Senate

Alison Watt, Director, University Secretariat

Burnaby BC V5A 1S6

FROM ?

The Board of Governors approved the President's Agenda for 2007/08 at its meeting on

25 September, 2007, and it is forwarded to Senate for information.

Part 1 Agenda for 2007/08

Part 2 Report on quantitative indicators for 2006/07

PRAJ '

SIMON FRASER UNIVERSITY

THINKING OF THE WORLD

.SFU

lip

MICHAEL STEVENSON, PHD

PRESIDENT AND VICE—CHANCELLOR

PART 1

positioning SFU as a leader in environmental economics and policy research, in

Chair

Board of Governors

Simon Fraser University

Burnaby, BC V5A 1S6

Dear Nancy,

In order to complete the strategic planning and performance review exercise led by

the Board this Summer, I am writing to summarize my objectives for the academic

year 2007/8.

I will continue to give high priority attention to:

improving the research culture and level of research intensity at SFU

managing student recruitment and enrolment growth without cost to the

quality of our programmes

elevating the profile of SFU in media attention and community recognition

I will continue to benchmark our progress on these fronts by reference to the

quantitative indicators we agreed upon last year. Further I will pursue the broader

logic of my 5 year agenda, encouraging the development of a more differentiated mix

of distinctive and competitive graduate and interdisciplinary programmes which

sustain SFU's reputation for innovation and excellence.

As an elaboration of these latter concerns, I am committed to three broad strategic

initiatives which I hope will provide substantive direction for the coming year:

First, I am committed to the further elaboration of our profile in the health sciences:

to extending the range and depth of the Faculty of Health Sciences' programmes in

public and population health, global health and infectious disease control, and mental

health; to building on strengths in the Faculty of Science and the School of

Kinesiology in areas of medicinal chemistry, nanomedicine and physiology; and to

encouraging a major new multidisciplinary initiative in genomics, building on

strength in many Faculties.

Second, I am committed to building our strengths in environmental studies, especially

Second page

SIMON FRASER UNIVERSITY

THINKING OF THE WORLD

Dr. Nancy McKinstry

August 22. 2007

fisheries management, conservation and the sustainability of coastal communities, and

in alternative energy research in the materials sciences.

Third, I am committed to encouraging a significant development of programmes that

enhance our understanding of cultural change under the conditions of globalization

and the evolution of multicultural societies. In this regard, I am especially committed

to furthering the development of the School of International Studies and allied

programmes, and to facilitating the evolution of a new multidisciplinary synergy and

collaboration between programmes in contemporary arts, media and communications,

and design. I have indicated my personal support for a proposal to create a new

Faculty uniting programmes in these latter areas.

I believe this three point strategic focus responds to urgent social needs as well as to

enormous opportunities at SFU. I look forward to working with the Board as well as

with my university colleagues to affect change in these areas.

Yours sincerely,

Michael Stevenson

President and Vice-Chancellor

MS:eo

11,

­

A07\1. 1.21 \iitckiiistry-gencti.doc

SFU: RECREATING CANADA'S MOST EXCITING UNIVERSITY

THE PRESIDENT'S AGENDA 2005-2009

Michael Stevenson ?

June 2005

(1) ?

Introduction

This agenda follows my previous statement "SFU @ 40" written four years ago. That

document summarized a number of priorities that have defined fundamental change in the

intervening period.

Very significant new academic initiatives have been made over the last few years to

realize my first agenda, the most notable of which have been:

> the establishment of the Surrey campus and the approval of the new School for

Interactive Arts and Technology;

> the conclusion of the undergraduate curriculum review and approval of

recommendations for far-reaching curriculum revisions to establish writing and

quantitative skills as well as breadth requirements in every SFU degree progranme;

> the establishment of a new Faculty of Health Sciences, approval of its first curriculum

proposals and hiring authorization for the first of its graduate programmes in

Population and Public Health;

> the establishment of new, interdisciplinary graduate programmes in public policy

analysis, urban studies, and development studies;

> the development of a comprehensive strategic plan for internationalization, and the

reorganization of administrative support for such plans through the establishment of

SFU International.

Notable achievements in research include:

> continued leadership of the comprehensive universities in research, including ranking

4th

amongst all Canadian research intensive universities in the humanities and social

sciences, and 5

among all in science and engineering, for the number of

competitively awarded grants per 100 faculty members;

> the award of major infrastructure grants from the Canadian Foundation for Innovation

to support leading clusters of expertise at SFU in materials science, mathematics,

computing and other areas;

numerous individual awards to faculty and students, which continue SFU's tradition

of out-ranking other institutions for the national and international recognition of

scholarship.

Major changes in campus development include:

a soon to be completed computer science building, and renovations enabling the

. ?

occupancy by engineering science of the former applied sciences building;

> three new undergraduate residences linked to a new cafeteria facility in the student

residence complex;

> approval for fit-out of the Surrey Campus and opening of the first two floors of that q

facility;

Pa.g-4--oF-1

> completion early in the next academic year of the new Segal Graduate School for

Business as part of the Vancouver campus;

> approval of projects to build a new science and applied science building, a new arts

and social science building, a new health sciences building, and a new- gymnasium

and recreation facility;

> approval for the relocation of the School for Contemporary Arts as part of the

Woodward's redevelopment in downtown Vancouver.

Major efforts have been made to diversify funding in support of the university. Tuition

has been increased significantly across the board, and differential fees have been introduced in

higher cost programmes, and for international students. These increases have allowed the

university to manage declining per FTE grants without any compromise in quality, and to invest

in infrastructura.l and other initiatives not funded by government. We have also made major

strides towards realizing new fundraising targets which entail a four- to five-fold increase in

endowments and other financial contributions to the university in the period 2000-05 as

compared to the preceding five years. The Reaching New Heights campaign is in its final phase,

and we are confident of realizing a $125 million target by the end of the 40

th anniversary year.

(2) ?

Environmental Scan

The broad environmental pressures confronting the university remain essentially

unchanged from the time I outlined my first agenda, although progress has been made on two

fronts. Recent government action has substantially addressed the problems of demand for and

accessibility to higher educational institutions in B.C. with the commitment to fund an additional

25,000 seats throughout the province. And the chronic facilities and infrastructure deficit faced

at the beginning of the decade will be addressed to a large extent by projects to build academic

and other facilities at SFU valued at close to $400,000,000.00.

In both these areas, however, there remain important concerns. SFU, like the other BC

universities, has yet to receive adequate grant funding for these new enrolment targets, and

enrolment growth will compromise quality at current funding commitments. The infrastructure

requirements have also not been fully met. Despite very significant government financing of key

projects, government funding covers only about

75%

of the space requirements previously

agreed to as necessary for the match of academic facilities to enrolment targets. Further, we face

unprecedented inflation in construction costs within the Lower Mainland. Again, therefore,

absent future improvements in infrastructure funding, we cannot sustain quality.

Other pressures remain: intensifying national and international competition in higher

education; the increasing necessity of diversified sources of funding; the increasing pressure for

engagement with external communities, and the increasing demand for greater accountability to

external stakeholders.

the most innovative interdisciplinary and professional programmes; and

the most responsive engagement with the broader community.

It is clear however that these general objectives do not give sufficiently clear direction or

motivation for change. For the next five years, I propose a series of more refined objectives

relating to academic quality enhancement; greater attention to and recognition of the quality of

student life; and an improved public profile.

(3) ?

Academic Qualit

Enhancement

I believe there are four important dimensions in which our academic programmes should

be improved.

First, we need to improve the mix of graduate student enrolment in our total activity. In

my view we should aim to increase the proportion of our total enrolment in graduate

programmes to 25% of total enrolment. The importance of graduate enrolment relates very

much to the research mission of the university and to its competitive position in the distribution

of funding for research. Over the past decade, there has been a sharper differentiation of higher

educational institutions and an increasing advantage to more research intensive institutions as a

result of changes in federal and to some extent provincial funding. No university can remain in

the front ranks, as we aim to do, without sustaining a front-ranking position in research and

research funding. No institution can do that without having front-ranking graduate programmes,

and relatively high graduate student enrolment.

To achieve this objective, we must obtain government funding of graduate student

enrolment, which has not been the case in BC since 1990. Further, we must expand financial

assistance budgets for graduate students. Partly, this will be achieved by the expansion of our

research activity which should follow from expanded faculty complements as a result of

enrolment growth, and expanded graduate enrolment which adds to the research capacity and

productivity of faculty. However, it is necessary to give strategic priority to private fundraising

for graduate student assistance if we are to be truly competitive in this area.

Second, we must continue to increase the diversification of our programmes, increasing

the number of professional and quasi-professional programmes, as well as creating new

interdisciplinary specializations. In the restricted span of the next

4-5

years, we should

concentrate on assuring that the new campus at Surrey, and the new Faculty of Health Sciences

become home to as rich an array as possible of differentiated programmes. At the Vancouver

campus we should continue to develop new applied and professional programmes, once we open

up the new Segal Graduate School for Business. And on the mountain, we should attempt to

create a stronger balance of science programmes and enrolment, reducing the relative size of

enrolment in arts and social science, but allowing for greater selectivity and a greater weight of

graduate enrolment and research in all programmes at our largest campus.

Third, we must successfully complete the undergraduate curriculum revisions now

underway, thereby assuring higher quality undergraduate programmes across the board. These

innovations in the establishment of written communications, quantitative reasoning and breadth

requirements should be closely monitored, with data on successful implementation widely

publicized. In addition, we should dramatically extend the scope of the Semester in Dialogue

programme. This experiment in undergraduate education has proved very effective in

developing cohort bonding, service learning, team work and lateral thinking across disciplinary

boundaries. It deserves to be expanded to accommodate a significantly greater number of

students in their final year. A capstone course like this should become a distinguishing feature of

the SFU undergraduate experience.

Fourth, we should continue the expansion of international enrolment and programmes,

especially in partnership with front-ranking international institutions. In this light, we should

expand the development of Joint degree programmes on the model of the SFU-Zhejiang degree

in Computer Science. Such programmes can become a defining mark of the distinctive academic

experience offered at SFU. More generally, astronger mix of international enrolment enhances

the quality of the learning environment for domestic students, and, as importantly, it allows an

independent source of funding for expanding teaching and research complements as well as

infrastructure. International enrolment targets should move from 10% to 15% of total enrolment.

(4) ?

Student Life

No university can claim a place amongst the leading institutions of the world without

guaranteeing students a unique social as well as educational experience. In my view there are a

number of areas that require attention.

We must resolve the problems of undergraduate course availability.

There remain far too

many students who indicate they cannot get the courses they wish to take, or worse, the courses

they must take to complete degree programmes. Close attention must be paid by departmental

and faculty administrators to obtaining the necessary information on course demand in excess of

spaces provided in any semester, and assuring that adjustments are made to subsequent course

offerings and scheduling.

We must meet the targets of the strategic plan for internationalization, assuring that

students have richer contact with international students at SFU, and that they obtain an

international experience themselves through exchange or field school programmes. In the

contemporary world, a high quality undergraduate student experience demands an international

component.

We must improve the

ualit y

of student services at SFU. This will require optimizing the

capacities of the new student information system and of other web-based communication with

students. It will also however require improved counselling and support for student life, and we

need to research the benchmark capacities in such areas of our leading competitors before

creating clear and achievable targets for improvement at SFU.

We must invest in improved extra-curricular programmes at SFU. To begin with, we

must build on investments already underway in improving our athletics and recreation facilities.

Careful investigation should be made of the possibilities of specialized fitness counselling and

personal training as a general option for SFU students. Second, we should investigate ways in

which to invigorate extra-curricular programming at SFU. The new Dean of Continuing Studies

and AVP Student Services should take leadership in this area, building on the already significant

activity at SFU Vancouver, and ensuring more varied programming on Burnaby Mountain and in

Surrey. New appointments to the University's Art Galleries should be mandated to create more

Svaried programming in the visual arts, and we should investigate the possibility of an

appointment in Student Services to handle the mandate of an "impresario" assuring that we

create opportunities to see interesting film, theatre, dance, and music not available elsewhere.

Our objective should be to ensure that SFU becomes a destination for members of the

community interested in the performing arts and in public affairs dialogue and debate, as well as

providing our students a stimulating on-campus life outside the classroom.

(5) ?

Public Profile

Most members of the SFU community feel, I believe correctly, that the university's

public profile and reputation lags behind its real achievements. We must rectify this situation.

First, we need to improve SFU's media profile. In part, this requires completion of a

visual identity programme currently in progress. More important, we need better focus on

strategic media opportunities, with cultivation of press, radio and TV contacts to assure that they

pick up on these opportunities. Senior administrators, especially the President, need to emulate

the considerable success of SFU faculty members who serve as "expert consultants" to the

media.

Second, we need to improve communications and connections with alumni. In part, this

. ?

is a matter of providing more regular and detailed information on changes at the university, as

we have begun to do with reasonable success. More important, however, is the development of

effective feedback and communication from alumni, and most important will be the creation of

effective networking amongst key alumni who can assist with the broad advancement,

government relations, academic and community outreach agenda of the university.

Third, we need to make further improvements in private fundraising. For a new

institution, SFU has made very significant progress in this area. However, we need to move

from the innovations introduced around the 40

anniversary, "Reaching New Heights"

campaign, to a sustainable capacity to plan and market high quality proposals from all quarters of

the university, manage effective cultivation and stewardship of external donors, and generate a

much higher level of commitment through annual campaigns and bequests from the SFU

community of faculty, staff and alumni.

Clearly none of these improvements in our institutional profile can be achieved without

an additional investment of resources. We must find ways, despite very tight operating budget

constraints, to initiate those investments, or the university will be unable to hold its place, let

alone improve its standing in the increasingly competitive environment we face. I am hopeful

that the Board of Governors will take an active role in advising on all these fronts, and that all

sectors of the university community will embrace the need to give these matters priority

attention, as I will.

'if-!--

gill 1

PART 2

MICHAEL STEVENSON, PHD

PRESIDENT AND VICE—CHANCELLOR

July 3, 2007

Dr. Nancy McKinstry, Chair

Board of Governors

I am writing in regard to my performance assessment for the year 2006-7. As

Burnaby, BC V5A 1S6

Dear Nancy,

indicated in my correspondence with your predecessor, Saida Rasul, I have agreed to

focus my activity in this period in three areas, and to report on relatively simple,

quantitative indicators. In these terms, I would summarize the year as follows:

In summary, the more refined data on research performance are not available as I had

1. Research Intensity

I have worked actively with Mario Pinto to increase the level of research intensity at

SFU. I believe we have been very successful during the year, as indicated in the

memo from Mario ofJune 7, attached.

As he indicates, SFU has enjoyed an 11.6% increase in research funding in the last

fiscal year, bringing the total level of research revenue to $67 million. This continues

a strong linear improvement from 2004-5, when Mario took over his portfolio.

A second indicator of the intensity of research at SFU this past year is the success rate

for our faculty in grant competitions as compared to the national average. Our

scientists have a 14% better success rate for NSERC discovery grants than the national

average; our faculty in the social sciences and humanities a 13% better success rate for

SSHRC grants, and even faculty competing for Canadian Institutes of Health

Research grants do 4% better than the average in Canada. Although these success

rates are impressive, we aim to do more to benchmark activity more narrowly against

the top research institutions in the country, and await comparable data on the number

of research grants per full-time faculty member for 2006-7.

A third indicator focuses on the output rather than financial inputs to research.

Although we had data for 2006 showing that SFU was the top comprehensive

university in Canada by a measure of "publication effectiveness", meaning that we

produced more high-impact publications at lower cost, there is not yet new data

available for 2007.

Second page...

SIMON FRASER UNIVERSITY

THINKING OF THE WORLD

Dr. Nancy McKinstry

July 3. 2007

hoped, and I have to rely on the success rates for grant applications, and the aggregate

increases in research funding. I am confident that when we have additional data in

hand they will confirm a very positive story of SFU's successful advances in research

intensity.

2. Enrolment Management

Despite the pressures of declining domestic high school graduating classes, increasing

funded spaces available in B.C. post-secondary institutions, and increasing

competition for international students, SFU's record of enrolment management in

2006-7 was very satisfactory (see the memo from Joanne Heslop).

We were within a fraction of 1% of our domestic undergraduate enrolment target,

and considerably above the domestic graduate enrolment target. The result was a

comfortable excess of domestic enrolment over target.

International enrolment was far less satisfactory, with a nearly 15% shortfall on the

international undergraduate target. This shortfall is on less than 9% of our total

undergraduate student target so it makes only a marginal impact on the mix of the

student population. Budgetary impacts are more serious, although we are able to

manage internal budget allocations in response to enrolment each semester, thereby

limiting expenditures beyond the revenue realized from international student fees.

Clearly, international enrolment management remains a critical issue. We have

reduced targets for the coming year, and will continue to manage budget allocations

to Faculties in response to actual performance on enrolment management.

As important as meeting numerical targets is the ambition to sustain the quality of

student admissions in face of declining application pools. In these terms, SFU

continued to do well

last year, with all

Faculties reporting average grades in excess of

80% for students entering directly from grade 12. The continuing pressures of

declining demographic demand and increased accessibility to post secondary

institutions will make it difficult to maintain this position next year. However, the

most important evidence of our attention to issues of enrolment management this

year is qualitative evidence of far-reaching organizational change in student services

look forward to continued success.

3. University Profile

There has been very marked change in the management of media and government

relations this past year. As indicated in the attached documentation, SFU now

generates over 1,000 stories in the mass media per month. I believe most observers

would say that we have also succeeded qualitatively in generating higher-impact

stories.

It is nevertheless the case, as indicated by comparable data generated from the same

comprehensive news monitoring service that so far in this calendar year we have

generated fewer print media references than UVic, which has a greater monopoly

position in a local market, and less than half the references generated by UBC.

We will be able at the end of the calendar year to make a more exact analysis of

whether we have improved relative to our competitors on a year over year

comparison. So far, the evidence is clear that we have a lot of ground yet to make

UP.

With respect to government and community relations, the evidence summarized in a

memo attached from Mavis MacMillen shows that I have personally been involved in

an average of more than one contact per week with government officials, and more

than one contact per working day with community leaders. As compared to last year,

government contacts are marginally down, while community contacts have been

considerably increased. On balance, I believe my more detailed reports to the Board

show a continued high level of activity on this front.

Finally, with respect to advancement, the memo from Cathy Daminato points to a

very successful year. Aggregate commitments increased from $30,275,730 to

$37,704,602 over the last two fiscal years. This increase is entirely due to a single gift,

and it will be difficult to

maintain

this level of achievement in the year ahead,

especially after the formal closure of the Reaching New Heights Campaign.

However, work is far advanced on the shaping of a new Advancement strategy,

integrating our strategic research plan and the broader 3 year academic plan.

4. Conclusion

I believe this has been a very positive year in all the dimensions of interest to the

Board. Much of the credit is due other members of the senior

administration,

including those not directly referenced in this memo.

When we discuss the year ahead, I will look forward to building on the discussion I

initiated at the Board's Strategy Session earlier this year. My efforts will be devoted

refining

a strategic focus on initiatives that build SFU's profile in three areas:

health (e.g. infectious disease and global health; Asian and indigenous medicine;

nano-medicine and applied genomics), environment (e.g. environmental policy and

regulation; fisheries

conservation

and management, and environmental health), and

cultural change (e.g. contemporary arts, interactive art and design, cultural change in

relation to domestic immigrant adaptation and

international

affairs). Although I hope

to show qualitative evidence for progress on these fronts, I believe the three foci of

this performance report should remain key objectives for next year.

I look forward to discussing these matters with you at your convenience.

Yours sincerely;

dVa4/-_I_

Michael Stevenson

President and Vice-Chancellor

MS:eo

Enclosures

g:\07\1.1.21\mckinsrry

- pres assessment to board.doc

SIMON FRASER UNIVERSITY

OFFICE OF THE VICE-PRESIDENT, RESEARCH

Memorandum

TO:

Michael Stevenson

FROM: B. Mario Pinto

President & Vice-Chancellor

Vice-President, Research

RE: Performance Criteria

DATE: June 7, 2007

Further to your memo of February 26th, the following are the relevant data for those

performance indicators related to my portfolio. My apologies for the lateness of response: the

2006-07 statistics were just finalized.

1. Research Intensity

Objective:

To increase the scope, impact, and competitiveness of SFU's research activity.

Indicators:

(a) The percent increase in research funding 2006 to 2007:

The total research revenues from

all sources for this year is $67 million. This is an increase of 11.6% over the previous year.

/Q?.

Research Intensity 2006-07 ?

9/27/07

(b)

The percent of faculty successful in holding NSERC, SSHRC, Canada Council or CIHR

grants, 2006 to 2007:

NSERC

In the 2007 NSERC Discovery Research Grants competition, 68 projects were funded

out of 81 new SFU applications: a success rate of 84% as compared to the national average of

70%. When broken down by success rates within SFU Faculties, the Faculty of Science had the

best success rate at 32 out of 38 applications funded (88%); Applied Science 27/32 (84%); and

Arts & Social Sciences 9/12

(75%).

SSHRC

In the 2007 SSHRC Standard Research Grants competition, 39 projects were funded

out of 75 SFU applications: a success rate of

52%

compared to the national average of 39%.

When broken down by success rates within SFU Faculties, the Faculty of Health Sciences had a

100% success rate (as they submitted only one application that was funded); Business

Administration at 6/8

(75%);

Arts & Social Sciences

2/5

CIHR For the September 2006 Operating Grants competition, the results for which were

released in January 2007, we submitted 15 grants and three were funded (Chaudhury, Lear,

Leroux), for a success rate of 20%. The national success rate was 16%. An analysis of funding

breakdown by Faculty is not available as of the date of this memorandum.

'3.

Research Intensity 2006-07 ? PV-2-f1

9/27/07

In an analysis of federal granting council and NCE funding for 2006/07, including Canada

Council and the Canada Research Chairs program, the percentage of funding by Faculty is as

follows: Science, 48%; Applied Sciences, 27%; Arts & Social Sciences, 17%; Education,

5%;

Business Admin, 2%; and Health Sciences,

0.5%.

(c)

The number of peer reviewed publications—ranking of SFU in humanities and social

sciences, and natural sciences:

A 2006 report by ReSearch Infosource Inc. ranked SFU the top comprehensive university in

Canada when the cost of research is measured against its impact (quality)—a new measure called

"publication effectiveness." The underlying philosophy behind this indicator is that SFU, as the

top ranking university in this measure, is more effective at producing high-impact publications at

lower cost. Re$earch Infosource compiled information from approximately 6,000 leading

international peer-reviewed journals covering the Natural Sciences, Health Sciences, Social

Sciences and Humanities during the period 1999-2004. These are the latest data available.

The ReSearch Infosource statistics on research intensity, which measure the number of research

grants obtained per full-time faculty member, are not yet available for the 2006-07 year.

Research Intensity 2006-07

9/27/07

1...

Kirk Heber, 05:58 PM

1910612007,

Re: Fwd: President's Performance Criteria

X-Spam-Level: Spam-Level

X-Mailer: QUALCOMM Windows Eudora Version 7.1.0.9

Date: Tue, 19 Jun 2007 17:58:12 -0700

To: Mavis Macmillen <mamacmil@sfu.ca

>, joanne@sfu.ca

From: Kirk Heber <raheber@sfu.ca

Subject: Re: Fwd: President's Performance Criteria

Cc: jhw@sfu.ca

X-Virus-Scanned: by antibody.sfu.ca

running antivirus scanner

Hi Mavis,

Here are the GPA averages for the BC12 registered entry cohort, Fall 2005:

Mavis Macmillen wrote:

141 Joanne, Kirk - Michael would like to have the Fall 2005 numbers for GPA as well - I need to

put this together for early July, so would appreciate it whenever you can get it to me

thanks a lot

Mavis

At 03:54 PM 08/05/2007, you wrote:

Mavis, here is the information that MS requested from me regarding his Board performance

evaluation. Please let me know if this is sufficent.

X-Spam-Level: Spam-Level

X-Mailer: QUALCOMM Windows Eudora Version 7.1.0.9

Date: Tue, 08 May 2007 10:00:36 -0700

To: John_Waterhouse@sfu.ca

From: Joanne Heslop <joanne©sfu.ca>

Subject. Presidents Performance Criteria

Cc: Bill _Krane@sfu.ca, Kirk Heber <raheber@sfu.ca

X-Virus-Scanned: by antibody.sfu.ca

running antivirus scanner

John,

In response to Michael Stevenson's Feb 26 memo to you regarding "President's Performance

Criteria", Bill asked me to provide the following enrollment management indictors directly to

Printed for Mavis Macmillen <mamacmil@sfu.ca

Kirk Heber, 05:58 PM 19/0612007, Re: Fwd: President's Performance Criteria

you.

Percentage of domestic enrolment target achieved, 2006/07:

Undergraduate 16,460 Actual /16,568 Target = 99.3%

Graduate ?

3,012 Actual / 1,775 Target = 169.7%

Total Univ ?

19,472 Actual / 18,343 Target = 106.2%

Percentage of international enrolment target achieved, 2006/07:

Undergraduate 1,280 Actual / 1,500 Target = 85.3%

The above actual and target enrollments are measured in program FTE's.

Source: Office of Analytical Studies.

GPA average for undergraduate entrance qualifications by Faculty:

GPA averages provided for BCl2 registered entry cohort, Fall 2006.

Source: Kirk Heber, Student Services.

Please contact me if you have any questions.

Joanne

Joanne Heslop, Acting Director

Office of Analytical Studies

Ph: 604-291-4525 Fax: 604-268-6599

Burnaby, B.C. V5A 1S6

e-mail: joannesfu.ca

web: www.sfu.ca/analvtical-studies

John Waterhouse

Vice-President, Academic and Provost

Simon Fraser University

IL..

Printed for Mavis Macmillen <mamacmil@sfu.ca

MEDIA COVERAGE

Public Affairs and Media Relations makes a daily average of 4-6 pitch calls to media, all trying to

"sell" stories on SFU people, programs and achievements. They also send out one or more news

releases every working day. (In their biggest week recently they sent 10).

As well, the media relations staff (two FTE5) handle 15 to 30 media calls a day, giving answers to

reporters' questions or tracking down SFU experts to do interviews. Reporters tell us we are

much more responsive and faster than UBC in this field.

PAMR has also increased the flow to media of

Issues and Experts.

That's a twice-a-week

(sometimes more often) compendium of story ideas, tips, and contact information for quotable

SFU experts. It offers to the media experts on issues in the news and coming into the news.

As well, PAMR has updated SFU's online directory of experts (almost 400 faculty members now

have volunteered to talk to media) and are adding searchable listings of languages other than

English that our experts can speak. PAMR has also stepped up the number of media training

workshops it provides, along with efforts to attract more faculty members to act as expert sources

for the media.

And PAMR has begun to make arrangements with China's largest TV network for a visit to SFU

later this year for a program about the

World's Most Famous Universities.

Media coverage statistics:

2007 print media references:

(In parentheses, the item count for the same period

last year)

SFU

UBC

3433

7558

3925

In the first six months of 2007, then, we averaged 18.8 mentions a day. That was up from 18.6 a

day in the first half of 2006.

* NOTE:

UVic's coverage is heavily 'local", in the

Victoria Times Colonist

and

Vancouver Island

Newsgroup's community papers. It does not get the national or province-wide exposure that we

do at SFU.

And for 2006 as a whole:

SFU ?

UBC ?

UVic*

All 2006

6660 ?

(n/a) ?

14855

(n/a) ?

8888 (n/a)

All the counts above are seriously understated. They are limited to Canadian print media

monitored by a single service, lnfomart. Broadcast media are not covered at all, nor are many

• magazines and ethnic media outlets. The figures definitely understate the "real" story counts by at

least 50% (and some PR people would argue more like 10096). But we find the understated

numbers useful for watching trends.

fl.

July 2005 - June 2006

July 2006 - June 2007

(b)

OFFICE OF THE PRESIDENT

MEMO

ATTENTION

Michael Stevenson

Mavis MacMillen, Executive Assistant

FROM ?

Burnaby BC VA iS6

Canada

President's Performance indicators

Your letter to the Board Chair in September of 2006 identified three quantitative

performance expectations for you as a part of your annual performance review. One

of the measures for raising the profile of SFU in the general public and among

community leaders is the number of contacts made with government and communit

Leaders. I have reviewed your bi-monthly Presidents Activity Briefings over the last

two years and have come up with the following statistics:

Government Contacts Community Contacts

I have taken a liberal view of what constitutes a "contact" keeping in mind that the

goal is raising the university's profile, and that consistency will be the major

consideration in assessing contacts in subsequent years.

g:\07\1.1.21\community-gov-stats.doc

117

SIMON FRASER UNIVERSITY

THINKING OF THE WORLD

) (C)

SIMON FRASER UNIVERSITY

THNViN

)F THE WLJLD

University Advancement

Fundraising Summary 2006/07

1.0 Introduction

Fiscal year 2006/2007 saw the successful completion of the Reaching New Heights

campaign (see final report attached) and a total of $35,704,602 in fundraising

activity recorded for the fiscal year -- a new high at SFU. This achievement sets a

new benchmark for future fundraising.

2.0 ?

Results

Table 1: Gifts by Purpose

Capital Projects

10,595,530

16,825,999

Academic Support, Endowed

8,149,189

7,143,453

Academic Support, Non-endowed

$1000,000

•Academic5u3port, Nor-

$6.000.000

54.000.000

Contemporary Arts, SFU's Surrey Campus, and our new Health Sciences

building exceeded capital fundraising in any other single year. The overall

Fundraising Summary

increase of more than $5 million in gifts and pledges to SFU iii this fiscal

Page/

SIMON FRASER UNIVERSITY

TINHN. OF THE W0LtJ

year over last is largely due to the increase in gifts to capital projects

With donations of almost $9,000,000 to endowed and

one-time academic support, donor interest in this university priority

continues to be strong. A $4.9 million donation of equipment from IBM,

divided between the Faculties of Arts & Social Sciences and Applied

Sciences, brings gifts that support the work of our faculty members to nearly

$14 million, approximately the same amount raised last year in these

categories.

Donors contributed nearly $3.5 million towards student

support in the form of endowments and annual gifts. Although this amount

is a reduction in fundraising in this area over last year, which had included

an extraordinary bequest of $2 million, it is nevertheless part of a generally

increasing trend in fundraising for student aid. The Burnaby Mountain

Matching Program served to encourage gifts endowed gifts.

2001/02 2002103 2003/04 2004105 2005106 2006/07

—Total S/B Endowment =Total S/B Annual ==Total Student Support

Fiscal

Fundraising

Year 2006/2007Summary

Page

SIMON FRASER UNIVERSITY

THINKLi OF THE WORLD

3.0 Notable Achievements

• ?

A $5 million pledge of land to Simon Fraser University's School for the

Contemporary Arts initiative at the former Woodward's site.

A gift of $10,123,750 in shares from Stewart and Marilyn Blusson to our

new Faculty of Health Sciences - the largest single donation in SFU's

history. Through a gift agreement, $12 million will flow to the university

from this gift.

Merck Frosst Canada Inc. pledged $1 million to our Chair in Arthritis

Research

IBM pledged a $4.9 million gift in kind to be shared by the Faculties of

Applied Sciences & Arts & Social Sciences

BC Cancer Foundation pledged $1.5 million to the Chair in Health

Disparities in Cancer

• Our Annual Program raised $1,107,286 - a 9.6% increase over 2005/2006 -

from campus and alumni donors, through three distinct efforts: our Fall and

Spring Calling Campaigns, and our Campus Campaign. Over the last five

. ?

years gifts raised through these programs have increased by more than

100%, evidence of increasing support from our alumni, faculty and staff.

Annual Program Fundraising

sijmpw

4.0 Comparison to Previous Years Fundraising Activity

Pagej

$12,292

$11,330,935

$26,078,294 ?

$30,754,844 $35,704,602

SIMON FRASER UNIVERSITY

THIV-I

-JF THE WORLD

Table 2: Fundraising Activity by Fiscal Year

Overall donations to Simon t'raser University nave mcreasea to a new level.

Gifts and pledges have nearly tripled over the past three years, thanks in part

to our Reaching New Heights Campaign, which ended in December 2006,

and to the leadership of our President and Chancellor. Donations have

been received from faculty and staff through our newly invigorated Campus

Campaign, from our loyal alumni donors through our annual calling

program, and from our generous major gift donors.

Does not include $14,334,354 gift of assets

from

the SFLJ Community Corporation, which later became

the SFU Community Trust

Fundraising Summary

Table 3: Summary by Source of Funds for Fiscal Year 2006/07

Page/

SCnDo,w,

101Ir xb,4c

UGOw,rm,,nt

Fo,mdat,,s

Co,nmw luu,ps

Endowed Funds Raised

5.0

•I SIMON ERASER UNIVERSITY

THINK! Nr OF THE W0LD

Source

35,704,602

As is often the case, gifts from individuals make up a significant proportion of our

donations. Individual alumni, campus members, and community donors gave a

total of 15,861,783 or 44.43% of our gifts. Corporations come close with 41.6% of

gifts. We anticipate an increase in 2007/08 in the percentage of gifts through

bequests and other estate vehicles with the successful recruitment of a Director of

Planned Giving.

Sources of Funding —by#of donors

Sources of Funding by $ raised

University fundraising augmented the University's endowment by $9,427,772,

with endowed gifts to support faculty and departmental initiatives and student

scholarships, bursaries and awards.

• Fundraising Summary