Board ofGovernors. In some cases, these
bodies have in the past filed audited statements with the Board, but in many
there has been no sharing of information. We have implemented a practice of
bringing the financial records of all these units to the Board for information in
its public sessions.
These include the following:
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)
1)
Alumni Association - has its own elected board. As of 1990 it operates entirely
on a grant from the university.  All fund-raising has been transferred to the
Development Office;
Alma Mater Society - this body operates on the basis of fees collected by the
university and income from sale of services—Board of AMS;
Graduate* Student Society—elected board;
UBC Foundation -  managed by a board of outside people—Lieutenant-
Governor-in-Council appointments;
UBC Real Estate Corporation - all members of the Real Estate Board are
appointed by the UBC Board ofGovernors and include internal and community
members; the president of this corporation has an advisory committee
composed of university and community members;
TRIUMF - this unit is presently unincorporated, but the principal partners, the
Universities of Alberta, Victoria, SFU and UBC, are seeking incorporation—
managed by a board;
Bamfield Marine Research Station—board;
Institute of Advanced Studies—board;
San Rafael Foundation—board;
American Foundation—board;
Cedar Lodge Society—board; and
Faculty Club—board.
Development of Formal Accountability Processes
As can be seen from the above sections, the university is subject to a very wide
range of monitoring and scrutiny. This involves many formal processes at the
national and local levels and many informal processes. But we are monitored,
prodded and poked on a continuing basis. Every individual is also subject to a steady
process of review. Academics are assessed by their students. They are assessed by
their peers around the globe. The academic leads a relentlessly competitive life
whether in research or in teaching or in publication review or for promotions and for
merit assessments.
At the present time, there are many agencies examining the question of accountability
indicators. AUCC and many universities are studying the question. The provincial
government has asked the university presidents to develop a proposal. The Dupre
report gives an excellent insight into accountability by reconfirming that we are
funded on a weighted FTE basis. It reminds us that accountability in the universities 16 Insert • September 16, 1993
THE UNIVERSITY OF BRITISH COLUMBIA
AUTONOMY AND ACCOUNTABILITY
is a two-way process. We must be accountable for what we do wit h what we have. But,
of course, the funders must be accountable to provide a suitable environment for
these activities. This is the hidden elegance of the Dupre report. Accountability is
two-way.
I have reviewed hundreds of papers and reports on the question of university
accountability in the past few years. The indicators I list in Table 7, if collected on a
national and systematic basis, would make a very useful framework for accountability
and for benchmarking our activities. We will continue to work on this topic at the B.C.
University Presidents' Council to develop an approach to present to government this fall.
Conclusion
The university is not a government agency. It is a corporation as defined by the
University Act. It has all of the normal accountability procedures that are used by
corporations, including auditing and extensive financial controls to ensure that it
operates without a deficit. On the other hand, unlike a corporation, we are a collegial
institution in which all decisions are very open to comment and criticism. This
openness is the very essence of the university and the process of dialogue and
discussion on campus is extensive. Furthermore, in the past few years, we have
moved strongly to provide information on all decisions to the campus and to the
public.    Imagine a private corporation publishing annually a 100-page detailed
The following table of possible indicators for reporting to the Board is divided into
input and output measures. In some cases, the indicators require an international
frame of reference. Many are appropriate for a national comparison. It is probable
that these comparisons should either be with the Group of 10 universities that have
formed an association or with the reference group of research universities identified
by Maclean's in its 1992 survey. Some indicators may be most useful provincially and
still others may be of use only to UBC. Each of these indicators will require a table
of the reference institutions (e.g. OECD countries, each province, the reference
Canadian universities, the three B.C. universities).
budget and plan for the public at large to read.
This report has documented some of the many checks and balances in place at
UBC, as well as a number ofthe major management initiatives undertaken in the past
six years to ensure that the university is run on the basis of economy, effectiveness
and efficiency. Many changes have been implemented. The university has
undergone an extraordinary amount of change in the last fewyears. There has been
an almost complete change of the university senior leadership and management
positions in the last six years, including the President's Office, deans and virtually
all new heads of administrative areas. These people have been vigorous in making
changes. In the administrative units, there has been a major building of systems
and functions.
The university has an extensive system of value for money management and of
accountability already in place. These internal and external reviews, accountability
systems and full disclosure of information are far in excess of anything comparable
in existence in the business community, in publicly-headed corporations, or even in
government agencies.
When teenagers across the country select UBC to be in the top three or four in every
category, something must be right. When UBC tops the NSERC competition for 1992/
93, we must be highly competitive. When our supporters are helping us to finish the
largest fund-raising campaign in Canadian history, we must be seen as effective.
Outputs
Inlrnuttooal      Natkmal        Provincial
Relative to
Selected
Untver* tries
UBC
1.    MRC grants
a)    total
X
X
X
b)   per faculty
X
X
X
c)    % GPOF
X
X
X
2.    NSERC grants
a)    total
X
X
X
b)   per faculty
X
X
X
c)   % GPOF
X
X
X
3.    SSHRC grants
a)   total
X
X
X
b)   per faculty
X
X
X
c)    % GPOF
X
X
X
4.    Other grants % GPOF
X
X
X
5.    Contracts % GPOF
X
X
X
6.    % National Scholars
a)   MRC
X
X
X
b)   NSERC
X
X
X
c)    SSHRC
X
X
X
7.    % entering tenure stream faculty achieving
X
X
tenure
8.    % Steacie awards to UBC
X
X
X
X
9.    %FRSC fellows
X
X
X
X
10. Fellows ofthe Canadian Engineering Academy
X
X
X
X
11. Undergraduate completion rate
X
X
12. Graduate program duration
a)   masters
X
X
b)   doctorate
X
X
13. External Reviews—% reviewed on a 5-year
X
X
timetable
14. Teaching evaluations; classes doing
X
X
evaluations
15. Perception of graduates 2 years after
X
graduation—use Statscan data
Input
Background Reading
1. Prof. Ron Watts (former Principal of Queen's University). 'The Future ofthe
Universities", Transactions of the Royal Society of Canada, Series iv, Volume XXI,
1983, pp. 55-68.
2 Prof. David M. Cameron (Vice President. Dalhousie University). More than an
Academic Question, The Institute for Research on Public Policy, 1991. pp. 437-457
(being Chapter 10, "Federalism. Public Policy and the Universities").
3. Mr. Gary Mullins, (Deputy Minister, Ministry of Advanced Education, Training
and Technology), "Should Universities View Provincial Public Servants as Regulators
or Allies?", in Cutt, James and Rodney Dobell (eds) Public Purse, Public Purpose:
Autonomy and Accountability in the Groves of Academe, Institute for Research in
Public Policy, 1992, pp. 277-283.
4. President David W. Strangway (President. University of British Columbia)'The
Scope of University Accountability", in Cutt and Dobell. op. cit.. pp. 243-257.
5. Mr. Gary Mullins, Notes for remarks at the Western Canada University Board
Chairs Workshop on Strategic Planning. November 1, 1992 (7 pages).
International
National
Protect*!
Relative 1*
Selected
Untvertttfei
UBC
1.    Expenditures per capita population per GNP
per student—ref. OECD
X
X
X
2.    Gross expenditure R & D per GNP (GVRD)-
ref. OECD
X
X
X
3.    Participation rates, 18-24 year-old population
X
X
X
4.    a) S/WFTE
b) $/FTE~ref. OECD
X
X
X
X
X
X
X
X
X
5.    Student faculty ratio
a) total
b) graduate
c) undergraduate
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
6.    Availability of provincial research
infrastructure support
X
7.    Availability of equipment funding
X
8.    % space availability according to COU formula
that is not slated to be demolished in five years
X
X
X
9.    Tuition fees—Arts & Science
X
X
X
X
X
10. Space operating costs on a per square foot basis
X
X
X
X
11. New Faculty Appointment as a % of
complement on a 5-year rolling average
12. Library ranking—ref ARL (North America)
X
X
X
X
13. Library-total volumes
X
X
14. % General Purpose Operating Funds spent on
acquisitions
X
X
X
X
X
15. Applications-total
X
X
16. Offers/applicauon
X
X
17. Registrations/application
X
X
18. Registrations/offer
X
X
19. a) Average admission on grade
b) Arts
c) Science
d) Engineering
X
X
X
X
X
X
X
X
20. a) % Over 80%-total
b) Arts
c) Science
d   Engineering
X
X
X
X
X
X
X
X
21. % undergrads who are international
X
X
22. % grads who are international
X
X
23. Total spent on bursaries and scholarships from
GPOF and endowment sources
a) undergrad (% GPOF)
b) grad (% GPOF)
X
X
X
X
24. Equity goals
a) faculty
b) staff
c) students
X
X
X
X
X
X
25. Total endowment funds
X
X
26. Endowment/GPOF
X
X
27. % alumni making gifts; 5 vr. rolling average
X
X
28. Number of students (undergrad) doing
Education Abroad year
X
X
29. Administration and General expenses
a) as a % of GPOF
b) as a % of total revenue
X
X
X
X
30. Academic unit expense as a % of GPOF
X
X UBC Reports • September 16,1993 7
Calendar
September 19 through October 2
Notices
Disability Resource Centre
The Centre provides
consultation and information for
faculty members and students with
disabilities. For more information
about the Centre's services and
programs, call 822-5844.
International Reachout
Program
Student volunteers write
letters to students intending to
attend UBC. explaining life at
UBC and in Canada, to ease the
apprehension of international
students. For information go to
International House or call 822-
5021.
English Language Institute
Courses For Non-Native
Speakers of English
Career/corporate courses
evenings in: Reception/
Telephone Skills; Interviewing/
Resume Writing;
Microcomputers; Adjusting To
The New Workplace; Writing
Messages.  Call 222-5208.
Academic/ Communication
courses in Conversation, Writing
and Grammar, Listening,
Advance Discussion, TOEFL
Preparation, Advanced
Composition, Thesis and Article
Writing.  Call 222-5208.
Professional Development for
Language Teachers
Continuing Studies' English
Language Institute offers practical
workshops for teachers in: Drama/
Improvisation. Using Video,
Teaching Pronunciation,
Incorporating Grammar/Writing.
Courses begin Oct. 14. Call 222-
5208.
Conversation Classes
Develop your conversational
ability in French. Spanish,
Japanese, Mandarin or Cantonese.
10-week sessions begin week of
Sept. 28. Call Language Programs
& Services, Continuing Studies,
222-5227.
TA Training Workshop
Instructional Skills Workshop
For Graduate Teaching Assistants
In The Faculty Of Arts. AERC,
5760 Toronto Rd., from 8:30am-
4:30pm.   Call 822-9149.
Waste Management Series
Contaminated Sites/Toxic
Real Estate
Sept. 30/Oct. 1. Two-day
seminar that provides in-depth
information on contaminated sites
legislation, policies. Pulp & Paper
Research Inst, of Canada
conference room from 9am-5pm.
Fee: $180, lunch provided. Call
822-3347.
Engineering Examination
Tutorials
Evening series to assist
applicants to prepare for APEGBC
Professional Engineering
Examination. Six consecutive
Wednesdays beginning Sept. 8.
CEME 1202 from 6:30-9:30pm.
Call 822-3347.
Women Students' Office
Advocacy/personal counselling
services available. Call 822-2415.
Fine Arts Gallery
Tues.-Fri. from 10am-5pm.
Saturdays     12-5pm. Free
admission. Main Library. Call
822-2759.
Male Experience Research
Project
Are contemporary ideas about
men's lives truths or stereotypes?
Counselling psychology student is
looking for volunteers to take part
in this study. If you're straight,
white, 25-35, and interested in
sharing your story call Lawrence
at 822-5259.
Sexual Harassment Office
Advisors are available to discuss
questions or concerns and are
prepared to help any member of
the UBC community who is being
sexually harassed find a
satisfactory resolution. Call
Margaretha Hoek at 822-6353.
Clinical Research Support
Group
Faculty of Medicine data
analysts supporting clinical
research. To    arrange    a
consultation,   call  Laura  Slanev
822-4530.
Psychology Study
Looking for female volunteers
who are experiencing sexual
difficulties to participate in
confidential research on sexual
arousal. Honorarium. Call 822-
2998, Mon-Thu 4-6pm.
High Blood Pressure Clinic
Adult volunteers needed to
participate in drug treatment
studies. Call Dr. J. Wright in
Medicine at 822-7134/RN Marion
Barker at 822-7192.
Statistical Consulting/
Research Laboratory
SCARL  is  operated  by  the
Department 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.
EveryWednesday. 12-5pm. Task
Force Bldg. ,2352 Health Sciences
Mall. Call Vince at 822-2582/
Rich at 822-2813.
Library Tours
For new and returning
students. Tours of Main and
Sedgewick libraries Sept. 20-24
at 10:30am and 1:30pm. Meet in
front of main library. Call 822-
3096.
Introductory Main Garden
Tours
Every Wednesday/Saturday
now thru to September 25 at
lpm at the entrance to Botanical
Garden. Admission cost includes
tour.  Call 822-4208.
Nitobe Garden
More beautiful than ever after
recent renovations. Summer
hours 10am-6pm daily. Call 822-
4208.
Soccer birds go
for fifth straight
championship
by Abe Hefter
Stq£f writer
Men's soccer coach Dick
Mosher cringes just a little when
he hears the word "dynasty" crop
up in conversations about the
UBC men's soccer team.
However, it's a word that's
sure to be heard again between
now and the end ofthe Canadian
Interuniversity Athletic Union
(CIAU) soccer season as the
Thunderbirds open the 1993-
94 campaign in search of their
fifth straight national
championship.
"There's something magic
about the drive for five." admits
Mosher, who is back behind the
bench after a year off from
coaching duties.
"Winning five straight
championships seems to be the
yardstick that clubs are
measured against when the word
dynasty is used to describe a
team. Certainly, we're clear-cut
favourites in the minds of many
people to win our fifth straight,
and that makes me somewhat
uncomfortable."
Mosher's discomfort stems
from the fact that soccer games
are often decided by just one
goal. And often a penalty kick
can spell the difference between
winning and losing a game,
regardless of how well it is played.
"We've won a number of titles
that could have gone either way,"
said Mosher.
"Fortunately,   the veteran
players on this team know that
nothing is automatic. We're not
going to just walk on the field
and win it. They do a good job
communicating that to the
younger players."
With assistant coach Dave
Partridge guiding the team last
season, the T-Birds beat the
University of Victoria on penalty
kicks and then were held to a
string of one-goal games before
beating McMaster University 3-
2 in overtime in the
championship game.
"Dave and his assistant, Ken
More, did an excellent job of
keeping the drive for five alive,"
said Mosher. They had to work
with a team that lost seven
starters from the year before."
This season the Thunderbirds
will field a team, beginning with
their season opener Sept. 18 in
Calgary, with three starters gone
from their roster: Gord
Maclntyre, Doug Schultz and
Willy Cromack.
Some of the key recruits
include four players from the
Canadian national under-20
team: Ricky Hikita and Chris
Franks from Richmond, Nico
Berg from North Vancouver and
Garrett Caldwell from Toronto.
Also joining the squad are
Paul Dailly and J.P. Knezovic,
who have played in the Metro
Premier League in the Lower
Mainland, perhaps the best
amateur league in the country,
according to Mosher.
One of the key returnees is
Steve Chan photo
UBC's Tom Kim (far right) defends against University of Victoria Vikings. The Thunderbirds
take on Victoria Friday, Oct. 1 in the Homecoming soccer game at O.J. Todd Field.
Tom Kim, last year's most valuable player in the CIAU finals
and winner of the Bobby Gaul
Award as UBC's outstanding
graduating male athlete. He is
now pursuing a master's degree
in Biochemistry.
"Tom   is   playing   with   a
tremendous amount of
confidence. He's been getting a
lot of playing time as a member
of the Vancouver 86ers of the
American Professional Soccer
League and is one of the real
keys to our club," said Mosher.
The Thunderbirds open their
home season during
Homecoming Week on Oct. 1 at
O.J. Todd Field against the
University of Victoria. The game,
which has a 3 p.m. start, will be
preceded by a women's soccer
match between UBC and UVIC
beginning at 1 p.m. 8 UBC Reports ■ September 16, 1993
Profile
Dr. Verity
Livingstone:
"It's not
enough to
give young
mothers
advice about
how to
breastfeed
successfully. We
need to develop a
community that
is supportive
towards them,
and that
requires a
large
effort."
.*.w  Jlir  .i. Ife
Martin Dee photo
In praise of mothers' milk
by Connie Filletti
Staff writer
The birth of her son James in 1981
presented Dr. Verity Livingstone
with a dilemma. How could she
breastfeed her newborn infant and
continue her work as a scholar and
physician?
Joining UBC the previous year as an
assistant professor of family practice,
Livingstone's academic curiosity,
combined with her new role as a
mother, propelled her towards learning
first-hand how women managed a
career and breastfed their babies.
She surveyed 400 female physicians
in the province for insight about their
experiences. It was the first step to
developing what has become her major
research area.
"I have four kids now and each one
acted as a mini-laboratory." Livingstone
says, only partially-joking. "Even
though I discovered in the course of my
research that good information was
already available, it wasn't being put
into practice."
Livingstone took the knowledge she
developed and with the help of a
small group of community nurses,
established the Vancouver
Breastfeeding Centre in 1986 under the
auspices of UBC's Family Practice
Dept.
Director of the centre since its
inception, Livingstone estimates that
one in 10 women in the Lower
Mainland who chooses to breastfeed
uses the services of the referral facility.
"Eighty-five per cent of mothers have
made an informed choice to breastfeed.
We're here to help these mothers do
what they want and survive the barrage
of negative comments," says
Livingstone, the recipient of angry
letters from individuals who believe
that she is coercing women into
breastfeeding.
She describes the volume of mail as
"non-stop" since a local community
newspaper featured the centre early
last month during Breastfeeding Week
in B.C.
"One letter-writer said that the sight
of a woman breastfeeding was worse
than the most blatant pornography
found in movies."
Livingstone attributes the negativity
to a basic lack of knowledge regarding
infant nutrition and health.
The benefits of breastmilk to the
baby include ideal nutrition, optimal
brain growth and development and
immunological protection against
infections," she says. "Babies are more
likely to be admitted to hospital in
Canada with infection if not breastfed."
Formula-fed babies are also more
likely to develop severe allergies,
juvenile diabetes and are at
increased risk for developing childhood
leukemias, Livingstone adds.
The benefits women attain from
breastfeeding include strong
psychological bonding with their child,
a reduced incidence of ovarian and
breast cancer and a naturally effective
method of birth control.
Livingstone also points out that
breast milk is free, while the average
cost of bottle feeding is about $150 a
month.
"It's not a lifestyle issue, it's a health
issue," she says.
"But unfortunately the breast has a
strong sexual connotation. Some people
have a hard time separating that from
its function. Women, too, have to
overcome that stigma."
Livingstone discovered through her
work at the centre that many healthcare facilities and providers lack
information about lactation physiology
and breastfeeding management.
She believes that although mothers
may choose before giving birth to
breastfeed, their decision can be
hampered by routine hospital practices
such as separating mothers and babies
at night.
"When separated after delivery and
given glucose water or formula, babies
are no longer hungry and do not go to
the breast. The cycle that triggers
lactation is interfered with." Livingstone
explains.
"Many physicians and nurses don't
understand this very delicate
mechanism. What is done within the
first 48 hours either enables lactation
to occur or impedes it."
A recent study by Livingstone
indicates that teenage mothers in B.C.
are at high risk for abandoning
breastfeeding, many of them
complaining about the conflicting
advice they received from health
professionals.
Her research suggests that one half
of adolescent mothers start their babies
on formula immediately following
delivery.
"It's not enough to give young
mothers advice about how to breastfeed
successfully." Livingstone says. "We
need to develop a community that is
supportive towards them, and that
requires a large effort."
Accepting the challenge, the
Vancouver Breastfeeding Centre
is in its third year of developing a
training program for health professionals, providing them with up-to-date,
consistent information on breastfeeding
and lactation.
The program, supported by grants
from the Vancouver Foundation and
the Woodward Foundation, will soon
include an instructional video being
produced by lactation consultants at
the centre entitled The Art of
Successful Breastfeeding.
Livingstone's experience as an
international advisor to UNICEF on
lactation, and as one of very few
internationally certified lactation
consultants in Canada, leads her to
expect that the video will help set world
standards for hospitals interested in
establishing similar programs.
Closer to home, she is encouraged
by the growing support of her
colleagues for the work being done at
the breastfeeding centre.
'There has been a complete
turnaround in recognizing the
importance of human lactation,"
Livingstone says. "We have to speak up
for the babies. They deserve the best
and nothing but the best."
Livingstone applauds the faculty at
UBC's School of Nursing and the staff
at Vancouver's Grace Hospital for their
efforts to provide better services for
mothers by maximizing their own
expertise.
Funding, however, remains a major
worry for Livingstone who hopes to
raise enough money to relocate the
centre from the cramped, obscure
corner it currently operates from in the
family practice unit at Vancouver
General Hospital.
"The women who use the facility
require a place of their own, a custom-
made centre which will meet their
special needs."
Another goal is to form an
interdisciplinary advisory group to
assist the province in developing a
"baby friendly" program. She is
collaborating closely with UBC's
Institute of Health Promotion Research
to implement the program, a joint
initiative of the World Health
Organization and UNICEF, which
promotes and supports hospital-based
projects designed to assist mothers
with lactation.
For Livingstone, it's all in a day's
work. This time, there's no doubt she
can do the job.
"James is twelve years old now and
my other children Felicity, Verity Claire
and Andrew are 11,9 and 5
respectively. Between them, I have
seven and a half years of breastfeeding
experience." UBC Reports ■ September 16,1993 9
Introducing the Board of Governors
■% UBC's 15-member Board of Governors
oversees the property, revenue and bwsi-
?   ness affairs of the university.
The board, as set out in the University
Act, comprises the chancellor, the president, eight persons appointed by the Lieutenant Governor in Council, two faculty
'y   members elected by the faculty, twofull-
r time students elect id by the students and
one person elected by and from the full-
time employees ofthe university who are
not faculty members.
All governors are eligible to serve for a
maximumofsixconsecutiveyears inthree-
year increments. Student members ofthe
• board, although eligible to serve six consecutive years for as long as they remain
full-time students, must be elected on a
yearly basis.
The 1993 members of UBC's Board of
-   Governors are:
THOMAS   BERGER
Vancouver  lawyer  and
Supreme   Court       	
justice, was
appointed to the
board in 1992. A
UBC graduate, he
received his BA
and LLB from the
university in 1956.
Active in the New
Democratic Party
during the 1960s,
Berger was an MP
in 1962-63. an
MLA from 1966 to
Berger,   a
former  B.C.
Berger
Chan
1969 and served as provincial leader of
the party in 1969. He has headed several
royal commissions including the
Mackenzie Valley Pipeline Inquiry. Berger
holds honorary degrees from 12
universities and was made a Freeman of
the City ofVancouver last year. He received
the Order of Canada in 1990.
SHIRLEY CHAN   Chan, manager of
the  non-market housing division of
Vancouver's  Housing and  Properties
Dept., was
appointed to the
board in 1992.
Educated in
Ontario and B.C.,
she received a
master's degree in
environmental
studies from
Toronto's York
University in
1978. Chan has
served as a private
consultant and as
an environmental and community
planner. She was the chief of staff to the
mayor of Vancouver between 1981 and
1986 and executive assistant to the
president of BCIT in 1987-88. Chan was
recently elected chair of Vancity Savings
Credit Union.
BARBARA CROMPTON Crompton,
founder and president of The Fitness
Group, was
appointed to the
board in 1990. The
Fitness Group
specializes in
exercise, nutrition
and stress-
management
programs in the
commercial and
corporate sectors.
A graduate of UBC
(BEd '72),
Crompton
received the
Maxwell  A.   Cameron
Cullen
Granholm
Crompton
Award in her
graduating year for academic excellence
and most outstanding teaching
performance in the Faculty of Education.
She is a director of the Vancouver Board
of Trade and a board member of IDEA, a
30.000-member organization of fitness
professionals.
WILLIAM CULLEN A professor of
Chemistry, Cullen was elected by faculty
to the board in
1992. He received
his BSc and MSc
at the University
of Otago, New
Zealand and his
PhD at Cambridge
University. Cullen
joined UBC's
Chemistry Dept. in
1958. He is a
former chair of the
Faculty Club
board of directors
and       a       past
president ofthe UBC Faculty Association.
Cullen has been the recipient of two
Killam senior fellowships, and is a member
of the Chemical Institute of Canada and
the Royal Society of Canada.
RONALD GRANHOLM Granholm,
president and CEO of Computrol Security
Systems, was
appointed to the
board in 1987. He
graduated from
B.C.'s Institute of
Chartered
Accountants in
1959, specializing
in general and
financial
management. He
received an MBA
from Simon Fraser
University in
1972. Granholm is past chair and
governor ofthe Business Council of B.C.
and is active with the Vancouver Art
Gallery. He is a past director of the
Vancouver Board of Trade, B.C. Transit
and the Metropolitan Transit Operating
Company.
ARTHUR HARA Chair of Mitsubishi
Canada Ltd., and chair of UBC's Board of
Governors, Hara
was appointed to
the board in 1987.
A Vancouver
native, he
attended Kobe
University of
Economics in
Japan and is a
graduate of the
Advanced
Management
Program of the
Harvard School of
Business Administration. He also serves
as chair of the Asia Pacific Foundation.
Hara was elevated to Officer ofthe Order
of Canada in 1992. He was presented
with an honorary LLD from UBC in
1990.
MICHAEL HUGHES Hughes, a PhD
candidate in laser and plasma physics,
was elected by
students to the
board in 1993. A
native of Victoria,
B.C., Hughes
received his
undergraduate
training at
Queen's
University in
Kingston, Ont.,
before completing
a Master of Applied
Science degree in
physics at UBC.
He is actively involved with the Alma
Mater Society's student council and Global
Development Centre, and with the
graduate student council. He has served
as a member of several activist groups
and was instrumental in organizing
protests against tuition fee increases at
UBC in 1992.
Hara
Hughes
Kunin
Lau
ROSLYN KUNIN    Kunin,  executive
director of the Laurier Institution, was
appointed  to  the
board in 1993. She
was  educated  in
Quebec and
Ontario before
receiving a PhD in
Economics from
UBC in 1970.
Kunin was a
visiting assistant
professor in
agricultural
economics at the
universttyin 1972-
73, before joining
Employment and Immigration Canada
as a regional economist where she has
served for the past 20 years. Her volunteer
activities include chair of the Vancouver
Economic Advisory Commission, chair of
the Vancouver Crisis Centre and vice-
president of the YWCA. She has received
the Crystal Ball Award from the
Association of Professional Economists
of B.C. on several occasions for forecasting
the Canadian economy.
ORVIN LAU A fourth-year computer
science student, Lau was elected by
students to the board in 1993. He served
for three years as
a member of UBC's
Senate where he
co-chaired an ad
hoc committee on
teaching
evaluation. He also
was a member of
Senate's
committee on
academic policy,
the ad hoc
committee on the
environment for
teaching, and several other Senate
appointments. Lau is currently a director
of the Alma Mater Society and a member
of the Campus Computing Advisory
Board. He is the recipient of a number of
honours, including two Duke of
Edinburgh awards presented to him in
1986 and 1987.
ROBERT  LEE     Chancellor of the
university, Lee is a UBC graduate (BComm
'56) and president
of Prospero
International
Realty Inc. He
served two terms
as a member of
UBC's Board of
Governors prior to
becoming
chancellor, and
was founding
director of the UBC
Foundation. Lee
currently serves as
a member of the
leadership committee of A World of
Opportunity, the university's fund-raising
campaign. In 1990, he was invested as a
Member of the Order of B.C. and was
honoured with the Businessperson ofthe
Year Award that same year.
TONG LOUIE Chair and CEO of H.Y.
Louie Co. Ltd., Louie was appointed to
the board in 1990.
A UBC graduate
(Agriculture '38),
Louie is also chair,
president and
CEO of London
Drugs Ltd., and
vice-chair and
director of IGA
Canada Ltd. He
was named
Entrepreneur of
the Year for B.C.
in 1987 and was
presented with the
Outstanding Community Volunteer
Leader Award by the YMCA of Greater
Lee
Moen
Partridge
Louie
Vancouver in 1988. Louie was named a
Member ofthe Order of Canada in 1989
and was presented with the Order of B.C.
in 1991. He received an honorary LLD
from UBC in 1990.
LOIS MOEN Moen. an administrative
clerk in the Faculty of Medicine. Dean's
Office, Postgraduate Education, was
elected by staff to
the board in 1993.
She has held her
current position
since 1989 after
j oining UBC a year
earlier as a clerk
in the Telecommunications
Dept. Moen has
served as a shop
steward for CUPE
2950 for the past
five years, sitting
on the union local's executive as chief
shop steward since 1992. She is an active
volunteer in numerous community
associations and political organizations.
MICHAEL PARTRIDGE Regional vice-
president of employee benefitsfor London
Life Insurance Co.,
Partridge was
appointed to the
board in 1991. A
UBC graduate
(BComm '59), he
has served as vice-
president and
president of the
UBC Alumni
Association and
was co-chair ofthe
David Lam
Management
Research
Endowment Fund. Partridge received the
Blythe Eagles Volunteer Service Award in
1987 and was a recipient of the 1990 UBC
Alumni 75th Anniversary Award of Merit.
DENNIS PAVLICH    Pavlich, a UBC
professor of Law, was elected by faculty to
the board in 1990.     . ,
He received both
his undergraduate
and  LLB  degrees
from the
University       of
Witwatersrand in
Johannesburg,
South        Africa
before graduating
from Yale
University   Law
School  with   an
LLM   degree   in
1975. Pavlich has served as an attorney
ofthe Supreme Court of South Africa and
as a member ofthe Canadian Association
of Law Teachers. His research and scholarly
activities include real property law.
DAVID STRANGWAY Strangway
became a member of the board upon
being appointed
president and vice-
chancellor of UBC
in 1985. The son
of medical
missionaries, he
attended school in
Angola and
Rhodesia before
entering Victoria
College at the
University of
Toronto in 1952
where he earned
undergraduate
and graduate degrees in physics.
Strangway was a faculty member at the
University of Colorado and at the
Massachusetts Institute of Technology
before joining the Physics Dept. at U of T
in 1968. In 1970, he became chief of NASA's
Geophysics Branch, responsible for the
geological aspects ofthe Apollo missions.
Pavlich
Strangway 10 UBC Reports • September 16, 1993
Condomania
John Chong photo
Radio hotline host Rhona Raskin was dispensing more than
advice to UBC students during a visit to campus on Sept. 8.
Raskin, with help from 10 student volunteers, distributed
1,500 condoms in about 30 minutes to the noon-hour lunch
crowd outside the Student Union Building. It was all part of
a campaign promoting the importance of using condoms
sponsored by the Vancouver Health Dept.
Classified
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 Sept. 30, 1993 issue of UBC Reports is noon, Sept. 21.
Services
ATTENTION FOREIGN STUDENTS!
Need help with your written
English? Experienced writer/
editor available to turn your
theses into concise,
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R A R Y
NEW FINES POLICY
IMPROVED
CIRCULATION SERVICES
The Library has a new circulation system and fines policy.
Here's a guide to what's new:
IMPROVED ONLINE CIRCULATION SERVICES
"■*        Up-to-the-minute
circulation information
* Self-service renewals
* Self-service listing of items
you've signed out
NEW FINES POLICY
* Automatic fines for all
overdue materials
* Fine rates are:
Regular loans
Reserve loans
$l/day
$l/hour to a
maximum of $5/day
$30
Max. late fine
For more information about the
Library's loan policies, please pick up
a copy of Guide to Loan Regulations at
any UBC Library.
DO IT RIGHT! Statistical and
methodological consultation;
data analysis; data base
management; sampling
techniques; questionnaire
design, development, and
administration. Over 15 years of
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experience in the social sciences
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EDITORIAL SERVICES Substantive
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Miscellaneous
ARTROPOLIS '93 needs volunteers
available during the day for the
weeks before spectacular
opening on Oct. 22. Old
Woodwards building. Call Ruth
689-5811. Variety of skills required.
STOPASSAULTS! Call Tough Lady
Products as seen in Maclean's
magazine, Vancouver Sun, BCTV.
Personal, burglarandcaralarms.
Call Myra 645-0412.
Accommodation
VISITING PROFESSOR at Centre
for Research in Women's Studies
and Gender Relations requires
accommodation for the period
January to June 1994. Two
bedroom for accompanying
child and dog preferred.
Contact 822-9173 for further
details.
...the best organized
International Congress
they had ever attended."
John R. Ledsome, MD- International Congress of Physiological Sciences
••...You provided meeting rooms for almost 4,000 people
and accommodation for over 2,000 for two weeks and did it
in a friendly and efficient manner."
Dr. Gordon A. McBean- International Union of Geodesy and Geophysics
••...You performed beyond the call of duty and were able
to foresee potential problems before they happened."
Dr. Daniel F. Gardiner- UBC Program for Executive Development
**...a mark of excellence to supply the needs of a
conference and receive no complaints!"
Mary Lou Bishoff- Anglican Renewal Ministries Conference
Lei us help you plan
the best conference you've ever attended
• Accommodation in highrise towers with spectacular
ocean and mountain views
• Set on 1,000 wooded acres only 15 minutes from
Vancouver city centre
• Flexible meeting areas for groups from 10 to 3,000
• Complete audio-visual services and satellite
communications available
• Catering for events from barbecues to dinner dances
• Comprehensive conference organization and
systems support
Write, phone
or fax for
video and
information
UBC
Conference
Centre
Iniversity of British Columbia
5961 Student Union Boulevard
Wineouver. BC Canada V6T 2C9
Telephone (604) 822-1060
Fax (604) 822-1069
CANADA'S LARGEST UNIVERSITY CONFERENCE CENTRE UBC Reports ■ September 16,1993 11
New And Improved
Martin Dee photo
Phase one renovations at the UBC Bookstore are almost complete and include additional
lighting, increased visibility and access to the merchandise areas in the centre ofthe store.
The bookstore will have an official grand re-opening Oct. 20th. Phase two ofthe renovations
begins in April.
Safari encourages healthy diet
by Connie Filletti
Staff writer
Healthy eating is in store for
you. In the local grocery store,
that is.
That's why shopping safaris
through the aisles of local
supermarkets are being planned
by the Student Health Outreach
Program for UBC students
interested in learning Lo shop for
economical, tasty and nutritious
foods.
"Our aim is to educate
students about choosing and
enjoying nutritious foods while
living on a low budget," said
Shirzad Kassamali, a fourth-year
dietetics student who led a pilot
safari in April.
Kassamali designed,
implemented and evaluated the
project as her guided independent
study with the Student Health
Outreach Program.
She believes that the shopping
safari can help students identify
and correct any misconceptions
they may have about food labels
and nutritional claims and
introduce them to a variety of new
products which they may want to
incorporate into their daily diet.
Scheduled to begin this
month, the 90-minute
supermarket tours will feature
tips on shopping for convenience
foods, meat alternatives, frozen
foods and making inexpensive
but nutritious selections from
the four food groups.
A booklet has been produced
by Kassamali, in co-operation
with the Student Health
Outreach    Program,    as    a
supplemental guide for students
who participate in the
supermarket tours.
Margaret Johnston, UBC's
Student Health Outreach nurse,
is planning to offer shopping safaris
every week. Ten students can be
accommodated on each tour.
Johnston said that although
there are community-based
shopping safaris which primarily
promote heart health, the UBC
initiative focuses on the specific
needs of a student population.
"Many students experience a
transition phase between living
at home and living
independently," Johnston said.
"Our program teaches students
how to eat well without costing
them more time or money."
To register for a safari, call
822-7011.
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designed this very special cruise/tour for the alumni, staff, families and friends of UBC.
Incredible value, flexibility, timing, including one of the most interesting destinations -
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I
People
by staff writers
Piers
Edward Piers, a professor in the Dept of Chemistry, is
the winner ofthe 1994 Canadian
Society for Chemistry's Alfred
Bader Award for excellence in
research in organic chemistry.
Piers will receive a cash prize of
$3,000. As well, he will present a
lecture at the annual Canadian
Society for Chemistry Conference and
Exhibition to be held in Winnipeg next'
May.
His research involves the discovery
and development of new methods in
organic synthesis and their
application to the total synthesis of
structurally novel, biologically active natural products. He
also investigates the stereoselectivity and chemoselectivity of
selected organic reactions.
rof. Peter Larkin recently received the Carl R. Sullivan
Fishery Conservation Award from the American
Fisheries Society.
The award is given annually to an
individual or organization for
outstanding contributions to the
conservation of fishery resources.
An internationally recognized
expert on the management of fisheries
resources, Larkin is a professor
emeritus in Zoology and Resource
Ecology and also chairs the Royal
Society of Canada's Research
Evaluation Unit at UBC.
He received the award at the
society's annual meeting held last
month in Portland, Oregon.
• • • •
Commerce and Business
Administration Prof. Izak
Benbasat is the recipient of the
MIS (Management Information
Systems) Quarterly Distinguished
Scholar Award.
The award recognizes significant
long-term research contributions in
the field of information management
and is the highest recognition in this
field given by MIS Quarterly.
MIS Quarterly will award a $1,000
scholarship to a graduate student of
Benbasat's choosing.
Larkin
Benbasat 12 UBC Reports ■ September 16,1993
A conversation with Daniel Birch
As vice-president Academic and
provost, Daniel Birch is UBC's senior
academic administrator and oversees a
budget that accounts for 70 per cent of
the university's total operating fund. His
primary responsiblity is the allocation of
resources and working with the deans
to achieve their plans and goals.
UBC Reports recently sat down with
Birch to discuss issues facing the
university, including teaching, access to
the post-secondary system, the
changing role of education and the
future direction of academic programs.
UBC Reports: Access to post-
secondary education is of concern to
educators well as to the public. What is
UBC's role among B.C. post-secondary
institutions in providing access for the
growing numbers of people demanding
entry?
Birch: Beyond providing an excellent
and sometimes innovative education to
a large number of undergraduates and
a growing number of graduate
students, UBC's contribution lies in
our continued efforts to make degree
programs available throughout the
province through partnerships with
university-colleges. I think this is one
of the success stories of the last few
years — the degree completion
programs in the regional colleges. They
have great appeal to people who are
concerned about the expense of moving
away from home and offer assurances
that there are good quality programs
close to home. The demand is huge.
Sometimes people hark back to a
supposed golden age when anybody
who wanted to go the university could
go to university, but in those days we
talked about a BAC degree — bounced
at Christmas. A very large proportion,
sometimes as many as 40 per cent of
students failed their first-year English
in the good old days. Was that evidence
of an outstanding undergraduate
program? I'm not sure.
UBC Reports: Are these university-
colleges intended to evolve into freestanding universities?
Birch: They will in the next very few
years. The legislation is already in hand
to give them the right to grant degrees
and it's a question of reaching the point
where the mechanisms for academic
governance are in place in those
institutions and both the university-
college and ourselves are comfortable
with cutting the umbilical cord.
In the span of a very few years we
will have gone in B.C. from three
universities and the Open Learning
Agency to as many as 11 degree-
granting institutions. BCIT is almost
certain to obtain degree-granting
status, Emily Carr College of Art and
Design may, at least five of the
university-colleges will become quasi -
independent degree-granting
institutions and, of course, UNBC will
soon be in full operation.
UBC Reports: So that should take
some ofthe enrolment pressure off UBC?
Birch: One would assume it would
take some pressure off us, but look at
what's happened in the Okanagan. The
number of students coming into first
year at UBC from Kelowna is less than
it used to be, but it hasn't gone down
at all in terms of numbers of students
from Penticton or Vernon. Transfer into
second- and third-year programs at
UBC is actually up from the university-
colleges from what it was before.
Another trend is the number of
students coming from other provinces.
Ontario, particularly, has gone up quite
significantly. What's happening is that
UBC has become a national institution.
UBC Reports: There is a perception
that UBC is evolving into a research-
intensive institution at the expense of
undergraduate programs. How do you
respond to that?
Birch: Well, I don't agree with that
at all. Some people are inclined to
define research and teaching as if they
were in competition with each other.
Sometimes they are in competition for a
faculty member's time, but they also
reinforce each other. One of the things I
find very refreshing at UBC in the last
two or three years is an increasing
attention to teaching, the development
of teaching skills and the recognition of
teaching through prizes. For example,
this fall the Science faculty is initiating
a Science One program — an integrated
program which is a really creative
approach to teaching and curriculum. I
take this as further evidence that there
is a fairly general resurgence of an
interest in and commitment to high
quality teaching at UBC.
UBC Reports: In what other ways is
UBC working to strengthen its teaching
programs?
Birch: There are several ways. As a
result of a recommendation made by an
ad hoc Senate committee, I report to
Senate each year when there are any
evaluations of less than satisfactory
teaching. As it turns out, it is a very
very small proportion of cases where an
instructor is seen as less than
satisfactory. When it does happen, we
often find that somebody was assigned
to a course which really didn't match
their particular strengths. Some people
are very good lecturers, other people
are better in small groups, some are
very good with introductory students
and others are better with more
advanced students. While you want to
be fair in parcelling out loads, you also
want to take advantage of the strengths
different people have.
Sometimes if an individual has not
done very well, it is suggested they
consider getting into a discussion or
dialogue about teaching, and in a
number of instances, this has been
very helpful. In about one-third of the
cases where teaching has been
evaluated as less than satisfactory, the
individual has not been reappointed. I
think that says something very
important about how seriously teaching
is taken at UBC. Some faculties,
Commerce being one of them, actually
post all of the teacher evaluations so
they're available to students.
As I've previously mentioned, it
wasn't long ago when we had a failure
rate as high as 25 to 40 per cent in
first -year English and we had a
significant iaiiure rate in sc70nd-year
English as well. Whai created this
difficulty and remains a challenge in
teaching first year English today is the
diversity of our student body. We've
responded to this challenge by creating
the University Writing Centre and
providing special learning opportunities
for students who require it. We have
dramatically reduced failure rates and
that's not only because we have more
serious students, it's also because we
see quality of education bound up not
with how many students you fail, but
how many students have been
challenged to succeed.
"I believe that
education is
fundamentally a
moral enterprise.
- Daniel Birch
UBC Reports: There
is a public perception
that post-secondary
education needs to be
revamped in order to
respond to the changing
needs of society. Do you
agree with that
perception and if so,
what is UBC doing to
meet those needs?
Birch: It's a
reasonable question — one we should
be constantly asking ourselves. The
best way we can contribute is to give
people the abilities of critical thinking
and problem solving and some
significant knowledge of their heritage.
Those students are capable of bringing
much more meaning to their own lives,
making decisions and continuing to
learn. We should be graduating people
who have some sensitivity to cultural
differences, who have some awareness
of moral and ethical issues and the
ability to address them. And we should
be concerned about people living
ethically, not just able to earn a living
well. Universities went through a period
in which it was very important to
demonstrate they didn't stand in loco
parentis, they weren't carrying out a
parental responsibility. We see all
kinds of evidence today that we are
taking more seriously the ethical as
well as the Intellectual responsibility we
have towards students. I believe that
education is fundamentally a moral
enterprise.
UBC Reports: Some feel that we
should be teaching students job skills,
rather than a strictly academic
curriculum.
Birch: There's no question you
shortchange students seriously if you
just focus on skills relevant to a
particular job or a particular job
market at a given point of time. Most of
us have probably said, "I learned more
on the job — in terms of specific job
requirements — than I did in
university." This is as it should be.
Having said that, I don't object to giving
students a set of skills which will
enable them to learn the specifics of
any given job and that's what many of
our professional programs do. But if we
set out to put a major emphasis on the
specific skills, we turn out graduates
with skills that are obsolete by the time
they are employed. It sounds glib and
as though one is evading a
responsibility to take that position, but
I believe it very strongly.
UBC Reports: What other trends do
you see shaping and challenging post-
secondary education in coming years?
Birch: There was a time universities
had a monopoly on intellectual activity
and advanced teaching. In an
information age, that is no longer true.
We have lost our monopoly, but it's not
something we should mourn. We are
now able to make strategic alliances
with other institutions in
■^^^"■n"     society and this will
make for interesting
developments both in
research and in
teaching. We have seen
some steps in that
direction in research
activity — in the
Industry Liaison Office
     and an increasing
integration of basic
research, applied
research and even commercialization of
findings. We're going to find it
increasingly in education, as well.
One of the areas where it is obvious
is in a professional field like medicine.
The Faculty of Medicine is developing a
plan called Medicine 2000 for building
coherent, focused research programs —
research programs which we couldn't
begin to do on our own — to take
advantage of the complementary
strengths in the various teaching
hospitals. By working together in
strategically planning teaching,
research, and clinical programs in
those hospitals, we can become a
powerhouse in bio-medical research.
This is going to happen in many other
fields, too, although I don't know what
forms it will take.
In some programs it may involve
overseas experience, not just with
similar universities elsewhere, but with
corporations or professions. I'm looking
forward to the exploration of these
strategic relationships. They will
multiply the impact a university can
have. We can't live in isolation.
UBC Reports: What new academic
programs are being planned at the
university?
Birch: UBC is in a position to build
on its strengths in many fields. For
example, the proposed journalism
program takes the somewhat radical
notion journalists ought to know
something in depth, and not just have
a set of technical skills. We can offer a
program which draws on our
considerable depth in fields such as
political science, history and other
related fields. Similarly, the fund-
raising campaign has generated for us
a whole series of new endowed chairs
related to Asian research. They will not
be dropped into a vacuum, but rather
they are coming into a context in which
a very large number of people are
already engaged with Asian research.
Adding this increment enables us to
build relationships among various
fields. Another example is that we are
the first university in Canada to
approve a PhD program In law. Here
again it's based on the notion that
study at the most advanced level can
take place in the context where law is
not isolated, is not alone, but related to
the social sciences, particularly. It's
that kind of thing that comes out of the
comprehensiveness and the
commitment to building on strengths.

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