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S. 91-12

SIMON FRASER UNIVERSITY

MEMORANDUM

RE: Challenge 2001: The President's

DATE: ?

February 14, 1991

Strategic Plan

Attached is a copy of Challenge 2001: The President's Strategic Plan. Action

undertaken by the Senate Committee on Academic Planning gives rise to the

following motion:

MOTION: "that Senate endorse the general directions for the University's

development as contained in Challenge 2001: The President's

Strategic Plan"

DRAFT STRATEGIC PLAN LETTER OF TRANSMITTAL

FOR INFORMATION ONLY

Mr. Shell Harvey

Assistant Deputy Minister

Universities, Colleges and Institutes Division

Ministry of Advanced Education, Training and Technology

With this letter, I am pleased to present a ten year strategic plan for Simon Fraser

University. Challenge 2001 describes Simon Fraser University's distinctive place in British

Columbia's system of higher education and emphasizes our commitment to accessibility,

•

our record of innovation, our reputation for academic quality and our strong sense of

accountability.

Challenge 2001 offers a vision of the future that anticipates significant expansion at

Simon Fraser. It foresees a decade of controlled growth to achieve our objectives and

offers a development strategy to help guide the academic planning process that is being

managed by the Vice President, Academic. Although it is my own strategic view, the

document draws heavily on input from academic and administrative units across the

University. I am pleased to say that its general direction has received support in principle

from the University Senate and the Board of Governors.

There are a number of key issues in Challenge 2001 which the Ministry of

Advanced Education, Training and Technology is asked to endorse. They take our

existing strengths into account and recognize the special contributions Simon Fraser

University can make as a responsible partner in the province's post-secondary system.

We believe that our commitment to accessibility plays an important

part in the academic, social and economic well being of all British

Columbians. Improved student access over the next ten years will be

supported by planned growth in student enrolments, by an increased

range of programs, by enhanced facilities and services, and

especially by adding 400 additional faculty.

Dedication to the advancement of knowledge is fundamental to all

academic achievement at Simon Fraser University. In the coming

decade, we will give high priority to expanding basic and applied

research in all the disciplines we offer. Continuing efforts will also

be made to encourage the commercial transfer of University research

discoveries.

By the year 2001, graduate program enrolments will represent at

least 15 percent of total enrolments. Graduate program growth will

allow Simon Fraser University to help offset the rising shortage of

private and public sector research talent; it will support higher levels

of research productivity; and it will provide a vital teaching

resource for the growing undergraduate population.

Building on the University's strengths in the core disciplines,

program development

Will

concentrate on interdisciplinary areas

that respond to new academic, economic and social challenges. The

established science, applied science and professional programs will

expand to their optimum size by 2001 while moderate growth will be

experienced in the core areas of the humanities and social sciences.

Our leadership in lifelong learning and recurrent education will be

continued by giving high priority to the development of part-time

graduate studies and other special mid-career programs at both.the

Burnaby and Harbour Centre campuses; by continuing cooperation with

the Open Learning Agency; and by expanding innovative teaching

programs at locations throughout the province.

The development of Simon Fraser University at Harbour Centre will

be completed and we will maintain our role as the primary provider

of university education in the Vancouver City core.

Co-operative Education programs benefit both students and

employers in the community. Our Co-op Education placements will

be expanded threefold by the year 2001, enabling 25 percent of our

full-time students to participate.

8 The competitive nature of world trade and the increasing rate of

cultural exchange require that higher education keep pace with

• changes in the global community. Over the next decade, we will

expand the international dimension of all our study, research and

service activities, including study-abroad programs, foreign language

opportunities and links with academic institutions abroad.

S ?

9. We believe that there is an important connection between the degree

of social community in a university and the university's success at

fulfilling its teaching and research missions. We will take strong

initiatives to expand on-campus residential accommodations and to

enrich the intellectual, social, cultural and recreational environment

within the University community.

These key issues are among the many features described in greater detail within

Challenge 2001. They represent a spirit of things to come -- a spirit that has matured over

our first twenty-five years of growth and now stands ready to meet future challenges.

Flexibility; the capacity to be responsive; the commitment to access, innovation and

academic quality combine to make Simon Fraser University unique. With cooperation

from government, the University's distinctive character will be sustained in the years to

come. With the resource support required to enable growth, Simon Fraser University will

continue to serve the peoplebf British Columbia as a responsible, accessible and

innovative University that is known at home and abroad for its high academic quality.

SIMON FRASER UNIVERSITY

CHALLENGE 2001

THE PRESIDENT'S STRATEGIC PLAN

1.0 ?

2.0 ?

The

Legacy of Rapid Growth

3.0 ?

Planning Assumptions

4.0

The

Educational Challenge: Size, Shape and Balance

Program Mix and Program Growth

4.4 ?

The Balance between Undergraduate and Graduate Instruction

Growth in Computer Access

4.8 ?

Simon Fraser University at Harbour Centre

4.9

Co-operative Education and Student Internship Programs

4.10

The University's International Horizons

5.0 ?

The Research Challenge

6.0 ?

The

Challenge of Community: On the Campus and

The Quality of Educational Service

6.3 ?

Growth in On-Canpus Residential Opportunities

6.4 ?

The Quality of the Educational Environment

6.5 ?

Transportation Services

6.6 ?

Simon Fraser University Alumni

6.7 ?

Development Fund Raising

7.0 ?

Accountability

Appendix I - Resource Requirements

Appendix 11—Enrolment Projections

Appendix III - Planned and Potential Program Growth

Appendix IV - Program Offerings: Harbour Centre Campus 1990/91

SIMON FRASER UNIVERSITY ?

CHALLENGE 2001

THE PRESIDENT'S STRATEGIC PLAN

1.0 PREAMBLE

Simon Fraser University shares with all research-intensive universities the -

fundamental mission to discover, transmit and preserve knowledge. This mission

depends for its success on an active spirit of free enquiry supported by the

companion principles of university autonomy and public accountability.

Simon Fraser celebrated its silver anniversary in 1990. Twenty-five years

brief period in the history of any university - the University of Toronto is 150 years

• old, Harvard is over 350 and the University of Bologna has passed the nine century

mark - but no matter how young Simon Fraser University may be in comparative

terms, British Columbians can be proud of its many achievements.

The University's faculty have distinguished themselves by gaining national

and international recognition for the quality of their teaching and research. Our

students consistently place at the highest levels in national competitions such as the

Medical College Admission Test (MCAT) and the Institute of Chartered Accountants

(CA) exams. The academic standing of students admitted from Grade XII is

exceptional with the average admission CPA now standing at 3.26 and with the

number of straight "A" students doubling in the last four years. Simon Fraser

graduates demonstrate academic ability by winning prestigious fellowships at the

world's foremost universities and by pursuing successful careers in business, the

public sector and the arts.

When the University first opened its doors in September, 1965, to deliver

programs in the liberal arts, education and the basic sciences, it quickly became

• ?

known as a centre for imaginative approaches to learning. Tutorial-based

instruction was adopted from the start and continues to be used extensively today.

reliance on the trimester system, although adding complexity and higher costs to

instructional delivery, provides a good return to the provinces taxpayers by fully

utilizing university resources throughout the year. The ability to respond quickly

when effecting changes in program emphasis or new program development sets

Simon Fraser University apart from older, more traditional institutions of higher

learning. With the passage of time, the University's commitment to innovation

has become its hallmark.

As Simon Fraser grew, interdisciplinary graduate and undergraduate

programs were encouraged where emerging disciplines satisfied a provincial or

national need and where they built on the strengths of the University's core

disciplines. Attentive to quality and student demand, professional programs were

added to the range of degree options in the 1970s and 1980s. Along with offering the

province's most comprehensive access to evening degree studies, the growth of both

credit and non-credit continuing, distance, cooperative and recurrent education

programs established Simon Fraser's leadership in making university services

accessible to the community. Throughout its first quarter century, research has

shared priority with the development of teaching programs and the drive to create

new knowledge is fundamental to faculty and graduate students alike.

For a great many.

British Columbians, Simon Fraser University is the

university of choice. Whether it presents the first opportunity for a family member

to pursue a' degree; whether it provides mature students with the flexibility to

combine study and responsibilities in the home or workplace; whether it offers

academically qualified students access to higher learning following college or high

school, Simon Fraser Unive

sity is conscious of its social responsibility to remain

accessible. Had the University failed in its commitment to accessibility, thousands

of academically qualified students would not have received a university education

in recent years.

But over the past decade, the effort to meet its access responsibilities has

carried a stiff price: despite a pronounced shortage of human and physical resources,

despite unacceptably high student/faculty ratios and an increasing threat to

academic quality, University enrolments were allowed to grow rapidly throughout

the 1980s. Where growth in student numbers was unmatched by adequate financial

support, diminished levels of service resulted. Positive steps must now be taken to

restore an appropriate balance and growth itself provides the key to renewal.

Where program development has been inhibited or suspended for want of

space or new faculty, growth will offer a remedy. Where the demand for new

programs emerges either as an offshoot to current disciplines, from student interest

or from social, economic and cultural change, the University will remain true to its

- - traditions by responding quickly and effectively. Growth in disciplinary coverage,

accompanied by commensurate growth in the services which an expanded human

and physical resource base facilitates, will allow Simon Fraser University to keep

faith with its mission and with its distinctive character: over the next decade,

Simon Fraser University will build on the strengths for which it has received

acclaim - quality, innovation and accessibility.

When setting a course for the future, no institution can predict all the

- demands and opportunities that will come its way. Nevertheless, as Simon Fraser

University enters its next decade of development, it will be guided by the principles

and planning objectives set out below.

2.0 THE LEGACY OF RAPID GROWTH

For the past several years, Simon Fraser has been one of the fastest growing

universities in Canada. The reasons are easily identified. The University's

reputation for academic quality and unique programming is attractive to graduate

and undergraduate students throughout British Columbia, across Canada and

around the world. Simon Fraser is situated in one of the nation's fastest growing

regions and pressure for admission to the University's programs will rise as

population increases. Looking ahead to the year 2001, the population of the Lower

Mainland will reach 2.2 million and the Fraser Valley alone will be home to 900,000

people. Adding to the pressure for access, students from the interior will continue

to be drawn to Simon Fraser as the University fulfils its provincial mandate by

serving all British Columbians.

Other

• ?

factors also indicate that the demand for admission will be extreme

throughout the 1990s. The government's 'Access for All" strategy seeks a radical

improvement in participation rates with a goal of reaching the national average by

1995. Demographic trends associated with the baby boom "echo" will increase the

number of new students coming to the University directly from high school.

Students transferring from colleges and other universities accounted for 33 percent

of new admissions in 1989/90 and pressure from this source can be expected to

remain strong. Adding to the access demand, non-traditional students, including

those working toward a diploma or second degree, join with the growing number of

people seeking opportunities for recurrent education.

When preparing itself to meet the future, Simon Fraser must take account of

the past. The net effect of the 1980s left the University less able to respond to an

increased student demand than might be wished. A 45 percent increase in FTE

enrolment over the ten years following 1980/81 (headcount enrolment increased by

56 percent) was supported by a modest 14 percent increase In faculty, a six percent

increase in support staff and a nine percent increase in space. Over the past two

years, faculty and facilities shortages resulted in admission being denied to at least

2000 prospective students who otherwise met the University's normal entrance

requirements. When the University cannot offer the number of courses demanded,

students are forced to extend the time taken to complete their degrees and to take

courses that do not match their study preferences.

Student/faculty ratios have risen from 17.9 to 22.6 in the same ten-year period

- the highest ratio in British Columbia and one of the highest in the country.

Where graduate enrolments are concerned, our ratio of annualized graduate

FTE's/full-time faculty is identical to UBC's, even though our sister institution

offers a program mix which includes health sciences and other graduate-intensive

disciplines not duplicated at Simon Fraser. In the early part of the decade, 14 percent

of undergraduate courses were taught by sessional instructors, rising to 23 percent by

1989/90. A further 12 percent of undergraduate courses were taught by visiting and

limited term faculty last year.

The challenge facing Simon Fraser University is clear. A new balance must

be struck between the demand for University services and the capacity to respond.

Quality, innovation and accessibility must not be sacrificed. The many positive

achievements that were made under adverse conditions during the 1980s now

position Simon Fraser for a decade of controlled expansion. Provided that adequate

operating and capital resources are available to sustain quality, the outcome is

assured.

3.0 PLANNING ASSUMPTIONS

Many uncertainties, particularly economic ones, make growth rates difficult

to predict. But while adequate financial support is a necessary condition for growth,

it is not a solely sufficient one. Other assumptions come into play, including the

following:

Population increases, especially in the Lower Mainland, will occur as

projected.

The Government of British Columbia will continue its support for

growth in university level education, enabling provincial participation

rates to reach the national average.

The Government of British Columbia will establish a new degree-granting

institution in the Fraser Valley that will enrol its first students by

September,1995, and accommodate 6000 undergraduate FTE by the year

2001.

The University of British Columbia will maintain its policy of restricting

undergraduate enrolment to current levels.

Assistance from government will be available to support a fivefold

• ?

increase in Harbour Centre campus recurrent education, undergraduate

and graduate enrolments.

4.0 THE EDUCATIONAL CHALLENGE: SIZE, SHAPE AND BALANCE

4.1 ?

Accessibility

Simon Fraser University reaffirms its commitment

• to remain accessible for all who can meet its high

academic standards, regardless

age or educational

background.

Based on

the planning assumptions and on The University's belief in

accessibility, Simon Fraser University will have a total student body of 20,000 FTE in

the year 2001. An approximate breakdown of the projected enrolment follows:

Annualized FTE Enrolment Projections: 1990/91 - 2000/2001*

1990/91

1995/96

2000/2001

Undergraduate, Burnaby Mountain

Undergraduate, Harbour Centre

487

1,000

2,000

Graduate (all locations)

The resources needed to support enrolment growth at these levels

are estimated in Appendix I and the projected undergraduate

enrolment demand at Simon Fraser University is presented in

Appendix II. Examples of the new programs that will service

growth are given in Appendix III..

In pursuing its enrolment targets, Simon Fraser 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. Although changing social, economic and demographic

conditions make it impossible to predict the exact representation from each of the

different constituencies which have traditionally supplied the University with new

undergraduate students - Grade XII graduates, college and university transfer

students, "mature" and "senior" learners - all will be encouraged to attend. Special

steps also will be taken to bring about a better gender balance in disciplines where

women are currently under-represented and graduate students will continue to be

recruited from across Canada and abroad.

P la

nning Strategy

(a) The University will continue its cooperation with the B.C. Council

on Admissions and Transfer to improve student mobility between

institutions.

•

(b) ?

Student aid budgets will be subject to regular review, adjustments

will be made to reflect enrolment growth, and the highest possible

assurance will be given that academically qualified students hav

adequate resources to pursue their studies successfully.

(c)

Opportunities for lifelong learning and recurrent education, particu-

larly at the graduate level, will receive a high priority by further deve-

loping degree and non-degree programs at the Burnaby Mountain

and Harbour Centre. campuses, at other locations throughout the

province and through Distance Education services.

(d)

Women will be encouraged to enter "non-traditional" disciplines by

targeted efforts at recruitment, including high school liaison and

scholarship programs.

(e)

Model initiatives, such as the co-operative program with the Shuswap

Cultural Education Society, will be expanded to promote greater

participation by native Indian students.

4.2' Faculty

Growth

Simon Fraser University will recruit an estimated

400 additional faculty over the next decade to facilitate:

• meeting the undergraduate and graduate enrolment

targets

• reducing the reliance on sessional instructors

• improving the faculty gender balance

• promoting program expansion and diversification

• stimulati;ig research

By actively focusing on women in recruitment, the

faculty gender balance at Simon Fraser University

in 2001 will be more equitable than at any other

major Canadian university.

A significant increase in faculty size is an essential condition of the

University's growth plan. In order to meet the enrolment targets while

guaranteeing instructional quality, immediate steps must be taken to improve the

student/faculty ratio and to reduce the reliance on sessional instructors, visiting and

limited term faculty. Although the individuals performing short-term

instructional duties are competent teachers, regular faculty offer the advantage of

long-term familiarity with their departmental missions and bring a level of teaching

and research expertise that is typically higher than other categories of instructors.

Good faculty attract good students and nothing distinguishes a university

more than the reputation and quality of its professoriate. It is therefore of concern

that the coming years are expected to see competition over faculty recruitment at a

level not experienced for three decades. The best predictions for the late 1990s

indicate that only 83 qualified candidates will be available for every 100 vacancies in

North American universities. The problem is so severe that both the National

Sciences and Engineering

Research Council of Canada (NSERC) and the Social

Sciences and Humanities Research Council of Canada (SSHRC) consider the

impending shortage critically important to the country's future. By subscribing early

to a campaign for faculty recruitment, Simon Fraser University will satisfy one of

the requirements for access growth. It will position itself to compete successfully in

the impending recruitment battles at home and abroad.

Hiring new faculty who are working at the frontiers of knowledge will

stimulate research and provide leadership in the development of new disciplinary

innovations. A significant increase in faculty size during the 1990s also will afford

Simon Fraser an opportunity to achieve a more equitable faculty gender balance

than any other major Canadian university. Given the high level of retirements that

are predicted going into the next century, Simon Fraser will then be in the enviable

position of being able to move forward with the continued aggressive recruitment

of large numbers of women faculty so that, even if a steady state in overall faculty

size has been reached, full gender balance can be attained. With the projections of

growth and faculty recruitment, Simon Fraser University is uniquely placed among

Canadian universities to reach this goal.

Planning Strategy

(a)

Simon Fraser University will make an estimated 400 new faculty

appointments by the year 2001.

(b)

Regular faculty will deliver 75 percent of all Simon Fraser

University courses by 1995.

(c)

At least 40 percent of all appointments over the next ten years will be

women, bringing representation by women to one third of all faculty at

the University.

4.3 Program Mix and Program Growth

Simon Fraser University will experience moderate

growth in the core areas of the humanities and

0 ?

social sciences.

[11

Simon Fraser University will encourage its established

science, applied science and professional programs to

reach their optimum size by 2001.

Simon Fraser University will serve as British Columbia's

leader in the development of interdisciplinary profes-

sional programs that respond to neu' academic, economic

and social challenges; that build on the University's proven

strengths in core disciplines; and that complement programs

at other post-secondary institutions in the province.

Growth in student numbers and faculty size will stimulate growth and

diversity in the University's program base. Renewal can be achieved in programs

that have suffered resource shortages and new disciplinary departures can be

supported that demonstrate academic, social and economic merit. Not all new

initiatives can be foreseen, but they are likely to include areas of pressing

contemporary interest such as the management of technology, ethnic and

international studies, the environment and applied health sciences. Undergraduate

and graduate program plans are underway or being considered across all Faculties

(Appendix III).

Planning Strategy

(a)

Resource shortages in the core disciplines of the Humanities and Social

Sciences will be

redressed and moderate growth will be encouraged.

(b)

The established science, professional and applied disciplines will

complete their existing growth plans and develop new program

initiatives that will bring them to optimum size ten years from now.

(c)

The development of new cross-disciplinary programs will be empha-

sized as emerging fields of study are added to those like Criminology,

Gerontology, Pest Management and Communications that have

already received national recognition for their quality.

(d) ?

Innovative approaches to instructional delivery, such as those

pioneered by the Faculty of Education, will be promoted as new

program areas become operational.

4.4 The Balance between Undergraduate and Graduate Programs

Simon Fraser University will attain a better balance

between undergraduate and graduate studies with

graduate students representing at least 15 percent ------

the total enrolment by the year 2001 and a higher

percentage

the years that follow.

The University will make special efforts to recruit women

graduate students.

Creating a desirable balance between graduate and undergraduate studies is a

centrepiece in Simon Fraser University's strategic plan. Undergraduate instruction

will retain its place in the University's mission but the time has now arrived when

the institution's natural maturation enables new opportunities for graduate growth.

Recent faculty increases have made possible greater graduate student participation

by providing additional faculty advisors. The University's faculty recruitment

campaign will produce a similar effect as it proceeds. And during a period of

climbing undergraduate enrolments, more graduate students will have access to

financial support and valuable teaching experience through employment as

Teaching Assistants in the University's tutorial system. Major growth in our

undergraduate programs will provide the need, the means and the opportunities for

a very significant expansion of graduate studies in this decade and beyond.

Aside from the inherent value of expanding graduate studies at the

University, there are other factors to be taken into account. During a time of

competitive recruitment, the most gifted faculty are attracted to institutions that not

only provide the research infrastructure they require, but also admit high calibre

graduate students who can participate in their research programs. Equally

important, Simon Fraser has a responsibility to address the shortage of public and

private sector research talent that is rapidly approaching a crisis. This can only be

done by extending access to graduate instruction for qualified individuals who are

seeking careers concerned with the advancement of knowledge.

Undergraduate enrolment also is expected to rise dramatically throughout the

ten-year planning period, reaching steady state by the year 2001. Enrolment

increases beyond 2001 will be concentrated in the University's graduate programs.

At the Burnaby Mountain campus, undergraduate growth will be higher in the five

years beginning in 1990/91, than in the second half of the decade as greater numbers

of students receive credit instruction at Harbour Centre. The University's

commitment to the "Access for All" initiative, the planned addition of new

instructional programs, population increases in Simon Fraser's catchment area, and

the provincial policy to raise participation rates, are among the key factors driving

undergraduate growth.

Planning

(a)StrategyEnrolment

in graduate programs will expand by 44 percent between

1990/91 and 1995/96, rising another 50 percent over the next five

years, with the total graduate enrolment reaching 3000 FTE by the

year 2001.

(b)

Enrolment in undergraduate programs will expand by 29 percent

between 1990/91 and 1995/96, rising another 13 percent over the

next five years, with the total undergraduate enrolment reaching

17,000 FTE by the year 2001.

(c)

An increase in graduate enrolments for both full-time and part-time

graduate students will be made possible by the combined effect of

faculty growth, undergraduate growth, current program expansion

and new program development at both the Burnaby Mountain and

Harbour Centre campuses.

(d)

Scholarship programs, based on academic merit and financial need

will draw on endowment and operating funds to attract and support

graduate students.

(e)

The University will reduce average tutorial size to facilitate an

increase in the number of graduate students who receive support

from Teaching Assistantships.

LibraryDevelopment ?

- ----

Simon Fraser University

will give high priority to

improving Library holdings and expanding Library

services.

The University Library is at the heart of the academic enterprise. Simon

. Fraser has developed one of the most advanced, computer-based, information

retrieval systems in Canada. Although the University cannot provide a

comprehensive primary collection, its on-line access to other libraries and its

support for inter-library loan programs represent a significant academic resource. It

is nevertheless true that the Library budget, when expressed in constant dollars per

student, has fallen steadily in the face of enrolment growth; space pressures and

rising acquisitions costs also have affected service levels. This decline has reached

the limit of tolerance and every effort will be made to restore the Library to its

central place in University life. Without substantial growth in Library capacity,

growth in the University's programs of instruction and research cannot be

undertaken.

Planning Strategy

(a) ?

Library acquisitions funding on a per student basis will be increased

at a rate twice that of enrolment growth over the next five years.

• ?

(b) ?

Recommendations from an external Library review will be used to

improve Library services.

4.5

(c)

The development of Library facilities will receive a prominent place

in the University's Capital Plan.

(d)

The Library Endowment Fund will reach at least $1 million by 1996

and $3 million by the year 2001.

4.6

Facilities Expansion

Simon Fraser University will correct the severe space

shortages that have developed over the past decade

with a large-scale program of capital construction.

The need for added instructional, research and service space at Simon Fraser

University is extremely urgent. Over the past ten years, the University's support for

student access allowed FTE enrolments to rise by 45 percent while its inventory of

net assignable space increased by only

9 percent - an increase which included the

recently completed Applied Sciences Building. Enrolment projections for the future

clearly indicate that the capital projects now approved by government must be

augmented by additional, fast-track measures.

The space crisis has adversely affected every feature of the University's

operations. The following excerpt from the University's latest Five-Year Capital

Plan captures the intensity of the problem:

"Our inventory of classrooms is now used so heavily that it is

impossible to make course section changes at the beginning of

the fall and spring semesters. In many courses, enrolments

are effectively restricted by the amount and size of classroom

space available. More infrastructure space is desperately needed:

existing food service areas and general student study spaces are

overcrowded and overused. Adequate office space to house

faculty, staff, and graduate students is simply not available.

Space for Library collections can only be made available by

encroaching on our already severely limited student study

areas. Existing gymnasium and recreational space is also

overcrowded.'

With the timely intervention of government support, a way can be found to

meet the challenge that lies ahead. Without such support, the unavoidable

consequence would require abandoning access growth - a measure that would

place in jeopardy all other aspects of the University's strategic plan.

Planning Strategy

(a) ?

In close cooperation with the Ministry of Advanced Education,

Training and Technology, the University will prepare an emergency

Ten-Year Capital Plan and will seek a commitment from government

for its full implementation.

4.7 Growth in Computer Access

Simon Fraser University will maintain its place

among the premier Canadian universities in

providing students, faculty and staff with access

to advanced computer technology.

The world has entered a new era in which the command of high technology

and information provides the competitive edge. At Simon Fraser University, high

priority has been given to the development and use of "information age"

technology in teaching, research and administration. Almost all faculty have their

own computing equipment - much of which was acquired through a unique

purchase scheme implemented during the mid-1980s - 'and students enjoy

computer access that is superior to most Canadian universities. New computerized

systems are continuing to be designed and made operational. Building on past

accomplishments, the University will achieve the full and effective

computerization of all its services over the next decade.

The application of computer technology for teaching, research and

administration will occupy a high priority.

(b)

Computing resources that are now centralized will be reorganized

to provide more effective, distributed services.

4.8

Simon Fraser University at Harbour Centre

Simon Fraser University will complete the

development of its Harbour Centre campus

and will maintain its leading role as the primary

provider of recurrent education in the Vancouver

city core.

Today's society is a knowledge-based society. More than yesterday, but less

than tomorrow, we must compete in a global community of ideas, markets and

cultures. The speed with which the corpus of knowledge is now changing means

that recurrent education will assume ever increasing significance. Recent studies

indicate that half the knowledge received by students graduating in today's

professional programs will be obsolete within five years. Also within five years, 50

percent of the current workforce will either be employed in jobs different to those

they now hold or will be doing the same jobs in radically different ways. Over 80

percent of the professional workforce going into the next century are already adults.

These accelerating changes, along with the challenges presented higher education by

an aging population and by a society enjoying greater access to leisure time,

underline the high priority recurrent education must be given across the spectrum

of academic programs.

Simon Fraser University has acquired a nationl reputatioh for its place at the

vanguard of recurrent education and we shall continue to provide leadership by

offering unique programs that reach out to the community. Particular attention

will be given to developing access to part-time graduate study. Existing programs,

such as the weekend Executive MBA, will expand to allow improved access for

individuals who reside outside the Lower Mainland. Collaboration with the Open

Learning Agency will evolve into an increasingly effective partnership. Most

important of all, the Harbour Centre campus, assisted by funding from the Access

Program, will have a major impact on extending adult recurrent education in

British Columbia.

The Harbour Centrecampus has won national acclaim as a model inner-

urban centre of higher education. Conceived from a belief that formal education is -

changing from a full-time commitment over four years to a part-time commitment.

over a lifetime, the programs at Harbour Centre provide opportunities for on-going

learning throughout an individual's life and career.

While Simon Fraser

at Harbour Centre offers access to the disciplines and

knowledge base present at the Burnaby Mountain campus, Harbour Centre has its

. Own distinctive mission. The downtown campus is specifically designed to address

the recurring education needs of individuals who through previous education,

intellectual growth or experience have already established the necessary foundations

for advanced learning. A 1989 document prepared for the Senate Committee on

Academic Planning (SCAP) helps define the program focus at Harbour Centre:

"Universities, beyond their "traditional" clientele, have for years

served adults in two ways: first through offering non-credit

self-development and personal enrichment courses on any

variety of topics studied at university; and second, through the

provision of opportunities to start or complete a university

degree. These continue to be important needs. But with

accelerating change a third need has emerged - that of pro-

viding opportunities for adults possessing fundamental

competence to return to university in order to keep up with

evolving circumstances and conditions - much as university

faculty members seek sabbaticals or specialized seminars to

maintain their currency, vigour and competence. It is this

third, emergent need, that we should primarily address in

our programs at Harbour Centre."

In 1990, approximately 20,000 adult learners benefited from access to Harbour

Centre programs and services. While the selection of learning opportunities is

already impressive (Appendix IV), it will continue to expand: recently approved

research and teaching programs range from from the Latin American Business

Resource Centre to the Centre for Policy Research on Science and Technology, from

the Masters of Arts in Liberal Studies to actuarial mathematics. While most of the

credit courses offered at Harbour Centre are selected and designed for recurrent

learners enrolled in entry-level, certificate and diploma programs, students

following a degree completion path at the Burnaby campus may elect to take some

of their course requirements at the downtown facility. In the decade ahead, Harbour

Centre will develop new programs of recurrent education as well as relieve some

enrolment pressure on Burnaby Mountain. Combined undergraduate and graduate

enrolments will rise to 1400 in 1995/96, and to 2700 FTP in 2000/01.

In just two years, Simon Fraser University at Harbour Centre has become the

locus for intellectual and cultural activity, technical assistance and economic

renewal in the surrounding community. Aside from serving the people and

organizations that are concentrated in the city core, it also calls on their expertise to

assist in delivering its teaching and research programs. The quality and scope of

downtown campus programming has confirmed the University's leadership in

recurrent education and community access. As an added benefit, Harbour Centre's

success has contributed positively to Simon Fraser's overall reputation and has

strengthened public support for its innovative programming.

Planning Strategy

(a) ?

The University will consolidate its leadership in the delivery of urban-

based, recurrent education by expanding its facilities and programs at

the Harbour Centre campus.

(b)

New programs will be developed largely at the graduate level for urban

professionals and, within an international context, in fields such as

publishing, criminal justice administration, computing science and

entrepreneurial studies.

4.9 ?

Co-operative Education and Student Internship Programs

Simon Fraser University will further increase oppor-

- -

tunitjes for students to take part in co-operative

- - - - -

education and internship programs.

Simon Fraser University's co-operative education program is the second

largest in Canada outside Quebec with over 1500 annual placements. The program

not only helps students finance their education, it allows them to explore career

options while testing their capacities for critical thinking, imagination and sound

judgment. Employers are introduced to potential employees and in many cases also

benefit from the new techniques and knowledge the students have gained in their

studies.

In addition to conventional co-op programs, the University is home to

professional disciplines such as Engineering Science, Education and Criminology

that demand practicum or internship experience as part of their degree-completion

requirements.

The value of co-operative education has been demonstrated many times.

Simon Fraser University's enthusiasm for this form of education will continue and

will actively be expanded over the next ten years. The University invites all levels

of government to assist this expansion by new and creative forms of funding

support.

Planning Strategy

(a) ?

Co-operative Education and internship programs will be expanded

threefold by increasing student participation and placements, enabling

25 percent of all full-time undergraduate students and an increasing

proportion of graduate students to participate.

4.10 The University's International Horizons

Simon Fraser University will expand the inter-

national dimension of all its study, research and

service activities.

The universality of knowledge, the competitive nature of world trade and the

increasing rate of cultural exchange, dictate that the international dimension of

higher education must keep pace with changes occurring globally. The further

"internationalizing" of the University will enrich the educational experience of

students by introducing them to the languages, cultural attitudes and intellectual

traditions of other nations. Faculty will be presented with new research

opportunities and the local, provincial and national communities that support the

University will benefit from the resulting knowledge.

Planning Strategy

(a)

All academic units will be encouraged to "internationalize" their

curricula.

(b)

Students in all disciplines will be given opportunities to study foreign

languages and cultures, especially those of the Pacific Rim and Latin

America.

(c)

The, graduate degree programs now being planned in International

Studies and Latin American Studies will be implemented.

(d)

Study-abroad activities, including international Co-operative

Education and internship programs, will be enlarged so that by the

end of the decade at least 20 percent of all undergraduate students

will earn a portion of their degree-completion credits in a foreign

university.

(e) ?

Opportunities will be increased for faculty, staff and graduate students

to take part in Official Development Assistance projects through

externally-funded contracts acquired with assistance from a self-

supporting Office of International Cooperation.

(0 ?

A continuing effort will be made to recruit the highest calibre inter- -

national students and to insure that at least 5 percent of undergraduate

and 15 percent of graduate enrolments come from other countries;

improved services to international students will be delivered through

the immediate expansion of staff and facilities in a reorganized

International Student Advice Centre.

5.0 THE RESEARCH CHALLENGE

Simon Fraser University will give high priority over

the next ten years to further strengthening research.

Research will remain essential to the quality of all

academic achievement at Simon Fraser University.

In anticipation of the knowledge-based economy of the 21st century, British

Columbia must increase its investment in research and development. Simon

Fraser University will contribute to this effort by carrying out both basic and applied

research and by adding to the store of fundamental knowledge which is the

springboard for technological innovation and the foundation of a civilized society.

We will channel this new knowledge into society and the economy through

publishing research results, offering seminars and conferences and engaging in joint

research projects with other public and private sector groups. Technology transfer to

the private sector will be promoted by providing access to the University's

• ?

specialized equipment and library resources and through the commercialization of

faculty research. Most important, we will provide highly qualified graduates from

all disciplines across the University with Masters and Doctoral degrees, thereby

helping to meet the demand provincially and nationally for researchers and

university faculty.

The complex and vital relation connecting undergraduate and graduate

instruction with graduate and faculty research is integral to all good universities.

The anticipated growth in undergraduate access at Simon Fraser will act as a catalyst

for faculty growth; the availability of more faculty will trigger an increase in

graduate student enrolment; and joint faculty and graduate student growth will

stimulate greater research intensity. By expanding undergraduate access, the

University will benefit from a larger financial base with the result that additional

opportunities will be given graduate students to support their studies through

Teaching Assistantships.

Research in the humanities, social sciences, and professional programs is

critical to the improvement of the human condition. Understanding social origins

and social evolution; the search for alternative social policies; and new

interpretations of culture, communications and the arts are at the very essence of a

free and humane society. Research on constitutional change, housing for seniors,

social history or the classics

will be as important to society in the year 2001 as the

discovery of new sources of energy or the development of more sophisticated

computer technology.

Simon Fraser is proud of its research achievements in these areas. Other

illustrations can be selected from the many research activities across the University.

For example, in the past two years alone, Simon Fraser University faculty have won

awards for the best scholarly books published in Canadian history and in the

Humanities. Our faculty are sought after by different levels of government,

community organizations, private groups and foreign governments to conduct

research on pressing political, social and economic issues. For example, the W.J.

VanDusen B.C. Business Studies Institute promotes research on key industries and

on problems of special interest to Western Canada. Our Women's Studies program,

Institute for the Humanities and Gerontology program, conduct interdisciplinary

research in many areas of pressing social concern, including women's attitudes

toward mathematics and science, the meaning of literacy in an age of mass

communication, aging and health. The Canadian Institute for Advanced Research

has chosen the Department of Economics as the national centre for an international

study of economic growth and policy.

The International Centre for Criminal Law and Criminal Justice Policy has

recently been established in cooperation with the University of British Columbia,

Rutgers University and the Society for the Reform of Criminal Law, to undertake

policy and legal research and to offer graduate programs in-criminal-justice.-- Our - - - -

Faculty of Education has the best publication record in Canada and conducts research

into a wide range of educational issues. Individual scholars in every discipline

within the University pursue basic research and interdisciplinary teams of scholars

work on common problems through our research centres and institutes. Research

in all its forms sustains the vitality of our teaching programs and assists in the

development of our society, economy and culture. Simon Fraser, in association

with the University of Waterloo, B.C. Tel and Bell-Northern Research, was awarded

the first NSERC/SSHRC Chair in the management of technological change in

Canada. The research program supported by this Chair is aimed at improving the

ability of businesses to turn technological innovations into commercially successful

products and services.

The Natural Sciences and Engineering Council of Canada has identified three

core technologies to be given priority over the next decade -- biotechnology,

microelectronics, and new materials. These, together with a growing concern about

the environment, will be key areas for scientific research over the next ten years.

Simon Fraser University is well-positioned to contribute in these areas. The newly-

formed Institute of Molecular Biology and Biochemistry in the Faculty of Science

will provide a strong basic research foundation for the development of

Biotechnology programs in the Faculty of Applied Sciences. This will be

complemented by research thrusts in the field of Bio-organic Chemistry.

The strong Simon Fraser University Physics Department program in

Condened Matter Physics will act as a natural base for research into new, advanced

materials. This is highlighted by the recent NSERC Chair appointment in

Advanced Materials for Electronic and Optoelectronic Devices which will

complement research into microelectronics in the Faculty of Applied Sciences and

the research being done in the Centre for Systems Science.

The establishment of an Environmental Sciences Research Institute will act

as a catalyst for the development of research programs in the area of sustainable

development, an area of key importance both provincially and nationally. It is

proposed to establish endowed Chairs and Professorships in the areas of Forestry

Pest Management, in Environmental Toxicology and in Wildlife Biology, the latter

in collaboration with the NSERC and Canadian Wildlife Services division of

Environment Canada. A major, long-term research study of the Fraser Estuary.

System and the ecological systems which it sustains will be undertaken. In related

areas, research in marine sciences at the West Coast Universities Marine Biological

Station will continue, while Aquaculture Research will also be actively pursued. .

Research into alternative energy sources, and in particular hydrogen as a fuel,

will be pursued through the Provincial Science and Technology Fund. Yet another

research initiative supported by the Science and Technology Fund is TRIUMF-

KAON and the outcome of current negotiations with the Federal Government is

awaited with keen anticipation. This project holds the promise for very major, new

research initiatives in which SFU can play an important role.

Planning Strategy

(a) Externally-funded research income will, reach a target increase of 10

percent per year over the next ten years by supporting faculty efforts to

acquire additional research grants and contracts, especially strategic and

infrastructure grants.

(b) ?

Existing links with the national granting agencies such as NSERC and

SSHRC will be strengthened and supported. ?

(c)

The University will collaborate closely with provincial granting

agencies, including the Science Council of British Columbia, the B.C.

Health Care Research Foundation, the B.C. Heart Foundation, and

other related agencies, in developing research programs of social and

technological importance to the province.

(d)

Endowed Chairs and Professorships will be a major fund-raising goal

in collaboration with NSERC, SSHRC and other public and private

sector agencies, industries and organizations.

(e)

Simon Fraser will seek a new relationship with the Discovery

Foundation in which the University will assume greater responsibility

for the management and development of its Discovery Park.

The University will broaden its support for faculty research by

establishing an Office of Research Administration to provide personnel

and logistical assistance in preparing research proposals and obtaining

and administering external research funds.

(g)

Continued support will be given to the University/ Industry Liaison

Office and SFUniventures Corporation to facilitate the commercial

transfer of University research results and to disseminate news about

University research activities.

(h)

The offices of Simon Fraser University journals and other University

publications will be housed in a common facility and the possibility of

establishing a Simon Fraser University Press will be explored.

6.0 THE CHALLENGE OF COMMUNITY: ON THE CAMPUS AND BEYOND

THE CAMPUS

6.1

Introduction

Simon Fraser must take bold steps to animate its sense of campus community

and to strengthen off-campus ties with the community-at-large. First and foremost,

the University must enrich its intellectual, social, cultural and recreational

environment for the greater benefit of students. It must create new residential

opportunities while developing better transportation access for its clientele of part-

time and non-traditional students. It must become a more open institution,

encouraging active exchange between town and gown, especially with its neighbours

in surrounding municipalities. And it must build closer ties with alumni and other

benefactors who place their trust in the University and help sustain it through their

continuing support and philanthropy.

These challenges are given urgency by the prospect of rapid growth in

University size. Within the context of well planned and well funded expansion,

meeting them will significantly alter the University's character. By the year 2001,

the challenge will have been overcome and Simon Fraser University will stand as a

mature centre of higher learning that has few equals in Canada.

6.2

The Quality of Educational Service

By taking the following actions, Simon Fraser University will ensure that the

quality of instructional and administrative services for students is increased over

the coming decade:

(a) ?

Reinforcing the commitment to teaching by ensuring the compre-

hensive and considered use of both student and peer teaching

evaluations in all decisions affecting faculty career progress and by

strengthening the awards program for teaching excellence;

Providing greater opportunities for Teaching Assistants to acquire

teaching skills and for both new and established faculty to refine

their approaches to classroom preparation and delivery;

Reducing tutorial size to improve the the undergraduate learning

experience and to benefit graduate student Teaching Assistants;

Improving communication among faculty, students and staff;

Continuing, to remain a Canadian leader in allocating a high

percentage of operating funds to student financial aid;

(i)

Facilitating student registration processes by giving immediate priority

to implementing, a telephone registration system;

. (g) Improving the clarity and consistency of all university document's,

including the University calendar, by

ensuring format consistency

and the use of plain, gender-neutral language;

(h) ?

Expanding student academic, career and personal counselling services.

6.3 ?

Growth in On-Campus Residential Opportunities

Simon Fraser accommodates the lowest residential student population in any

major.Canadian university - at present, only 750 students have access to on-

campus housing. This situation will be changed dramatically by projects that will

offer 3000 students access to campus residences by the end of the decade. A new

student village will be established in a park-like setting to the west and south-west

of the existing residential complex. It will offer a range of facilities for both families

and single students, including dormitories and townhouses.

The increased housing capacity will enrich the university experience for those

• ?

who gain residential access and will benefit the entire community by providing the

critical mass needed to support other on-campus amenities. A larger residential

student population also will allow more evening and weekend activities to he

scheduled. Equally important, University access will be greatly improved for

students whose principal, residences lie outside the Lower Mainland and the

University's disadvantage in not being able to offer housing as an incentive to

scholarship students will be overcome.

Concurrent with the development of a student village, the University will

explore opportunities to establish a residential complex for faculty and staff. Terrace

housing for as many as 200 families is being considered. Taken together, the two

projects will produce a sense of community on Burnaby Mountain that will enrich

all aspects of University life. Commercial services will be attracted to the mountain

top. The combined University villages will give incentive to expanding athletic

facilities, building children's playgrounds, enlarging day care services, adding nature

trails and generally extending the University's intellectual, cultural and recreational

resources for the benefit of the entire community.

6.4 The Quality of the Educational Environment

The university experience should reach beyond classroom instruction to

include opportunities for individual growth in an environment where the social

and intellectual ambience promotes a broad range of personal contacts and the

informal exchange of ideas. Overcrowding at Simon Fraser University has caused a

reduction in the space available for anything other than the most essential academic

services. The overall learning environment has been impoverished accordingly.

The following steps will be taken to develop amenity space and facilitate greater

informal contact between all members of the University community:

(a)

Encouraging early construction of a Student Union Building by reaf-

firming the University's offer of assistance and by inviting the Student

Society to call on the University's planning and technical advice

during the project's development;

(b)

Including student study and discussion space in all new capital

projects and restoring it in existing buildings as resources permit;

(c)

Seeking

private donations to build a Graduate Student Centre;

(d)

Completing fund raising and commencing construction on an Inter-

faith Centre for worship, fellowship, celebration and meditation;

(e)

Building a Heritage Centre to house the Simon Fraser University

Archives and the University Gallery;

(0 ?

Expanding the schedule of cultural events and improving the-

- - -

facilities available for performances and visual art displays by pro-

viding new facilities to house the School for the Contemporary Arts;

(g) ?

Seeking support from the Provincial Government, the Municipality of

Burnaby and from private sources to develop additional recreational

and athletic facilities, including new playing fields, a third gymnasium,

an Aquatic Centre, skating rink and Field House.

6.5 ?

Transportation Services

Residential development aside, Simon. Fraser University at Burnaby

Mountain will remain a predominantly commuter campus. But as total

enrolments approach 20,000 FTE by the end of the decade; as the residential

population grows; and as community access to its improved cultural, recreational

and athletic resources expands, ever greater attention must be directed to

transportation services.

The University's concern for the natural environment on Burnaby Mountain

prohibits it from expanding surface parking. As an alternative, a large parking

structure will

constructed. Discussions with public transit authorities for

increased route service to Burnaby Mountain will be intensified and a connector

service between the main campus and Harbour Centre will be pursued. While past

attempts have not always met with success, enrolment and residential growth

should be effective in making improved public transit services more commercially

viable.

6.6 Simon Fraser University Alumni

The graduates of Simon Fraser are the University's best diplomats and

strongest advocates in towns and cities around the world. Active alumni chapters

have been established in locations from Toronto to Hong Kong, Vancouver to

London. The Alumni Association has become a well-organized group with a

dedicated Executive and a talented staff. Through the Alumni Relation's Office and

its publication,

The Alumni Journal,

the University remains in close touch with

over 25,000 alumni who collectively donated more than $1 million to University

fund-raising campaigns in the last four years - largely to support student bursaries

and scholarships. The Alumni Association also sponsors an annual Awards

Ceremony which recognizes the special achievements of its members and

contributes generously to University endowments.

All great universities have active, loyal and hardworking Alumni

Associations. As Simon Fraser University matures, its alumni are playing

increasingly prominent roles in their chosen careers and communities. In the

coming years, the University will do all it can to warrant their continuing support

and to encourage the further development of their Association.

6.7 Development Fund Raising

Simon Fraser University's success in private fund-raising has been

impressive. Apart from the generosity of its alumni, and excluding money received

from the Provincial Government's matching program, the University's

development activities helped solicit $40 million in the last five years. When

contributions from the matching program, the $13.5 million gift to Harbour Centre

and the completion of existing philanthropic pledges are taken together, Simon

Fraser has received close to $60 million over the same five-year period.

The benefits to the university that have been made possible by external fund-

raising are very great indeed. In 1981, the University had no endowed Chairs,

endowed Professorships or Research Fellowships. By 1991, five Chairs, fully

endowed with at least $1 million each, have been established. Six endowed

Professorships, funded at more than $300,000 each, and five Research Fellowships

have already been created. In addition to the funds privately raised to develop the

Harbour Centre campus, other private gifts have enabled construction of the

Halpern Centre, an aquaculture facility and major research equipment purchases for

laboratories in the Institute for Molecular Biology and Biochemistry. Private

support also has been obtained for the University Library, the Gerontology Research

Centre and the Institute for the Humanities, as well as program development

funding in Publishing Studies, Liberal Studies, B.C. Business Studies, Community

Economic Development, International Studies and many other initiatives.

In response to "Challenge 2001," during the next decade Simon Fraser

University will privately raise contributions totalling $50 million - exclusive of

government matching grants. By the year 2001, it is expected that at least $10

million annually will be acquired through charitable donations. These funding

goals will be reached with corporate, individual and foundation support and by

. special programs of deferred giving from faculty, staff, alumni and friends of the

University. Fund-raising objectives will give priority to graduate student

fellowships, endowed appointments, specialized facilities, Library endowment, and

instructional and research eçuipment. Once achieved, Simon Fraser University will

benefit from the many advantages that large endowments offer and will be in a

position to demonstrate the "margin of excellence" that well-endowed universities

enjoy.

7.0

ACCOUNTABILITY

This document provides general direction for Simon Fraser University's

strategic planning over the next decade. The details of changing programs and

services, especially for new and emerging disciplines, will evolve as a natural

complement to the University's external environment and to ideas and initiatives

that come from within. Simon Fraser has been remarkably effective in anticipating

challenging new areas of social and economic need and in responding to them with

•

innovative, interdisciplinary teaching and research programs. We reaffirm our

commitment to this tradition.

As in everything we do, strategic planning must sustain the sensitive balance

between university autonol:ly and public accountability. Accountability to the

public whose taxes support the University is upheld in a number of ways. Financial

responsibility is ensured through professional internal and external audit

requirements and through the fiduciary responsibility exercised by the Board of

Governors, the majority of whose members are appointed by Order-in-Council and

represent the public interest.

The professional integrity and accountability of our faculty is guaranteed

through the diligent exercise of the University's hiring, tenure and promotion

procedures. The scholarly performance of faculty is rigorously evaluated through a

process of peer review that is both internal and international. Teaching quality also

is assessed through peer review and especially through student evaluations.

Programs proposals developed within departments, schools and faculties are

closely scrutinized by the Senate Committee on Academic Planning before final

approval is sought from Senate and financial approval is sought from the Board of

Governors. New programs are carefully checked with the University's sister

institutions in British Columbia through the Tr-University Presidents' Council.

The Ministry of Advanced Education, Training and Technology is kept fully

informed of developments. The vitality and quality of all programs are regularly

monitored by internal peer reviews and administrative appraisals. External peer

evaluations are conducted cyclically and the results are tabled with Senate, the final

authority on academic matters within the University.

Few institutions in our society are as thorough in ensuring their

accountability as universities. The intellectual strength and diversity so clearly

demonstrated at Simon Fraser University is dependent on our autonomy - an

autonomy that is best protected by our continuing commitment to the highest level

of accountability. Where we seek growth to enhance our quality, extend our

innovative programming and expand our accessibility, Simon Fraser University's

strategic development will be guided by the general principles set out in this

document and will remain protective of its autonomy and proud of its

accountability.

APPENDIX

- ?

RESOURCE REQUIREMENTS

Enrolment growth at Simon Fraser University will only be possible if there is

corresponding growth in the University's operating, capital and infrastructure

resources. While the undergraduate and graduate enrolment increases anticipated

between 1990/91 and 1994/95 are consistent with the targets set by the government's

"Access for All" program, the University's strategic plan cannot he fully

implemented unless the following planning assumptions prove correct:

The "Access for All" program is extended over the 1995/96 to 2000/01

period.

"Access for All" funding will be protected against operating cost

inflation over the program's lifetime; and

Government will take into account current shortages in instructional

and administrative capacity and will provide sufficient funds to

remove them.

When the resources needed to relieve the existing shortfall are combined with the

resources needed to support growth after the Access Program ends, Simon Fraser

University will require the following levels of support in 1991 dollars to achieve its

planning objectives:

(a) ?

Faculty

Including benefits, new faculty positions are currently budgeted at

$60,000 each. The 400 faculty positions needed over the next 10 years

will represent an additional average annual cost of $2.4 million; career

progress will make this cost over $30 million annually by the end of

the planning period.

(b)

Other Instructional Staff

Simon Fraser University's instructional system relies to a large extent

on laboratory instructors, teaching assistants and other non-faculty

instructional staff. Increased costs in this area will amount to

approximately $6 million annually by the year 2001.

(c)

Administrative, Technical and Clerical Staff

A proportionate increase in support staff categories, most of whose

members provide direct services to students and instructional staff,

will require an additional $17 million.

(d)

Non-salary Operating Costs

Growth in this category should he less than proportional to the increase

in students but should, nevertheless, require an annual operating

budget increase of $12 million by the end of the decade. By 2000/01, $5

million annually will be directed to improving Library services and to

expanding the Library collection and to extending instructional

computing.

(e)

Space and Equipment

Including the West Mall Complex, Simon Fraser University currently

has 240,000 NASF of new space under construction or authorized for

planning. Based on a space standard of 120 NASF per FTE, it is esti-

mated that an additional 240,000 NASF of new space will be required

by 1995/96 with a further 360,000 NASF needed by 2001. Simon Fraser

has suffered a severe decline in the amount of space available on a per

student basis over the past ten years. In 1980, our total inventory of net

assignable area, measured in square feet and excluding residences,

provided approximately 104 square feet per FTE student. By 1990, only

82 square feet per student was available. This means that at 1980 rates,

U-j

our shortfall is currently about 281,000 square feet that has been

approved for construction/ planning over the next three years,

including the West Mall Complex. Accepting an additional

4000

FTE

students between

1990

and

1995/96 

will require an additional

466,000 

square feet over the amount already approved. A further 312,000

square feet will be required to accommodate 20,000 FTE students by

2000/01. Equipment for teaching and research will require annual and

capital support of

$6

million.

APPENDIX II

UNDERGRADUATE ENROLMENT PROJECTIONS

The enrolment projections presented in this Appendix indicate the

demand

for undergraduate education at Simon Fraser University each year between now and

the year 2000/01. The projections

do not indicate how many undergraduate

students will be at the University,

but how many would seek access to Simon Fraser

if new opportunities to enrol elsewhere are not provided. The University's

Strategic Plan envisages that surplus enrolment between the demand projections in

this Appendix and the actual projected enrolment shown in Section 4.0 will he

accommodated by a new university in the Fraser Valley. The shortage of capacity

throughout the Lower Mainland is expected to become critical around 1995 and to

increase quite rapidly thereafter: by the year 2000, demand will exceedcapacity by

5700 undergraduate FTE's and it is this cohort that Simon Fraser assumes will gain

access to a new Fraser Valley institution. An outline of this enrolment transfer is

presented in the table.

The projections are based on projected Grade XII enrolments in Simon

Fraser's Lower Mainland "catchment area" provided by the Ministry of Education.

Several important assumptions were made in developing the projections:

B.C. Grade XII direct-entry transfer rates to universities will increase at

the rate of one percent annually (e.g., if the rate in 1992 in 10 percent,

the rate in 1993 will be 10.1 percent).

UBC will maintain its policy of holding its intake of B.C. Grade XII and

college transfer students at 1990 levels.

University transfer programs in the colleges will grow by 5 percent

annually to 1995 and in step with B.C. Grade XII enrolments afterwards.

Transfer rates from colleges to universities will not change.

Growth in new student demand from categories other than B.C. Grade

XII direct-entry and college transfer will increase with the size of the

Lower Mainland's 35+ age cohort.

UNDERGRADUATE ENROLMENT PROJECTIONS

2000/01

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APPENDIX IV?

PROGRAM OFFERINGS: HARBOUR CENTRE CAMPUS, 1990/91

• The David Lam Centre for International Communication offering advanced

training and research in intercultural communication with Asia Pacific

• The Canadian Institute for Advanced Research: Program in Economic Growth

and Policy analyzing Canadian competitiveness in world markets

• The W.J. VanDusen B.C. Business Studies Institute for research into the develop-

ment of the province's" trade industry

• Executive MBA program

• The Centre for Tourism, Policy, Planning & Research

• The Centre for Canadian/ American Business Studies

• The Canadian Centre for Studies in Publishing

• Gerontology Research Centre and Diploma Program

• Psychology and Law Institute

• Praxis Film Development Workshop

• Post-baccalaureate and certificate programs in Actuarial Science, Criminology,

ESL (Linguistics), Ethnic Studies, Family Studies, French Language Proficiency,

Business Administration, Gerontology, Health and Fitness, Liberal Arts, Literacy

Instruction, Social Policy Issues, Spanish Language Proficiency, Women's Studies

and for Senior Citizens

• Certification programs in conjunction with ten professional and business

associations and institutes, including banking and insurance

-I*

• Foundation programs for Women in Management, and in Occupational Health

and Safety, Arts Administration, Research Skills for Health Professionals and

Tourism Management

• Advanced professional training in:

Writing and communication (corporation and individual)

Securities and strategic business practices

Human Resource management

- - - ?

- - Marketing and international business

Entrepreneurial studies

Arts and culture

Public policy