To: ?
Senate
From: ?
Michael Stevenson,
Subject: ?
President's Agenda
S.04-85
r
?
FOR INFORMATION
SIMON FRASER UNIVERSITY
Office of the President
MEMORANDUM
Date:
?
November 4, 2004
I am forwarding my Agenda for the year to Senate for information and discussion at the
December
6th,
2004 meeting of Senate.
Attachments
0
Board for
Approval
CS-3
SIMON FRASER UNIVERSITY
BURNABY,
8888
UN
IVERSITY
BRITISH
DRIVECOLUMBIA
?
0
CANADA V5A 1S6
Telephone 6044291.4641
Fax 604/291.4860
E-mail stevensn@sfu.ca
MICHAEL STEVENSON PhD
President and Vice-Chancellor
August
11, 2004
PERSONAL AND CONFIDENTIAL
Mr. Brandt C. Louie
Chair, Board of Governors
Simon Fraser University
Burnaby, BC V5A 1 S6
Dear Brandt,
I am responding to the Board's requirement from me of an annual agenda statement. As
in previous years, I am assuming the continuity of my five year agenda document (SFU@40),
and indicating only the priorities for the academic year 2004-5.
In keeping with advice from the Board during our annual Retreat, and in response to my
performance evaluation summarized in correspondence from you and Bill Rowe, I will play
close attention in the comin
g
year to succession planning which strengthens the senior executive
team, and to communications and public relations strategies which raise my profile and that of
identify
the university.
below.
I believe both these objectives will
be
consistent with the other priorities I
The priorities for the upcoming year will be to launch the 40th Anniversary financial.
campaign and to finalize planning for the 40th anniversary celebrations in the year following. I
will be heavily involved in both activities, and it is my hope that we will generate enthusiasm
throughout the university and regional communities for the change and momentum underway at
SFU.
In keeping with my commitments to the improvement of student services, I will be
paying priority attention to the results of an external review of our student services in the fall of
2004, and seeking with the VP Academic to initiate significant improvements in recruitment
strategies and effectiveness.
As part of the thrust to create greater diversity and differentiation among SFU's academic
programmes, I will attend closely to the development of research and teaching in the new Faculty
of Health Sciences, in new programmes at Surrey, in the new research programmes in Business,
and in new interdisciplinary programmes in the arts and sciences like the School of International
Studies, the graduate programme in Urban Studies, and Biological Engineering.
I.
?
..
./2
SIMON FRASER UNIVERSITY
Board for Information
MICHAEL STEVENSON PhD
President arid Vice-Chancellor
uu
U.
U
I
August 12, 2003
BURNAB8888
UNIVERSITY
y
, BRITISH
DRIVE
COLUMBIA
?
'9
CANADA V5A 1S6
Telephone 604/291.4641
Fax 604/291.4860
E-mail stevensn@sfu.ca
PERSONAL AND CONFIDENTIAL
Mr. Brandt C. Louie
Chair, Board of Governors
Simon Fraser University
President & CEO
H.Y. Louie Co. Limited
2821 Production Way
Burnab
y
, BC V5A 3G7
Dear Brandt,•
I am pleased to submit my annual agenda statement for consideration by the Board of
Governors. As in the past two years, I hope the Board will continue to regard my Agenda for
SFU at 40 as the guiding document on my priorities. In order to give greater clarity about my
activities in the coming year, I will note the key projects which need attention in the coming
year. Before doing so, however, I want to state three guiding commitments which will structure
my time and energy.
First, I am committed to finding ways through personal meetings with faculty, staff and
students, as well as through more formal interaction and consultation, to address feelings of
alienation and marginalization within the University community.
I shall attempt to create a much greater sense of engagement in the processes we establish
to determine budget policy in what is going to be a very difficult year. I will attempt to ensure
that there is widespread access to information and opportunity to discuss options in detail before
we arrive at any recommendations on tuition policy. I will also attempt to assure all employee
groups of our ongoing commitment to equity in labour relations and of our determination to find
ways to sustain and acknowled
g
e the loyalty and contribution of all employees despite the
financial constraints of government funding and negotiating mandates.. Finally, I will establish
informal opportunities to meet members of the community on a regular basis in order to keep in
closer touch with concerns "on the ground."
Second, I will be workin
g
with Cathy Daminato and other colleagues to brin
g
together a
comprehensive Advancement Strategy for a 40th Anniversary Fundraisin
g
Campaign. As
discussed at the Board's strategy session, the campaign will target
$ 100.000.000.00 and will
develop strategic priorities in the areas of academic endowments, capital projects and student
services and assistance. I intend to have work on the campai
g
n statement substantially
1]
./2
PERSONAL & CONFIDENTIAL
.
Mr. Brandt C. Louie
Au
g
ust 12, 2003
?
Pa2e 2
completed by the end of the calendar year, and to fully involve the Board committee on
Advancement in this exercise.
Third, I will continue to devote one-third to one-half of my time to engagements in the
external community, seeking to expand the circle of community support for SFU, and to deepen
the understanding of issues confronting the University in the widerpublic.
J.
?
On-going projects that will demand my close attention in the coming year include:
(I)
?
The second phase of development and management of the UniverCity residential
community.
(2)
The completion of the recently approved student residence and dining facilities.
(3)
The completion of the recently approved Gymnasium expansion.
(4)
The completion of agreements concerning the facilities development of the Surrey
campus, and the initiation of work on the new facilities.
(5)
Major work on the new Applied Sciences building.
(6)
Further planning and design for the Olympic Oval.
(7)
The completion of renovations and the substantial completion of fundraising for the Segal
•
d.
Graduate School of Business.
New projects that will demand priority attention are:
(1)
The development of facilities and fundraising plans for the School for the Contemporary
Arts.
(2)
The development of facilities plans for new research and teaching facilities for Arts and
Science programmes at the Burnaby campus.
(3)
Fundraising for the first leadership chairs approved under the new provincial government
programme.
(4)
Fundraising for the University commitment to the Olympic Oval.
(5)
Searches for new senior administrative appointments (Dean of Science and
Vice-President, Research).
(6)
Planning for the University's 40th Anniversary Celebration.
I appreciate the assistance of members of the Board of Governors in the development of
this Agenda. I look forward to discussing this statement with you.
Yours sincerely,
.
Michael Stevenson
MS:vr
?
President and Vice-Chancellor
?
- --
g
:\03'9 .2\louie-annual
rev iewdtc
Board for Information
8888
UNIVERSITY DRIVE
BURNABY BRITISH COLUMBIA
CANADA V5A 1S6
Telephone 604/291.4641
Fax 604/291.4860
E-mail steverun@sfiica
SIMON FRASER UNIVERSITY
M ICHAEL
STEVENSON PhD
President
and ViceChancdUor
?
V
August
26, 2002
PERSONAL AND CONFIDENp
MrBrandtC.Juj
Chair, Board of Governors
Simon Fraser University
President & CEO.
KY.
Louie Co. Limited
2821 Production Way
Burnaby, BC VSA 3G7
Dear ]Brandt,
I am writing
with respect to the policies governing my annual review, which require that I
..
most
outline an agenda for the coming year for review by the Board in September. I believe that the
appropriate way of responding to this need is to remind you and members of the Board of
reiterate
The President's
the points
Agenda - SFU at 40,
produced and discussed with the Board in 2001, and to
I made with respect to strategy over the next five years in the July retreat of
the Board of Governors. The retreat discussion essentially details the ten points that I believe
should be understood by all members of the senior administration as the "road map" for the next
as
five
you
years,
will
and
remember
as the template
are:
in which I intend to assess their p
e
rformance. The ten objectives,
•
?
the
In the
endowment.
liberal arts, to provide new
inte
rdisciplinary programmes and signific'antly improve
• ?
In the sciences, as above.
• ?
In
the Faculty of Business A
d
ministration, to make the most of the new building
opportunity and to establish front-ranking graduate programmes.
•
•
??
To
In
secure new facilities and
e
nrolment for the School for the Contemporary Arts.
Applied Sciences, to complete the first phase of the TASC complex and to develop
clear, feasible plans for the remaining phases of facilities expansion in Science and
in
Applied
these areas.
Sciences, which will Sustain
a d
v
ancement and diversification of our programmes
•
?
To establish new programmes in areas of health education.
• ?
To
produced
complete
through
the process
Senate,
of
and
u
ndergraduate
pursuing a strategic
curriculum
plan
reform,
for internationalizationimplementing
the plans
?
•
PERSONAL
Mr. Brandt C.
AND
Louie.
CONFIDENTIAL
August 26, 2002
Page 2
• ?
To establish high quality programmes and enrolment in high demand areas at SFU Surrey.
•
?
To improve student financial assistance to ensure access for the brightest and most needy.
•
?
To provide significant improvement in student services (especially residence
• ?
accommodation and athletics and recreation facilities).
While these general objectives should structure activity, it may be objected that this list of
objectives is too long to give adequate direction as to priorities in the near term. If I were to give
greater precision to my sense of priorities, I would say that our top priorities ought to be:
The completion of the development plan for graduate Business Administration;
2.
the implementation
of a development plan for the School for the Contemporary Arts;
3.
?
the
implementation of plans for expanded and diversified operations in the Applied
Sciences (in IT and engineering at the Burnaby campus under the "Doubling the
Opportunity" programme, in the elaboration of planning for health research and
?
-
education, and at the new SFU Surrey campus, under plans yet to be developed).
'While these three objectives are uppermost in my mind, it is absolutely necessary that we
.
simultaneously assure strength in our core liberal
,
arts and science programmes by attention to
faculty
.
renewal (particularly through the Leadership Chairs and Canada Research Chairs
programmes and through development of the Burnaby Mountain Endowment programme),
financial assistance to students (through the elaboration of a well developed strategic plan for
external fundraising to support this cause), and through the improvement of student services and
facilities (notably through the improved provision of residence facilities).
In pursuit of all of these objectives, it is clear that the balance of funding necessary to
sustain our activities will be radically different in the future than it has been in SFU's past. It
will be necessary for me as President, for all members of the senior administration, and for
members of the Board of Governors, to work energetically to assure improved performance
in
external
fundraising. A major shift of priorities
in
my own case will be the devotion of
significantly greater time and energy to advancement activity for the remainder of my term.
I will be happy to discuss these matters with you and to provide any greater detail that
might be helpful to you and members of the Board of Governors.
Yours sincerely,
. ?
Michael Stevenson
President and Vice-Chancellor
MS:vr
attachment
review. doc
Board for Information
THE
PRESIDENT'S
AGENDA: SFU AT 40
Michael Stevenson
September, 2001
1. INTRODUCTION
ThePt
In the thirty-six years since its founding, Simon Fraser University's
acc
omplishments have been extraordinary.
Best summarized by the repeated first-place ranking in the Maclean's survey
assure
in
and
tumultuous
dwork
as
e
tellectual
v
Canada's
elopment
Corn
of
these
superb
itments:
and
'60s
c
premier
of
ommitments;
academic
faculty,
a
and
unique
SFU
comprehensive
is
now
staff
institutional
is
freedom;
the
distinctive
defined
and
value
students.
to
in
university,
it
openness
culture
in
the
places
the
These
University's
depth
that
on
and
SFU's
re
a
was
chievements
of
inclusion
sponsiveness
its
forged
achStatement
commitment
ievements
in
in
reflect
order
the
to
of
the
Values
are
to
the
to
the
C
ommunity; its belief in the
in
terconnectedness of discovery, diversity and
dialogue; and its willingness to encourage risk and innovation.
continue
These values
to find
and
ways
c
ommitments
to provide
must anchor any agenda for the future as we
•
••
???
the
the
the
most
best
most
teaching
creative
innovative
and
community
research
in
terdisciplinary
outreach
in the liberal
and
and
professional
arts
partnership.
and sciences;
programmes;
When doing so, we also irtust continue to champion the value of curiosity-
driven, basic research in expanding the foundations of knowledge.
As we go forward over the next 5-10 years, we can derive confidence and
guidance from our past commitments and achievements At the same time,
however, we must examine the changes and innovations required to sustain
Our leading position in the years to come.
members
This Agendaof
the
statement
community
is intended
will see
to
it as
guide
a stimulus
that
ex
amination.
to thinking
I
about
hope that
what
all
SPU should look like in its Forties. This statement is also a description of the
1.
Curricula Review
choice
Given
and
the shifting
competition
e
n
v
ironmental
to post-secondary
pressures
education,
that are
SFU
bringing
must
i
ncreased
ensure that its
academic programmes display the highest academic quality while proving
offering
attractive
a
to
uniquely
students.
challenging
Potential faculty
interplay
recruits
between
must
research
see SFU
and
programmes
teaching in
as
see
dialogue
SRi programmes
with superb
as
colleagues
the most
and
innovative
students.
and
Potential
responsive
private
to social,
donors
must
cultural and economic needs.
recon,un
is
((ICC),
The
fully
Ad
engaged
will
endations
hoc
be
Committee
in
in
strumental
other
its work
than
to
at
Review
in
to
present,
addressing
express
and
I do
my
Develop
these
not
confidence
wish
challenges.
the
to
U
speculate
that
ndergraduate
there
Because
about
will
Curricula
the
be
its
a
UCC
clear assessment of key issues, including:
• ?
programme distinctiveness
• ?
innovative and effective pedagogy
• ?
student-centered learning
• ?
experiential learning
•
re
search-intensive learning
•
?
information access, applied technology skills, and
Perspectives on technology
lnicrnationaljzatjon
No matter what new directions are taken in curricula and pedagogy over the
i
greater
next
nternational
five
global
years,
and
int
I
intercultural
am
erconnection
Convinced
diversity.
must
that
provide
a university
All students
a sophisticated
education
should
in
be
understanding
an
expected
era of ever
to
of
acquire some direct experience of a different culture and society, and they
credit.
should be supported in finding ways to do so that will be reflected in academic
i
The
nstitutional
m
ulticultural
demography
reality
alone
of our
cannot
urban environment
be assumed to
and
provide
of our
this
own
inter
experience,
nationalization
although
of
properly
our programmes.
used it should
Likewise,
facilitate
our
the
location on the
Pacific Rim gives us a unique opportunity for international partnerships and
regional focus, especially in Asia and the American hemisphere.
In all fields, we should be building on our successful record for international
partnership and for securing development assistance funding. We should be
4 ?
4...
I
more proactive in facilitating applications to programmes that support
trilateral partnerships and mobility linked to NAFTA and the EU, and we
should be aggressive in pursuing other multilateral partnerships and
mobility opportunities in strategic areas of research and instruction.
Research Coordination
• ?
.
?
Differentiation and competition among universities is perhaps most marked
with respect to research. The research funding environment in Canada has
increasingly favoured applied science, health science and technology research
programmes. Targetted funding to such programmes has been very
significant in the last decade, while there has been far less improvement in
funding for basic research in the liberal arts and sciences. The funding
environment is biased in favour of universities with medical schools and
large health sciences and engineering programmes1 and against universities
like SFU with a large concentration of activity (and excellence) in the liberal
arts and sciences. This bias also gives a competitive advantage to the larger
institutions (even in the liberal arts and sciences) by allowing a greater
measure of financial flexibility and cross-subsidization to support basic
research.
.
?
If we are to maintain our position as the most research intensive
comprehensive university in Canada, we will need to focus greater strategic
effort on
securing research support. Although we must find ways to do even
better in the core research competitions run by SSHRC and NSERC, the real
test
will be our ability to capitalize on research opportunities where targetted
funds are available through initiatives such as SSHRC'S New Economy
programme, the Centres of Excellence initiative, the Canada Foundation
for
Innovation and the Major Collaborative Research Initiatives programme.
In order to meet this test, we must move quickly to develop strategic plans for
each discipline and to establish clusters of excellence in key areas. In this
regard, I am committed to making our Institute for Health Research and
Education (IHRE) a flagship initiative that will promote new research
opportunities across our science, applied sciences, humanities and social
science programmes.
The Vice-President, Research, working with the Deans, should establish
reasonable targets for improving our success in basic research funding
•
?
competitions and in targetted research programmes. They should examine
•the adequacy of our present research support and find ways to coordinate
applications on the large scale proposals now favoured by many Federal
.
?
programmes. Finally, the development of an overall research strategy
should take place in consultation with the new Research Advisory Board.
/0.
New Programmes
Universities have always played a key role in helping build the Societies
which support them, but their contribution to learning and innovation in
"Knowledge Society" is finding a new resonance in the public imagination
and in public policy. This contribution is especially important in British
Columbia where investments in university education have Jagged behind
other jurisdictions in Canada and (even more so) in the United States. ThE
shortfall has resulted in BC producing 10%
.
fewer university graduates per.
capita than the other Canadian provinces, and the overall imbalance is
particularly marked in graduation from applied and professional
programmes. Coupled to the demographic surge in demand for university
education, itself amplified by recognition of the increasing demand in the
economy for hi
g
her
?
Lj ?
ua LzLIlS,
iLdLlu
me fliStorical
I .
.........
lag in university
investment makes an urgent argument for the development of new
programmes and enrollment in the areas of highest demand.
Over the next three years, SFU should concentrate on meeting the increased
demand for enrollment, especially in the Applied Sciences, Business and
Health Studies.
• .
?
Technology
Play a central role in the "Double the Opportunity" initiative
and give priority attention to acquiring the funding needed to
double the physical infrastructure, double the faculty resources
and double graduation rates in Computing Science, Engineering
Science and related liberal arts and sciences programmes.
Management
Expand graduate and executive Business programmes within the
next three years. The expansion should be strategically directed
to niche programmes such as the Management of Technology
initiative and the proposed programme in Global Asset and
Wealth Management. Assuming that the expansion of graduate
professional programs in Business will generate additional
resources, these resources should be available to help develop
innovative new undergraduate programmes in cooperation
with other disciplines such as the recently approved B.Sc. in
Molecular Biology, Biochemistry and Business.
• ?
Health
Direct concerted effort at identifying and implementing new
instructional programmes in Health Studies using the IHRE as
the development platform. Opportunities are present in the
areas of public health and health promotion, health policy and
management, and complementary non-medical health services..
the
.
1/.
When developing new programmes and enrollment, we must pay particular
attention to quality and we must not undertake new developments if the
supply of resources needed to sustain quality is uncertain. Growth also must
be coordinated with an eye to the consequences for other programmes.
Cognate curricula affected by growth in Applied Sciences, Business
Administration or Health Studies must be as well resourced as the new
programmes . iheeLes
-
3. . PEOPLE FOR THE FUTURE
All plans for the future depend for success on SEll's ability to recruit and
retain the best faculty, staff and students.
Our planning should presume that the academic quality and reputation of a
university is a direct function of the intellectual ability of its students, and
that a diverse student body, representative of the population/ selected only by
appropriate indicators of intellectual ability, not influenced by economic
capacity, is the only proper objective of enrollment policy.
.
?
In order to achieve the most representative, diverse and intellectually first-
rate student body, SFU must be able to offer student financial -assistance which
is as good or better than other Canadian universities.
Priority over the next ten years will be given to achieving a
significant increase in our student assistance budgets and to
providing increased access to affordable student residences.
The retention of good students is as important as their recruitment -- it
would be a false economy to invest heavily in the recruitment of the best
students only to lose them in significant numbers through migration to other
institutions before graduation. Retention requires development of the
distinctive programmes, curriculum and pedagogy discussed earlier. It also
requires student services and support that add quality to the campus
experience beyond for-credit learning. Simon Fraser currently devotes less
resources to student services than other leading Canadian universities.
Priority will be given to improving Student Services budgets
after first determining where other universities spend
more, whether these expenditures are effective and how they are
financed.
L
•
Facult y
and Staff
The very high retirement rate among faculty and staff over the next decade,
added to the demand for enrollment growth, requires special attention to
recruitment and retention in a highly competitive market. The history of
wage restraint and other regulatory controls in British Columbia, along with
the trend toward targetted improvements in grant funding, have placed us at
•
?
a competitive disadvantage.
• ?
Over the coming year, it is my intention to act as an advocate for
free collective bargaining and for the autonomy of the
University to manage its employment relationships without
regulatory interference.
I
will
'do so in the belief that the administration and the employee bargaining
units working together without regulatory interference are in the best
position to find solutions to compensation issues.
I also
believe that effective recruitment and retention require us to explore
how we can best develop non-monetary supports for teaching and research,
professional development for all, and succession planning that allows the
promotion into governance responsibilities of those best qualified. Creative
identification
and
attention
to
the
to
promotion
these
with
issues
the
of
institution
involves
a culture
by
a
that
commitment
all
facilitates
employees.
to
em
equity
powerment,
and collegiality,
loyalty and
• ?
faculty
continue
In cooperation
and
to
staff
explore
with
recruitment
ways
employee
to achieve
and
bargaining
retention.
n
on-monetary
units, we
objectives
will
for
4. BUILDING FOR THE FUTURE
SPU
must build additional, high-quality infrastructure to meet current
demand and to Support programme growth.
The University's top priorities for new capital spending direct relief to our
most serious space problems that have accumulated over a long period in
which capital spending was frozen and enrollment growth increased. Our
priorities
top priorities
also
are:
must align with the Government's "New Era" strategy. The
The
W
oodwards Project
The School for Contemporary Arts occupies the worst accommodation
of any programme at SFU. By relocating the School to the historic
/3.
Woodwards building, the space problem will be solved at the same
time that SFU will continue its contribution to the revitalization of the
Downtown Eastside through a project that offers a unique blend of
housing and commercial development alongside a cultural and
educational precinct.
The Technology and Environment Centre (TEC
This project is designed to address the most pressing space problems
resulting from increased enrollment in Computing Science, Resource
and Environmental Management, Kinesiology, Earth Sciences and
Communication.
"Double the Opportunity" Initiative
Beyond the need for additional space in the TEC project to
accommodate current requirements in Computing Science, the
"Double the Opportunity" initiative will need new space and
infrastructure if we are to double the size of our programmes in
Computing Science and Engineering. Tentative plans for transition
space are being pursued with Discovery Parks along with other options
that could provide a flexible response to opportunities.
The Management and Executive Development Centre
There is a need to expand space for high-demand programmes
currently occupying the Harbour Centre campus. A priority focus
should be on the expansiortof those Business programmes that can
generate the revenues necessary to cover the capital cost.
Student Residence Expansion
Priority must be given to expanding student residence space. SFU's
recruitment efforts are less successful than they should be in part
because we offer very restricted access to residence accommodation.
We should plan to double the number of residence beds on Burnaby
Mountain over 10 years. This can be achieved by building out in the
existing residence complex and by providing a new supply of rental
accommodation through creative design in the commercial housing
development led by the Burnaby Mountain Community Corporation.
Library Robotic Storage Facility
The search for funding to build a robotic storage facility as an addition
to the Library should continue. The facility would double the capacity
of the existing Library and require an operating cost well below the
current level.
8
iq.
Residential College
Work is continuing on a proposal for a Residential College to be
located on Burnaby Mountain. The College facility would combine
accommodation for faculty and graduate student fellows as well as
facilities for an interdisciplinary, advanced studies programme
associated with our leading research centres.
Athletics and Recreation
? ties
SRI currently ranks among the worst endowed Canadian universities
in terms of its athletic and recreation space allocation relative to
student numbers. This shortfall has a deleterious effect on the quality
of student life and must be rectified in the next decade. We should
begin immediately to plan an expansion of recreation and fitness
facilities as part of the
V
ancouver-whistler Winter Olympics bid and
explore independent financing through private philanthropy and
increased ancillary fees.
5. FUNDING FOR THE FUTURE
There is
a significant gap between the operating funding per full-time
enrollment at BC universities and funding enjoyed by equivalent
universities in the rest of Canada. In order to address the agenda outlined
earlier, this gap must be closed by some mix of improved grant funding and
tuition fee income. A top priority will be to advocate for such funding
improvements.
A particular component of operating revenue that advantages other
Canadian and US universities is the availability of research overhead or
infrastructure funding. In order to achieve our strategic objectives for
research, it is essential that the one-time research infrastructure funding
provided by the Provincial Government in the 2001/2002 Operating Budget is
converted to continuing, base funding. This allocation provides necessary
leverage for new Federal research monies as well as for research support from
the private sector. SFU will continue its strong advocacy role in this regard.
Although government investment in university education is a fundamental
public good and must be maintained, it is clear that there are fiscal limits to
public Support as well as a growing political consensus favouring greater
private participation and partnership. With respect to this consensus, SFU
will continue its lobby for a matching fund programme that will stimulate
private endowments for student financial assistance, new facilities
development, endowed chairs and other academic programme
enhancements.
S
15.
While private endowments must be encouraged, they also must be
. ?
strategically aligned and subordinate to our academic priorities. Accordingly,
we will formulate a new five-year fund-raising campaign that will give
priority support to the following areas:
• ?
Core Liberal Arts and Science programmes
• ?
Student financial assistance
• ?
The School for Contemporary Arts
•.....Doubling the
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Opportunity ....................................- .........- --•--•-
• ?
Graduate Business and Executive Development
Most of our objectives for the recruitment and retention of faculty, staff and
students will require improvements in operating funding. Some objectives,
such as improved residence and recreation facilities, will require cost-
recovery business plans based on rents and ancillary fees. Detailed and
comprehensive financial planning in all these dimensions will need to be
developed as a matter of urgency. With such planning in hand, there is no
reason to doubt that SFU will sustain through its "middle age" the record of
innovation and quality that has characterized its first 36 years.
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10
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11.