ie For Information
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S.92-9
SIMON FRASER UNIVERSITY
OFFICE OF THE VICE-PRESIDENT, ACADEMIC
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MEMORANDUM
To: ?
Senate ?
From: ?
J.M. Munro, Chair
Senate Committee on
Academic Planning
Subject: Report of the Continuing Studies Date:
?
December 10, 1991
ExternaFReviewCommitfee
Attached is a summary of the report of the External Review Committee for the
information of Senate. The review was discussed at the Senate Committee on Academic
Planning, and the committee voted to receive the report.
The report of the Review Committee and the response of Continuing Studies is available
in Secretarial Services, Registrar's Office, for any Senator who wishes to read the
completed documents.
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SUMMARY AND CONCLUSIONS
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41
The Review Committee was very impressed with many aspects of the
Continuing Studies program at Simon Fraser University. The various and
diverse courses and programs seem to be of high quality, integrated with
and sponsored by academic units and, in general, meeting market needs.
The Harbour Centre operation is exemplary - in terms of programs,
service and physical amenities. The Continuing Studies staff is very
dedicated, creative and self-directed. The numbers of staff, the variety of
programs, the diversity of locales are all most impressive - especially in an
era of economic recession and university financial restraint.
Because of the diversity of programs, people, locales and alliances,
the management of the Office must present a major challenge; a challenge
that must be met in order to maintain the quality and substance that has
become the trademark of Simon Fraser University. This diversity has
caused problems of isolationism, job insecurity, poor staff communications
and lack of specific direction and objectives.
The Review Committee made 14 recommendations relating to
specific aspects of the Continuing Studies program. In addition to the
excellent program base, which already exists, a new mission statement and
objectives, a reorganized management structure and a clarification of roles
and responsibilities will maintain Continuing Studies' position at the
forefront of Canadian university education.
RECOMMENDATIONS
It is recommended that:
the budget for teaching evening credit courses be assigned to
Continuing Studies which in turn could transfer appropriate funds to
academic units according to their level of activity in teaching evening
credit courses.
2. Continuing Studies maintain its aggressive role in serving specialized
markets with credit courses (e.g. native groups, prisoners, off-campus
communities).
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S
3.
the Senate Committee on Continuing Studies review all certificate and
diploma programs on the basis of criteria developed by the Senate
Committee paying particular attention to viability, structure,
sequencing and market response.
4.
the position of Director be made a tenure-track, academic/
administrative position;
the practice of transcript notation for distance education courses be
ended;
major emphasis be placed on incorporating distance education within
the Office of Continuing Studies through participation in management
meetings and the sharing of resources.
-- --5 consideration-be-given-to-a-transferofresponsibilities-for theHalpern -
Centre and its associated conference planning function to another unit
such as residences or financial services.
6.
a system of tenure-track, academic/administrative appointments with
specific terms, be explored for the positions of Dean, Associate Deans
and Directors of Distance Education and Extension Credit Programs.
7.
two positions be developed as Assistants to the Dean for: 1) finance
and personnel; 2) external liaison - marketing and communications.
8. the proposed Harbour Centre expansion be completed as soon as
possible.
9.
the offices be centralized, identified and located in an improved public
access mode.
10. the Senate Committee on Continuing Studies discuss the "Development
Plan
1990-1995"
and set priorities in terms of the 9 development
initiatives, as soon as feasible.
11. a mission statement with accompanying objectives be completed, as a
priority.
12. two half-time Associate Dean positions be established, and the Dean
and Associate Deans act swiftly to establish and support the proposed
standing committee on communication.
.
13.
a
Studies
system
be
of
implemented.
annual performance reviews of all staff in Continuing
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is
14.
a revised management structure be considered as a means of
encouraging efficiency, communication, sharing of resources and
streamlining accountability.
The external review committee for Continuing Studies had the following
membership:
Dr. Mark Waldron, Chair, External Committee
Director and Professor,
University School of Continuing Education,
University of Guelph.
Ms. Elayne Harris
Director (on leave)
Division of Extension Service,
Memorial University.
Mr. Alex Waugh
Vice-Principal and Registrar,
Woodsworth College
University of Toronto.
.
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Sc-i-IP
7157
REPORT OF THE
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CONTINUING STUDIES REVIEW COMMITTEE ?
SIMON FRASER UNIVERSITY
External Review Committee: ?
M. Waldron, Chair
?
University of Guelph
E. Harris ?
Memorial University of Newfoundland
A. Waugh ?
University of Toronto
May/June, 1991
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SUMMARY AND CONCLUSIONS
The Review Committee was very impressed with many aspects of the
Continuing Studies program at Simon Fraser University. The various and
diverse courses and programs seem to be of high quality, integrated with
and sponsored by academic units and, in general, meeting market needs.
The Harbour Centre operation is exemplary - in terms of programs,
service and physical amenities. The Continuing Studies staff is very
dedicated, creative and self-directed. The numbers of staff, the variety of
programs, the diversity of locales are all most impressive - especially in an
era of economic recession and university financial restraint.
- --
?
?
-Because-of the diversity-of -programs
?
and-alliances, ?
-
the management of the Office must present a major challenge; a challenge
that must be met in order to maintain the quality and substance that has
become the trademark of Simon Fraser University. This diversity has
caused problems of isolationism, job insecurity, poor staff communications
and lack of specific direction and objectives.
•
?
?
The Review Committee made 14 recommendations relating to
specific aspects of the Continuing Studies program. In addition to the
excellent program base, which already exists, a new mission statement and
objectives, a reorganized management structure and a clarification of roles
and responsibilities will maintain Continuing Studies' position at the
forefront of Canadian university education.
RECOMMENDATIONS
It is recommended that:
the budget for teaching evening credit courses be assigned to
Continuing Studies which in turn could transfer appropriate funds to
academic units according to their level of activity in teaching evening
credit courses.
2. Continuing Studies maintain its aggressive role in serving specialized
markets with credit courses (e.g. native groups, prisoners, off-campus
communities).
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2
13. a system of annual performance reviews of all staff in Continuing
Studies be implemented.
14. a revised management structure be considered as a means of
encouraging efficiency, communication, sharing of resources and
streamlining accountability.
INTRODUCTION
Simon Fraser University has demonstrated a commitment and
?
concern for adult learners ever since its founding in
1965.
T
he many and -
-diverse programs have eifed natioar èôñifioniñ tof quality,
innovation and marketing creativity. The publishing program, the services
to prison populations, the development of the Harbour Centre operation,
and the implementation and constant growth of the distance education
program are all testaments to committed leadership and dedicated faculty
and staff. The fact that many of these initiatives were funded by and
continue to operate on "soft money" indicates that their value supersedes
their vulnerable positions from a financial perspective.
As part of a comprehensive process of unit reviews, the University
senior administration designated a review of the Office of Continuing
Studies as being integral to the University-wide review process. In the
context of usual academic reviews, an appraisal of Continuing Studies
would, by necessity of its market-drive orientation, be somewhat different
from other academic unit reviews. Of particular concern, in this case,
consideration was given to such factors as quality, centrality, resource
allocation, intra-unit relationships and future orientations. These factors
were expressed through a charge to the Continuing Studies Review
Committee:
"The task of the Continuing Studies Review Committee is to examine
the unit and report on the following existing conditions and comment on
any opportunities for improvement:
1. T
he strengths and weaknesses of the credit programs;
2. The strengths and weaknesses of the professional and community
programs;
.
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4
3.
The size and qualifications of the professional staff complement in
relation to the unit's responsibilities and workload;
4.
The size and distribution of the support staff;
5.
The adequacy of resources provided;
6.
The provision of office space and other special facilities;
7.
The future objectives of the Office of Continuing Studies, and their
feasibility;
8. The effectiveness of the two-campus distribution of Continuing Studies
staff and programs;
9. The effectiveness of the administration of the unit;
10.
The relations of the unit with other units within the University;
11.
The relationship of Continuing Studies with other institutions and the
outside community."
THE REVIEW PROCESS
The process of unit review consisted of seven phases:
1) Self-study review
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2) Preparation of a written self-study report
3)
Appointment of an external review team
4)
Report review by the study team
5)
Site visit by the study team
6)
Preparation of report and recommendations
7)
presentation of report to the Vice-President (Academic)
The review team consisted of three people:
1) Dr.. Mark Waldron, Review Team Chair,
Director and Professor,
University School of Continuing Education,
University of Guelph, Guelph, Ontario
2)
Elayne Harris,
Director (on leave),
Division of Extension Service,
Memorial University of Newfoundland,
St. John's, Newfoundland
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5
3) Alex Waugh,
Vice-Principal and Registrar,
Woodsworth College,
University of Toronto, Toronto, Ontario
The review team spent two and a half days conducting on-site
interviews with a wide variety of stakeholders, e.g.
1)
Senate Committee on Continuing Studies
2)
Vice-Presidents
3)
Faculty Deans
4)
Continuing Studies staff
5)
Continuing Studies instructors
------------6)Communityrepresentatives-------------
7) Students
A complete list of those interviewed is attached as Appendix I.
The majority of interviews were conducted as groups interviews
with the three-person review team. Interviewees were also given the
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opportunity to meet individually with specific team members and were also
encouraged to provide personal written communications to the research
team. Each member of the research team prepared individual reports
which were merged to form a final report; the report being presented in
congruence with the delineated tasks (objectives) and including additional
comments and recommendations.
THE RESULTS
Objective 1: to review the strengths and weaknesses of the
credit programs
From its origin, Simon Fraser University had a laudable policy of
complete academic integration; today, it appears that part-time students
form the majority of the undergraduate population. It is difficult,
however, to correlate "part-time" with "adult" students since we expect that
many part-time students are simply those with a reduced load. For true
adult learners (mature, working ,evening available), it appeared that the
number and nature of credit courses being made available at appropriate
.
times was adequate. The committee was
6
reassured that academic
counselling services were available in the early evening hours through a
centralized academic counselling service. Assurance was also provided that
sufficient courses were available in the evening time slot to lead to a
general B.A. degree but specializations were not all available each year in
the evenings. The Review Committee, therefore, would like to have seen
evidence of more deliberation in the provision of a comprehensive
program of courses.
A concern was raised about stipends for teaching credit courses. The
Committee understood that about 70 percent of credit teaching in the
evening is performed by non-faculty and the equivalent percentage in the
day is approximately 30 percent. We see this as an unhealthy trend and
some steps should be taken to redress the balance. A greater form of
- - integration is-desirable resulting in more members of the regular faëulty
teaching in the evening, as part of load. We were also advised that there is
some possibility of stipends being removed from the Office as a budget-
saving measure. It seems to us that there is a better way to save some
money and at the same time protect the integrity of the Office. The
amount which is targeted should be divided among the faculties as
appropriate and deducted from each faculty budget but that the total
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amount should be retained in the budget of the Office of Continuing
Studies. After discussions and negotiations with the respective faculties and
in the event of a program agreeable to the Office, with a decent proportion
of regular staff teaching, then and only then, would the Office transfer the
necessary funds to the respective faculty or department. This method
ensures that the Office will get the kind of academic program it needs, with
the instructors it needs, while at the same time the integrity of the
divisional budgets is maintained. This model has worked with great success
at other institutions in Canada for some time.
Recommendation 1
It is recommended that the budget for teaching evening credit
courses be assigned to Continuing Studies which in turn could transfer
appropriate funds to academic units according to their level of
activity in
teaching evening credit courses.
The Office of Continuing Studies is also to be commended for
willingness and flexibility in adapting credit programs to special interest
groups such as prisoners and natives. The unit is encouraged to expand on
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7
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this beginning by targeting other disadvantaged groups for special
consideration in providing extension credit courses.
Recommendation 2
It is recommended that Continuing Studies maintain its aggressive
role in serving specialized markets with credit courses (e.g. native groups,
prisoners, off-campus communities).
Diplomas and Certificates
A number of diplomas and certificates are offered but only a few
have registration numbers that would justify their continuance. There did
notseem tobe- specific -criteria -for the offering-of certificates and--
----------------
diplomas, there was confusion concerning which ones had been approved
and there was no regular system of appraisal and evaluation in use. These
observations raised several questions:
a)
are the programs reviewed on a regular basis?
b)
are numbers monitored? If so, by whom?
•
dare all programs central to a possible mission of the Office?
) should some certificates and diplomas be phased out or combined?
e)
what are the financial implications of offering so many certificates
with such low registrations?
f)
what is the specific role of the Senate Committee and Senate in terms
of the certificates and diplomas?
The key advantage of certificates and diplomas is that they can
respond to various educational needs as they arise without being restrictive
in terms of the usual degree regulations. To keep them relative and
market-oriented, it is essential that certificate and diploma programs be
constantly reviewed and kept up to date.
Recommendation 3
It is therefore recommended that the Senate Committee on
Continuing Studies review all certificate and diploma programs on the basis
of
criteria developed by the Senate Committee paying particular attention
to
viability, structure, sequencing and market response.
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Distance Education
The significant recent growth in distance education at Simon Fraser
University is indicative of its good quality, excellent service and responsive
market orientation. Regrettably, it did not, however, seem, to have much
to do with other program areas of the Office. It is the Review Committee's
opinion, however, that greater integration with Continuing Studies would
provide more benefits than distance education operating as independently as
it currently does. There are, however, some ways in which communication
between the distance education unit and other units could be encouraged.
Consideration should be given to making the Director of Distance
Education position a tenure track academic/administrative position, to
encourage more communication through involvement in regular
management meetings and to the- sharing of human resources (e.g. the
desktop publishing expertise) with other units of the Office. The practice
of notation on transcripts for distance education courses should be ended
since these courses are regular credit courses with the only variance being
the mode of delivery.
Recommendation 4
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In terms
of
distance education, it is recommended that:
1)
the position
of
Director be made a tenure-track, academicl
administrative position;
2)
the practice
of
transcript notation for distance education courses be
ended;
3)
major emphasis be placed on incorporating distance education within
the Office
of
Continuing Studies through participation in management
meetings and the sharing
of
resources.
Failing this, the distance education unit should be established as a
unique office with its own Dean reporting to the Vice-President
(Academic).
Objective 2: To review the strengths and weaknesses of the
professional and community programs.
The professional and community programs give the impression of
quality and service. The involvement of community representatives in
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advisory committees was particularly admirable. The programs are very
well organized, effectively marketed and properly evaluated. Despite the
relatively high tuition fees, the courses were found to be meeting
specialized professional needs in contemporary, adult-oriented
environments. This was especially the case with courses held at Harbour
Centre. A random sample of students expressed their appreciation for the
new, centrally located and adult-oriented features of the Harbour Centre
campus. Harbour Centre students complained about paying student fees for
activities and facilities located on the Burnaby Campus.
Professional and community programs are the area of Continuing Studies
programming which provide greatest opportunity for creative, innovative
approaches to lifelong learning for diverse and special learners.
- Continuing Studies has shown quite remarkable initiative in providing-
stellar programming of considerable intellectual and practical value in both
professional and community programs. The number of post baccalaureate,
foundation and certificate programs is one indicator of attention to diverse
professional needs through systematic programs of study and learning.
The Writing and Publishing Program is an excellent example of the use of
professional resources from the community to supplement faculty
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resources for instructing a clientele whose needs are for a written
application of communication arts.
At the same time as we note the degree of integration which Simon
Fraser University Continuing Studies has accomplished between the
community and the academy, we call attention to the pricing structure of
particular community offerings. With relatively high tuition fees, Simon
Fraser University no doubt attracts an audience which is largely supported
through employers and successful self-employment. These learners are
much to be desired by any continuing education unit required to operate
within the confines of a cost-recovery budget. The University, however,
ought to be cognizant that with the current structuring and pricing
combinations, University services will continue to be accessed most
frequently by those segments of the population which are already
comparatively privileged in their previous education. There still remains
the challenge of redressing past inequities by providing continuing
education to individuals who are intellectually capable but constrained by
fewer advantages in formal education achievement. These individuals are
difficult to reach as they are rarely represented by professional associations
who would speak on their behalf but Continuing Studies success in claiming
diverse learners such as seniors, natives and prisoners leads us to conclude
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10
that given priority, Continuing Studies could rise even to this ultimate
challenge.
The Review Committee commends the Senate Committee for
developing criteria for the approval of non-credit courses.
An aspect of the professional and community programs that the
Review Committee considered was the Halpern Centre, which is both a
facility and a conference programming advisory service. While the facility
is of exceptionally high quality, the Review Committee tried to find a
rationale to have the Centre reporting to the Dean of Continuing Studies.
The Review Committee sensed that the impulse for development of this
area had more to do with potential revenues than the extension of academic
- --- ---- ----resources-and-would want-to see completeness-in-the stance that program -
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--
areas not exist without an academic unit partner or a cross-disciplinary
committee. The University ought not to compete with commercial
facilities in managing off-campus conferences, except as they are originated
and sponsored by academic departments. Whether the Centre continues to
be part of Continuing Studies or not, and inside a narrower mandate, more
could be done to make this facility more profitable and more visible with a
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dynamic marketing strategy and a comprehensive business plan.
On the more micro-level, the Review Committee was not persuaded
that the conference function of Continuing Studies merited the assignment
of a program director.
Recommendation
5
It is recommended that consideration be given to a transfer of
responsibilities for the Halpern Centre and its associated conference
planning function to another unit such as residences or financial services.
Objective 3: To review the size and qualifications of the
professional staff complement in relation to the unit's
responsibilities and workload.
The question of the qualifications of the professional staff
complement is both self-evident and illusive. Since our meetings with
program directors were very brief, the direct evidence about qualifications
are almost entirely based on the formal curriculum vitaes included in the
Self Study Report. Briefly, these are impressive. Almost all professional
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11
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staff
have substantial academic backgrounds in an area well connected to
their programming responsibilities. Inferentially, we also know that the
substance and complexity of the Continuing Studies programs of which we
have knowledge cannot be developed by even very good administrators
who do not have a foundation in the discipline themselves. The University
has set high standards for academic competence for its Continuing Studies
professional staff and met them.
What is risky for us to comment on in the absence of more extensive
interchange with individual program directors is the extent to which
program directors are equally well qualified as adult educators. With some
exceptions, the proof of this credential is not present in formal
qualifications. While it is to be preferred that continuing education staff be
formally qualified in-adult education or a related field, we- are-prepared-to -
accept that good instincts, fast learning ,a supportive environment and
professional development opportunities can substantially compensate for
formal credentials. Reasoning inferentially again, we tend to the view that
if program directors had more exposure to the foundations of adult
education in addition to another academic discipline, a firmer focus on the
centrality of the learner to the Continuing Studies enterprise with all its
practical implications, as well as attention to the role of education in social
change, would be more in evidence than we found it to be.
There is some apparent anomaly in the title of program directors,
specifically for Conference Services and Marketing/Communications.
While substantial portions of the day-to-day tasks of conference planning
and management require mainly a superbly organized and experienced,
service-oriented administrator, we were surprised to see that the title of
program director also was extended to the Conference Services area since
indeed no program development would be required of that person.
Similarly, while the position of Information and Marketing is vital in
continuing education, its distinction as support to program areas would
tend to suggest that different labelling would be appropriate.
In another area of concern about professional staff, we note that
there are positions within Continuing Studies with much similarity to
faculty positions and persons with qualifications and accomplishments
paralleling that of faculty. A tenure-track option for these staff may be
key to their continued availability for employment by Continuing Studies.
A system of academic/administrative appointments could be implemented
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whereby senior managers could have a portion of their appointments based
in an academic unit for tenure and promotion purposes.
Recommendation 6
It is recommended that a system
of
tenure track,
academic/administrative appointments with
specific
terms, be explored for
the positions
of
Dean, Associate Deans and Directors of
Distance Education
and Extension Credit Programs.
The Review Committee did not have an opportunity to meet the
Director of the Telecommunications Program, a program designed to
encourage SFU-OLA television production. Apparently some funding is
------provided-by OLA.--This-funding should-be retained, in-total;-by the - -
Program. In addition, while not being specifically recommended because
of lack of data, consideration should be given to having this program
report, with a program manager, to the Director of the Distance Education
Program, areas of high commonality and complementarity.
Objective 4: To review the size and distribution of the support
staff.
The size of the support staff for Continuing Studies is startlingly
small for so many program directors and program areas, in spite of the
ever present necessity of Continuing Studies units to be 'lean and mean'.
We were struck by the extent to which Continuing Studies has broadened
and expanded its programming sphere without concomitant increases in
core staffing to support that growth. It may be for just that reason that
only certain aspects of promotion and finance are centralized. The Review
Committee suggests it is poor use of program directors' time to be a master
of all trades and that serious consideration be given to the consolidation of
those services which do not constrain independent program development
management. While it is true that professional staff - with time - can be
passingly competent in most support staff functions, we are of the view that
a disproportionate time spent by professionals on support staff functions
tends to be reflected in higher student tuition fees. The implications of the
overhead costs inflating already high registration fees is of concern.
Accordingly, the establishment of specific positions: a financial officer, an
external liaison officer, and a mailing clerk to serve both campuses would
be supportive.
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Recommendation 7
It is recommended that two positions be developed as Assistants to
the Dean for: 1) finance and personnel; 2) external liaison - marketing
and communications.
Objective
5:
To review the adequacy of resources provided.
We assume this category to refer to the adequacy of financial
resources which is provided to Continuing Studies from the University,
since professional staff, support staff, office space and other special
facilities are otherwise named.
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- --- -
-The matter of-appropriate financing-is byno-meansaneasy one on
which to comment. For example, we reject the possible solution of
commenting about base allocation as a percentage of overall budget based
on national profiles as incompatible with our view that Continuing Studies
units must be fashioned not against each other but in a manner which is
attuned to and integrated with a specific university, its environmental
realities, and its particular mission. The development of Harbour Centre is
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an excellent example of the superlative tailoring and integration of all three
in the instance of Simon Fraser University. We would, however, make two
points. Little credence can be given to a university's commitment to
lifelong learning assisted by Continuing Studies if, in fact, it requires all
continuing education operations to be self-financing and cost-recovery.
Furthermore, the emerging trend among some universities to cast their
continuing education activities as "profit centres" says everything about
current university budgets and nothing about intrinsic commitment for the
notion of personal, professional and community development through
lifelong learning. The allocation of less than one percent of the
University's overall budget, given the increase in programming which
Continuing Studies has occasioned and the resulting prestige and visibility
which has resulted for the University in recent years, lead us to conclude
that the University is receiving extraordinary value for limited investment
in its Continuing Studies unit.
The Review Committee was concerned that the Office depends to a
very high degree on "soft money", a dependence that causes some
uncertainty and discomfort among directors. The financial systems in the
office did not seem to be well developed; complaints were also heard about
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the slowness of payments from the central financial office of the
University.
Objective 6: To review the provision of office space and other
special facilities.
The new facility at Harbour Centre is very impressive and is an
excellent "outreach" to the Vancouver community. It is an excellent model
in terms of design, furnishings, attractiveness and service orientation. One
student emphasized the point that the design incorporated an "adult learner"
philosophy in terms of being treated as a mature person in terms of
classroom design, seating, and the provision of a refreshment table in the
classroom. The audio-visual services were also thought to be excellent.
The office space seemed very limited with little or no faculty work
space.
Recommendation 8
It is recommended that the proposed Harbour Centre expansion be
•
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completed as soon as possible.
The space attributed to Continuing Studies on the Burnaby campus
was limited, disjointed and difficult to find and access. The Halpern Centre
was found to be an excellent space but poorly identified. The Distance
Education offices seemed to be adequate. The Dean's area offices were
also adequate but very poorly identified and not easily accessible. There
were indications that centralized offices will be provided in the near future.
Recommendation 9
It is recommended that the offices be centralized, identified and
located in an improved public access mode.
Objective 7: To review the future objectives of the Office of
Continuing Studies and their feasibility.
The future objectives of Continuing Studies are ambitious and rightly
so. With commitment from the qualified and innovative personnel which
are on staff, we have no doubt they can be realized.
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We would particularly urge that priority be given to the liberal
studies (Objective 2) and the public policy program objectives since Simon
Fraser University is in a position to model innovative approaches to
continuing education programming in these traditionally under-developed
areas.
An increase in emphasis and programming in the area of business
management courses, especially in the Harbour Centre location, should be
an immediate priority. A viable, eager market is available for downtown-
based courses in business and related courses.
We look to Simon Fraser University Continuing Studies for
leadership in marketing and pricing strategies, as these constraints are
- - ?
- more likely-the source of problems-than-lack of-appreciation -among-- - - -
continuing education programmers for the centrality of liberal studies to a
university-level education or for the expanded discourse arising from a
public policy focus. However, success in establishing these for persons of
all income levels would give pause to Continuing Studies detractors who
imply that only advantaged portions of the population are served by the
University embrace of lifelong learning.
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Recommendation 10
It is recommended that the Senate Committee on Continuing Studies
discuss the "Development Plan 1990-1995" and set priorities in terms of
the nine development initiatives, as soon as feasible.
We would also enthusiastically support the establishment of a Centre
for the Study of Continuing Studies and Lifelong Learning but not as part
of the Office of Continuing Studies.
The Review Committee found ambivalence toward the development
of a mission statement and
specific
goals and objectives. The process of
developing a mission statement has apparently begun but needs to be
completed with some urgency. It is vital for the staff, as well as the
directors, to be involved in this process of providing focus, direction and
accountability of the Office.
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Recommendation 11
It is recommended, therefore, that a mission statement with
accompanying objectives be completed, as a priority.
Objective 8: To review the effectiveness of the two-campus
distribution of staff and programs.
The Dean and Associate Dean of Continuing Studies, as well as other
University senior administrators, have the difficult task of securing the
bold and prestigious Harbour Centre without alienating those staff whose
sphere of responsibilities is confined to campus. The Review Committee
was given the distinct impression that an 'edifice complex" is emerging in
- ------ -- ----connection with -Harbour-Centre. --The -pride--and natural-excitement over - -
the freshness and sleekness of Harbour Centre by those associated with the
downtown facility verged perilously close to smugness, with a hint of
condescension about activities still mired in the staid, old traditional
campus. Program directors and staff on campus gave subtle indicators that
they were apprehensive that, by extension of their location, their ideas and
their programs were being eclipsed by being in the shadow of those centred
downtown. While a new facility such as Harbour Centre requires
enthusiasm and promotion, the Review Committee cautions those with
responsibility for the overall health of Continuing Studies against
entrenching a two-tiered system of prestige and the budding attitudes which
could cause dissention and divisiveness of a more serious nature.
The Review Committee has not made the assumption that these
outcomes are inevitable. Indeed, it is possible that in our brief time with
staff that we did not gather a well-rounded consensus of staff views of the
two-campus complementarity. Nevertheless, the general impression that
the two-campus system could brew dissention is shared equally by all three
reviewers and we state it frankly from our positions as outsiders in the
hope that administrators at Simon Fraser University can as adeptly
undermine negative potentials as they nourish positive ones.
The idea of a downtown facility for Simon Fraser University and its
actual execution is a superb testimony to vision and dedication and
?
-
entrepreneurial drive. We note that the vision also extended to the
conception of physical and environmental surroundings which are
conducive to adult learning. We are confident that the sophisticated part-
time mature learner at Harbour Centre is immediately aware of a
0 ?
17
University that thought carefully of them in the design of its newest
facility. However, whatever the satisfaction, aesthetics and functionality of
a building, enthusiasm for it must not overshadow pride in the quality of
programs offered there or indeed attention to those segments of the
population who need other environments for their comfort. The Harbour
Centre campus says "executive or professional"; Vancouver's population
also includes working class, grass-roots organizations and community
groups.
We also caution about placing an emphasis on full usage of Harbour
Centre before convenience to students who prefer the campus site for any
number of reasons, including better proximity to their home location.
We were--encouraged-to-notetharseveral steps-had-been taken-to
improve communication between the Mountain and Harbour campuses, e.g.
the location of offices for the President, a Vice-President and the Dean at
both locations, the holding of management meetings at the alternative
locations, the development of an office staff newsletter and the
development of a new staff orientation program.
Objective 9: To review the effectiveness of the administration
of the unit.
We are clear about the preference of most staff for an
entrepreneurial, decentralized management philosophy and, on principle,
are ourselves inclined to subscribe to flatter organization arrangements. It
is evident that Continuing Studies has benefited from an organizational
structure that encourages initiative and independence from the professional
level of staff, without undue constraints of formality and structure. At the
same time, it is equally clear that with 23 program directors, there is no
possibility that a Dean can adequately supervise
all that number. While it is
possible that program directors require little leadership and direction from
the Dean for their program areas, and the Dean is confident of the
responsible self-directedness of each of the program directors, the current
arrangement is not adequate in order to diagnose, and prevent potential
problems of fragmentation, alienation, mis-communication, isolation and
distance from core tenets of Continuing Studies management and
philosophy. The absence of a current mission statement is symptomatic of
this problem.
0 ?
18
With the decentralization of Continuing Studies into five locations,
coupled with the expansion in number of professional staff, the sense of a
core for Continuing Studies is endangered. Staff spoke of other program
areas, even on campus, as not only being decentralized but totally discrete
("X could be part of the moon"; "potentially serious disintegration";
"different organizational cultures"). In such an environment, and with
individual and independent budgets, the opportunity for collaboration
among program areas is probably low. Again, we are concerned for
practical implications related to higher tuition and registration fees as well
as programmatic disadvantages.
Recommendation 12
it is-recommended
?
-- - - - -
?
-
?
-- -
1)
that two half-time Associate Dean positions be established, and
2)
that the Dean and Associate Deans act swiftly to establish and support
the proposed standing committee on communication.
One of the two. recommended half-time Associate Deans should be on
• ?
the Burnaby campus, the other at Harbour Centre. These individuals
should be directors of their own programming area in addition to being
Associate Deans responsible for supervising a number of program
directors. In the latter role, they would have responsibility for
encouraging collaborative, integrated working relationships among
program directors and other staff at their site, as well as cultivating
connections to the overall continuing education function at Simon Fraser
University. With such support, the Dean would be more able to give
attention to building the extensive collaborative process involved in
addressing issues and concerns which extend across the entire unit,
including that of a central philosophy and mission statement.
Of particular concern is the truly impossible task that performance
reviews are under the present administrative arrangement. Even with the
two new Associate Deans, the ratio of deans to program directors is still
very low. However, performance reviews should be implemented not only
at the time of reclassification to higher positions, but annually. These
reviews should clearly indicate, through weighting given to relevant
factors, that meeting budget targets is not the only key factor.
Performance review should also be grounded in an acknowledgement that
0
?
potential for revenue varies from program to program and not
19
S ?
discriminate against program directors involved in areas without many, or
professionally-based clients and external funders. The Committee had
indications that, rhetoric to the contrary, the informal culture of
Continuing Studies equates performance with high revenues. The
Committee views such assumptions to be more appropriate to the market
place than the academy.
Recommendation 13
It is recommended that a system of
annual performance reviews of
all
staff
in Continuing Studies be implemented.
It was also observed that the Dean should be aware that some
--program directors consider-that-their input has-not-been consistently-
requested or valued in the professional staff appointment process in the
recent past.
While comments have already been made with respect to the
effectiveness of the administration of the Office, some additional comments
and suggestions with respect to the structure and Dean's role are essential
to this review. There are several realities that are factors in this
discussion:
a)
the management structure is very flat with in excess of 20 positions
reporting to the Dean, a situation that would be virtually impossible to
manage in a business setting;
b)
the program areas are very diverse, ranging from credit, on-campus
programs to distance education credit, from prison education to off-
campus credit, from professional education to general interest courses,
from credit diplomas and certificates to conference management;
c)
the Office locations are geographically separated. Not only is there
physical separation between the Mountain campus and the Harbour
Centre campus, there is also separation between the Dean's office and
the Halpern Centre, between the Dean's office and the Applied Sciences
programming area and the Dean's office and Distance Education.
These are all factors that complicate the efficient management of the
Office and led the Review Committee to observe that the Dean is not well
served by the management structure.
0 ?
20
0 ?
Recommendation 14
It is therefore recommended that a revised management structure be
considered as a means
of
encouraging efficiency, communication, sharing
of resources and streamlining accountability.
The Review Committee also sensed other management issues:
a)
a high level of frustration, stress and burnout was expressed by several
staff. Some felt that they were not included in management decisions,
that they felt insecure in their positions because of "soft money" funding
on annual contracts, that there was little communication among the
various units and that there was an extraordinary emphasis placed on
-- --------
?
revenue-production--with iittle-financia1-rnanagement-seice- or- advice -----------
(e.g. no budget for 1991-92);
b)
that the Associate Dean is in a difficult position in that the position
appears to be more of an Assistant to the Dean than Associate Dean,
with no line responsibility;
c)
the complexities of developing financial management systems for this
Office is daunting. The development of a separate budget for the
Harbour Centre campus was suggested by several staff members.
Objective 10: To review the relations of the unit with other
units within the University.
On the basis of limited information, it appears that Continuing
Studies has very good relationships with other University units.
T his was
confirmed in discussion with faculty Deans, the registrar and a few
members of the Senate Committee on Continuing Studies. The close co-
operation between academic units and Continuing Studies in the
development, approval and implementation of credit and not-for-credit
courses was found to be exemplary.
Objective 11: To review the relationship of Continuing Studies
with other institutions and the outside community.
The review process did not provide a particular vantage point from
which to gather data on this point, as there was only one opportunity to
meet with representatives of the community and that meeting was attended
0 ?
21
by only four people. We did, however, duly note the listing of associations
and organizations which have assisted Continuing Studies in the
development and implementation of programs during the preceding year
and recognized in it, diversity in liaisons with both the public and private
sectors.
The five community representatives with whom we met were well
positioned to speak to us about their perspectives on Continuing Studies,
which can be summed up as appreciative and collegial. One spoke highly
of the two-way exchange between the Pacific Rim Institute of Tourism and
Simon Fraser University, comments which may typify the cordial
relationship which program directors with a commitment to community
organizations can engender.
?
-
?
-
?
-
?
-
Evidence was also heard of yearly meetings with other British
Columbia universities but with little or no co-operation on courses and
projects, which is to be expected in an entrepreneurial and competitive
market environment. Relationship with the Open Learning Agency appear
to have emerged to a mutually satisfactory level.
•
?
?
The Advanced Interpeter Education Program, although operating on
"soft money", is excellent and provides an important international
perspective. The relationships with the David Lam Centre also appeared to
be excellent.
0 ?
22
?
0 ?
APPENDIX 1
List of those interviewed
Dr. Jack Blaney, Vice-President for Harbour Centre
Dr. Bob Brown, Dean, Arts
Margaret Brown, Administrative Assistant, Continuing Studies
Dr. Bruce Clayman, Dean, Graduate Studies
Tama Copithome, David Lam Centre for International Communication
Dr. Maureen Covell, Political Science
Ann Cowan, Associate Dean, Continuing Studies
Dr. John D'Auria, Chemistry
Dr. John Dickinson, Acting Dean, Applied Sciences
Dr. Steve Duguid, Extension Credit Program, Continuing Studies
-
Wendel-in Fraser,- SpecialServices Program, Contitiuillg Sftidië
?
- -
Dr. Jane Fredeman, Centre for Distance Education, Continuing Studies
Dr. Warren Gill, Executive Director, Harbour Centre
Linda Goodall, Administration, Continuing Studies
Ronald Heath, Registrar
Christine Hearn, Writing and Publishing Program, Continuing Studies
David. Johnston, Registrar Services, Harbour Centre
?
• ?
Carol Knight, Marketing/Communication, Continuing Studies
Jo Lynne Hoegg, Dean, Continuing Studies
Henry Hoekema, Prison Education Program, Continuing Studies
Dr. Cohn Jones, Dean, Science
Leslie June, Tourism Programs, Continuing Studies
June Landsburg, Applied Sciences Program, Continuing Studies
Monique Layton, Centre for Distance Education, Continuing Studies
Sandi Lindahi, Operations Manager, Harbour Centre
Bill Liu, Advanced Interpreter Education Program, Continuing Studies
Dr. Jock Munro, Vice-President, Academic
Margit Nance, Public Policy Programs, Continuing Studies
Nancy Petersen, Social Sciences/Institutes Program, Continuing Studies
Paul Petrie, Labour Program, Continuing Studies
Helen Resnick, Business and Professional Programs, Continuing Studies
Letia Richardson, Arts and Design Programs, Continuing Studies
Vivian Rossner, Centre for Distance Education, Continuing Studies
Dr. Mark Selman, Extension Credit Program at Harbour Centre,
Continuing Studies
Dr. Stan Shapiro, Dean, Business Administration
Penny Southby, Halpern Centre
Wanda Tingley, Applied Sciences Programs, Continuing Studies
o il
23
Dr. Dean Tjosvold, Business Administration
Dr. Jaap Tuinman, Dean, Education
Shawn Wade, Student Senator
Dr. Jan Walls, David Lam Centre for International Communication
Yvonne Walls, David Lam Centre for International Communication
Alison Watt, Director, Academic Planning Services, Office of Vice-
President, Academic
Dr. Cohn Yerbury, Director, Centre for Distance Education, Continuing
Studies
+
5
community representatives
+ 9 randomly selected evening students
n=58
.
24
-iflth'
SIMON FRASER UNIVERSITY
Memorandum
To: Dr. J.M. Munro
?
From: Jo Lynne Hoegg, Dean
Vice-President, Academic
?
Continuing Studies
Re: Continuing Studies Response to ?
Date: ?
November 8, 1991
External Review
Attached is our response to the Report of the External Review Committee which
examined the activities of Continuing Studies in May. Since that time, we have
been addressing concerns raised in our self-study and in the reviewers' report,
and the actions we have taken are noted in our response. While this is a final step
in the review process, what we have learned will continue to guide our actions
and will be integrated into our short and long term plans. It should be noted,
•
?
also, that both our self-study and the response to the reviewers' report represent a
consensus in Continuing Studies that has been achieved through extensive
consultation.
JLH/dw
Ends.
NOV U 1991
• ',IIce president
ACADEMtG
0
9
??
RESPONSE TO THE REPORT OF THE
CONTINUING STUDIES EXTERNAL REVIEW COMMITTEE
GENERAL COMMENT
Continuing Studies was pleased by the External Reviewers' positive comments
describing the high level of achievement attained by the office and by individuals. We
acknowledge that our achievements are not ours alone, but reflect the commitment of
the University as a whole and of individual faculty members to lifelong learning and
recurrent education. The quality of our programs and facilities and the services
provided to adult learners are strong indications of the University's seriousness in
addressing the needs ofa learning society.
In our response we would like to address the specific recommendations of the
committee and some of the points made in the attendant commentary.
I THE CREDIT PROGRAM
Recommendation 1
It is recommended that the budget for teaching evening credit courses be assigned to Continuing
Studies which in turn could transfer appropriate funds to academic units according to their level
of activity in teaching evening credit courses.
Comment
We are pleased that the Reviewers recognize the value of having a central office that
helps to shape and coordinate the University's Burnaby and Harbour Centre extension
programs. However, if
Recommendation 1
implies that all funding for instruction in
extension credit programs should be administered through Continuing Studies, we
disagree. The present mixed model with some instructional stipends provided through
Continuing Studies and the balance of instruction carried out by departments as part of
load works well. With the mixed model, departments rightly regard the courses offered
through extension credit as a part of their overall program, and this sense of ownership
might be lessened if all courses were funded through Continuing Studies. Because
there are semesterly discussions with departments, Continuing Studies is able to
encourage new programs, mitigate some of the variance in departmental instructional
resources, and assure University-wide program balance. In addition, the present
arrangements have produced a reasonable ratio of sessional to faculty instructors, given
University-wide standards. It should be noted that the report is inaccurate; 54% not 30%
of the courses taught in 1990 in the evening campus and Harbour Centre programs
were taught by faculty.
Recommendation 2
It is recommended that Continuing Studies maintain its aggressive role in serving specialized
markets with credit courses (e.g. native groups, prisoners, off-campus
communities).
Comment
The President's strategic plan, Challenge 2001, states explicitly that the University will
continue to welcome a diversity of students and will make special efforts to recruit from
groups such as native peoples and other minorities who are under-represented in
Canadian universities. Continuing Studies will continue to provide leadership in
community liaison and expertise in program delivery to aid Faculties and departments
in these special efforts to provide access to a broad range of students—including
specialized groups of learners, prisoners, students from disadvantaged sectors of
society, seniors and working adults, and those who wish to take courses via distance
education. We will continue to encourage the University to foster an enrollment policy
that provides for traditionally under-represented
groups.
Recommendation 3
It is therefore recommended that the Senate Committee on Continuing Studies review all
certificate and diploma programs on the basis
of criteria developed by the Senate Committee
paying particular attention to viability, structure, sequencing and market response.
Comment
.
?
Current practice has not included formal review or approval by SCCS of all credit
certificate and diploma programs. Because many certificate and diploma programs are
directed to non-traditional students not seeking a degree, Continuing Studies believes
that the Senate Committee on Continuing Studies should review these programs and,
when appropriate, make recommendations to SCAP regarding their adequacy in
meeting the purpose for which they were intended. This issue has been and will again
be brought to the attention of the Senate Committee on Continuing Studies.
Recommendation 4
In terms of
distance education it is recommended that:
1)
the position of Director be made a tenure-track, academic/administrative position;
Comment
See
Recommendation
6
(page 5).
2)
the practice of transcript notation for distance education courses be ended;
Comment
Continuing Studies is now aware that a transcript notation occurs not only for distance
education courses but also for other courses. The University Registrar is researching the
origin of course notations in order to take corrective action to remove them from all
student transcripts.
.
3) major emphasis be placed on incorporating distance education within the Office
of
Continuing Studies through participation in management meetings and the sharing
of resources.
Comment
Continuing Studies recognizes the need for all program areas to share resources and to
be involved in management and program planning meetings. Through restructuring
Continuing Studies to overcome the difficulties of decentralization mentioned by the
Reviewers, distance
.
education and other program areas will become further integrated
within Continuing Studies as a whole in order to share resources and to ensure
participation (see
Recommendation 14,
page 10).
II PROFESSIONAL AND COMMUNITY PROGRAMS
GENERAL COMMENT
The Reviewers were very complimentary about the initiative of Continuing Studies in
providing "stellar programming of considerable intellectual value and practical value in
both professional and community programs" and noted as well "the degree of
integration which Simon Fraser University has accomplished between the community
and the academy." Concern was expressed that the cost of non-credit programs
prohibited access to groups in need of educational opportunities. The cost recovery
budget for non-credit programs was considered the root of this problem. We would
like to reiterate that through the credit program we do take an active role in redressing
imbalances in access to university education caused by social and other factors. In the
area of non-credit programming, however, it is important to note that we do not seek to
duplicate the offerings of the colleges and school boards who have a mandate to meet
the needs of students requiring catch-up programs such as Adult Basic Education.
We believe that we have shown leadership in labour education, in our programs for
senior citizens, and in national initiatives of importance to native communities, such as
The Northern Justice Society and Resource Centre. We offer some lectures and other
cultural events at no cost to the community and are seeking ways of supplying
scholarships and bursaries to many of the non-credit professional programs. For many
years we have attempted to make special arrangements for members of low-income
groups and needy organizations to take courses on a complimentary basis, and have
often supplied instructors and speakers for in-house programs as a service to the
community.
We would like the level of service to returning students to be improved in the areas of
study skills and career counselling. They are areas in which we believe we could assist
the University and the student body, and such services would alleviate the Reviewers'
concerns about the ultimate accessibility of our programs. We are examining the
feasibility of providing these in conjunction with the Counselling Service and Academic
Advice.
Recommendation 5
It is recommended that consideration be given to a transfer
of responsibilities for the Halpern
Centre and its associated conference planning function to another unit such as residences or
financial services.
Comment
There are three issues embodied in this recommendation: Should Continuing Studies
be involved in Conferences Services? Should Continuing Studies manage the Halpern
Centre? Should the Director of Conference Services be a program director? From our
point of view, the answer to all three questions is "yes." We believe that the Reviewers'
recommendation stems from the fact that many North American universities view
conference services as a means of selling surplus residence space in summer semesters.
That has never been the case at Simon Fraser University. Conference Services exists to
further the academic initiatives of the University and provides service to outside groups
on occasions where there is a programmatic link with the University. Furthermore, the
Director of Conference Services does not function as a booking clerk, but rather as a
partner in planning all aspects of a conference or event. When more residence space
becomes available we would anticipate working closely with the residence office and
faculty as more opportunities for residential programs arise.
Conference Services is important to Continuing Studies because it has helped to build
relationships between Continuing Studies and departments and the community,
leading to new alliances of mutual benefit. In addition, the Office of Conference
Services provides advice and service to the academic community at a considerable
saving over commercial enterprises, thereby it both cuts the University's costs and, we
believe, achieves a better result.
The Director of Conference Services also manages the Halpern Centre, a function which
is separate from, but not unrelated to, the conference function. The Halpern Centre is in
constant use for a variety of University purposes. The Director and her staff ensure that
all aspects of the arrangements for an event are efficiently handled with minimum
inconvenience to departments and Faculties who otherwise would be responsible for
making arrangements with each service department involved. We believe that this
convenience has encouraged faculty to use the Centre since it allows them to
concentrate on the aspects of program development that are of interest to them.
It should be noted that the Director of Special Services at Harbour Centre has a different
mandate because the rental of the Harbour Centre facility to outside groups for
educational purposes is part of that campus' service to the community and part of its
funding structure. Whenever appropriate the Director seeks opportunities to involve
the University in the educational activities of our rental clients to their mutual
advantage.
0
III THE SIZE AND QUALIFICATIONS
OF THE PROFESSIONAL STAFF COMPLEMENT
GENERAL COMMENT
The Reviewers recognized the impressive qualifications and accomplishments of
Continuing Studies program directors in both adult education and academic
endeavours. Their ambivalence about the need for formal qualifications in adult
education, however, and their suggestion that such qualifications would create more
awareness of the "centrality of the learner" and the role of education in social change is
simply not borne out when the publication records, the history of service to the field
and the community, and the outstanding number of awards accorded individual
directors and the department are examined carefully.
?
-
?
-
Recommendation 6
That a system of tenure-track, academic/administrative appointments with specific terms be
explored for the positions of Dean, Associate Deans and Directors of Distance Education and
Extension Credit programs.
Comment
Continuing Studies acknowledges the importance of recognizing the professional and
academic qualifications of all professional staff and their individual contributions to the
University community. There are a number of options that should be explored to
ensure appropriate professional recognition and an even stronger relationship with
peers in the University community. Continuing Studies professional staff have
established a committee to assess interest in, procedures for, and the implications of
various options and to explore other professional concerns.
It has been our practice to assign executive functions to individual directors without
changing their rank or status or the nature of their appointment, which is consistent
with the practice in other academic departments. At present, the Associate Dean
receives the standard stipend accorded Associate Deans, but has no equivalent of
course relief. There are no other executive stipends awarded in the department, and
this issue, together with the issue of program load will be considered in the
restructuring of the management functions across the department (see
Recommendation 14,
page 10).
IV THE SIZE AND DISTRIBUTION OF SUPPORT STAFF
S
GENERAL COMMENT
The issue of the size and distribution of support staff is discussed in greater detail in
our self-study than in the Reviewers' report. The self-study also raised issues related to
staff training, career-development, compensation, and the work environment that are
. ?
being addressed in several ways as outlined in the self-study. The ratio of professional
to support staff is seen by the Reviewers as potentially inefficient; i.e., there are too few
support staff. It is our intention to examine these ratios carefully and to address this
issue by a combination of reassignment and reorganization of work and through the
appointment of staff in under-represented areas. The Reviewers questioned a seeming
lack of specialization or specialized services as each program director and assistant seek
to master all aspects of program development and implementation, from planning to
marketing to financial administration and evaluation. One explanation for this
situation offered by the Reviewers and verified by the self-study is the expansion of
professional staff and program areas through revenue generation and grants without
any growth in the infrastructure that supports the activities of those new areas, namely,
budget, personnel, and marketing. In this, Continuing Studies is not unlike other areas
of the University.
In addition to this reorganization and increased support in tore areas, we are
committed to actions that will address the other concerns expressed by our staff and the
Reviewers. Greater attention to internal communication, better staff orientation, and a
continued commitment to promoting support staff to professional positions when
appropriate will strengthen the sense of purpose and reward. We will continue the
practice of encouraging further education and professional development through
University and outside courses because we believe it is important and because it is a
benefit within our means.
Recommendation 7
It is recommended that two positions be developed as Assistants to the Dean for: 1) finance and
personnel; 2) external liaison - marketing and communications.
Comment
More staff are needed to perform core functions and a more collaborative structure will
offer opportunities for some efficiencies. These specific recommendations point to areas
which we agree need attention, and which we have taken into account in our proposal
for restructuring. (See response to
Recommendation 14,
page 10).
V THE ADEQUACY OF RESOURCES PROVIDED
GENERAL COMMENT
The Reviewers made no recommendations related to the financial resources provided to
Continuing Studies but commended the unit's stewardship as follows: "The allocation
of less than one percent of the University's overall budget, given the increase in
programming which Continuing Studies has occasioned and the resulting prestige and
visibility which has resulted for the University in recent years, lead us to conclude that
the University is receiving extraordinary value for limited investment in its Continuing
Studies unit."
.
?
VI THE PROVISION OF OFFICE SPACE AND OTHER SPECIAL FACILITIES
Recommendation
8
It is recommended that the proposed Harbour Centre expansion be completed as soon as possible.
Comment
The expansion is underway, and when it is complete it will provide needed faculty
office space and relieve the crowding in Continuing Studies. There will also be a faculty
and staff lunchroom.
Recommendation 9
It is recommended that the offices be centralized, identified and located in an improved public
access mode.
Comment
The West Mall Annex will provide adjacent space for all Continuing Studies staff in
Burnaby (except for those in the Halpern Centre) and will create a presence more
accessible and visible to students and faculty. In the interim, the feelings of isolation
expressed by Burnaby campus employees will be addressed by improved
communication and more collaboration
among individuals across units.
VII THE FUTURE OBJECTIVES OF THE OFFICE OF CONTINUING
?
STUDIES AND THEIR FEASIBILITY
GENERAL COMMENT
The Reviewers refer to the 9 point five-year Continuing Studies development plan
prepared in February 1990 as part of the University's strategic plan. Priorities in
Continuing Studies are set in accordance with University and faculty interests, together
with community needs. Understandably, priorities are adjusted in response to change.
The Reviewers particularly emphasize the need for more business management courses
at Harbour Centre and the development of a strong Liberal Studies program. A
program director has been reassigned to develop further management courses at
Harbour Centre. The area of Liberal Studies is under review, and the activities of the
Institute for the Humanities and the programs linked to the new Master of Arts in
Liberal Studies will be important considerations in planning future directions for
Liberal Studies. We concur with the Reviewers, and with Dr. Leonard Freedman before
them, that this is an important area and that we must devise ways of providing a range
of programming that is accessible to a wide community. Several initiatives in the
University will result in an expanded emphasis on public policy, and Continuing
0
?
Studies will support program development and delivery in this area as a priority.
Recommendation 10
It is
recommended
that the Senate Committee on Continuing Studies discuss the "Development
Plan 1990-1995" and set priorities in terms of the nine development initiatives as soon as
feasible.
Comment
Continuing Studies' priorities are reviewed periodically with the Senate Committee,
and their advice is sought on various matters. We are in the process of reviewing
priorities and will take our plans to the Senate Committee on Continuing Studies for
consideration and advice.
Recommendation 11
It is recommended, therefore, that a mission statement with accompanying objectives be
completed as a priority.
Comment
The Reviewers commented that they found ambivalence toward the development of a
mission statement with specific goals and objectives and recommended that work on
such a statement be completed soon. Our self-study revealed that the newer members
of the organization, particularly those who joined after the decentralization of the unit,
were less'familiar with the history of Continuing Studies and the evolution of its
relationships within the institution. The review process itself has given us an
opportunity to discuss key issues in adult education and how they relate to the
particular mission of Continuing Studies at Simon Fraser University. A document is in
the draft stage and will be completed shortly.
VIII THE EFFECTIVENESS OF THE TWO-CAMPUS DISTRIBUTION
?
OF STAFF AND PROGRAMS
GENERAL COMMENT
Although the Reviewers do not make
any recommendations related to this question,
they express the opinion that we share: namely, that the two campuses present an
administrative challenge in which effective communications are essential. They also
suggest that care must be taken to offer courses in the location most convenient to our
students. Continuing Studies always takes convenience of location into consideration
when any program is planned; other considerations such as availability and cost of
space and services are factors as well. We believe that it is important for Continuing
Studies to maintain a strong presence on both campuses.
IX THE EFFECTIVENESS OF THE ADMINISTRATION OF THE UNIT
GENERAL COMMENT
The Reviewers' comments throughout the report, while strongly supportive of the
performance of the unit, reflect a general concern on the part of directors and staff that
the unit has outgrown what was a very effective organizational philosophy and
structure. The desire for individual autonomy remains; however, against that feeling,
the increased burden of individual responsibility in both program and management
functions suggests that the time for some trade-offs has arrived. Program directors
have accepted the notion that a completely flat organization will not serve a
decentralized unit well. They recognize also that their professional needs and the needs
of the unit preclude a structure where the Dean does not delegate considerable
-
management responsibility toAsôiteDeans: ?
- ? -
Recommendation 12
It is recommended that 1) two half-time Associate Dean positions be established and that 2) the
Dean and Associate Deans act swiftly to establish and support the proposed standing committee
on communication.
Comment
. ?
There is not at present a position allocated to Continuing Studies that is used for an
executive function. The current Associate Dean has had no reduction in program load,
which has been recognized as an unworkable situation even under the present
reporting structure. The Reviewers recommend that there be two Associate Deans, each
responsible half-time for executive functions. Doing so would require the allocation of
one full-time professional position. Some additional clerical support is also needed to
enhance the efficiency of administration. We concur with the Reviewers' findings and
believe that more resources must be devoted to the management of Continuing Studies,
especially given the scope of the unit's mandate and activities and its role in helping the
University to realize its ambitions for the year 2001.
The standing committee on communication is in place.
Recommendation 13
It is recommended that a system of annual performance reviews of all staff in Continuing
Studies be implemented.
Comment
Until recently, annual performance reviews were held in conjunction with salary review
and consideration for merit. When merit pay was discontinued for APSA members, this
review gave way to an annual discussion of program objectives for the coming year and
an appraisal of the previous year's activities. Unfortunately, this process has been
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associated by some directors, particularly those in revenue-based programs, with the
financial success of specific programs, not with their overall professional
accomplishment. There are several issues involved, and they tend to be expressed as a
general feeling of unease about individual professional standing and how one's
progress is noted within the unit and the institution. This unease is not confined, we
might add, to APSA members in Continuing Studies.
The system is further complicated in Continuing Studies by a career progress system of
peer review that describes three levels of program director and defines the criteria for
promotion from one to the next. Recommendations for promotion by one's peers, while
important, cannot replace annual performance review. The Reviewers echo the belief of
the directors and the Dean that to accomplish effective assessments of professional staff,
more depth in the administrative structure is needed with fewer professional staff
reporting to any single administrator.
The self-study also revealed that the support staff were not consistently evaluated by
_--their supervisorsandthat the supervisory skills of professional staff were uneven. This
will be addressed in the future, partly by a revised management and supervisory
structure and partly by more attention on everyone's part to the importance of this
function.
Recommendation 14
It is therefore recommended that a revised management structure be considered as a means
of
encouraging efficiency, communication, sharing
of
resources and streamlining accountability.
Comment
We propose that there be two Associate Deans: one with department-wide
responsibility for finance and personnel and one responsible for overall Continuing
Studies operations at Harbour Centre. The Director of Extension Credit would be
responsible for extension credit programs in Burnaby and at Harbour Centre, and the
Director of the Centre for Distance Education would assume responsibility for both out-
reach programs and Educational Telecommunications. Two Associate Directors would
be appointed: one with responsibility for Prison Education and outreach programs such
as Shuswap, and initiatives such as last year's extension program in the Fraser Valley;
the other Associate Director would assume administrative responsibilities directly
related to the distance education program. All program directors at Harbour Centre
would report to the Associate Dean at Harbour Centre. The Dean would be advised by
a senior management group consisting of the two Associate Deans, the Director of the
Centre for Distance Education and the Director of Extension.Credit. Care will be taken
to ensure that the concerns of all areas of Continuing Studies are addressed by this
group.
In reference to
Recommendation
7, we propose that the core staff finance and personnel
function be strengthened through the establishment of an Administrative Assistant
position at Harbour Centre. (At present this is a temporary unfunded position.) In
addition, there will be a review of the allocation of resources in the department. This
will be a priority for the Associate Dean/finance and personnel and the management
committee.
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Furthermore, a subsequent internal review of the concern expressed in the self-study
and echoed by the Reviewers that the large investment in marketing of non-credit
courses places a strain on the human and financial resources of the unit has revealed a
need for the following: editorial and production assistance for the Director of Program
Information; some way of coordinating marketing plans across program areas,
particularly at Harbour Centre; and additional expertise in sales and marketing. Many
directors also thought it was an opportune time to pursue a bolder strategy for service
and information to our community clients. The Director of Program Information and
the Management Committee will make recommendations for changes that take these
needs and the overall needs of the unit into consideration. It is clear at this point,
however, that at least one additional staff member is required.
X THE RELATIONS OF THE UNIT
?
WITH OTHER UNITS WITHIN THE UNIVERSITY
GENERAL COMMENT
Because we place the utmost importance on our relationships with Faculties and
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departments, we value the Reviewers' finding that Continuing Studies enjoys
exemplary cooperation throughout the University, and we will continue to make this a
priority in all program initiatives. The nature of Continuing Studies activity has also
forged important working relationships with the Registrar, the Library, the
Development Office, Media and Public Relations, and the Office of International
Cooperation.
XI THE RELATIONSHIP OF CONTINUING STUDIES
?
WITH OTHER INSTITUTIONS AND THE OUTSIDE COMMUNITY
GENERAL COMMENT
The Reviewers found these relationships to be commendable. We would wish only to
reiterate that our relationships outside the University are as important as those within
the institution and that they comprise a major part of the program directors'
responsibilities to serve as a link between the academy and the community. In addition,
the Dean and the Associate Dean at Harbour Centre devote considerable time to
external relations.
C
November 5, 1991
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