To: ?

Senate

From: ?

Michael Stevenson,

Subject: ?

President's Agenda

S.04-85

r

?

FOR INFORMATION

SIMON FRASER UNIVERSITY

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

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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

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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

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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

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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

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

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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.

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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.

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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

.

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.

.

10

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11.