SIMON FRASER UNIVERSITY
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S.07-58
Senate Committee on University Priorities ?
Memorandum
TO: Senate
FROM:
John Waterho't%é7jJ7(.
Vice
Chair,
President
SCUP
LI'
RE:
Three Year Academic Plan 2007-2010 DATE:
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March 9,20V
(SCUP 07-22)
At its March 7, 2007 meeting SCUP reviewed and approved the Three Year Academic
Plan for 2007-2010.
Motion
That Senate approve the Three Year Academic Plan for 2007-2010.
end.
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C:
G. Nicholls
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THREE YEAR ACADEMIC PLAN
2007-2010
March 20, 2007
r
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SIMON FRASER UNIVERSITY
THINKING OF THE WORLD
THREE YEAR ACADEMIC PLAN 2007-2010
1.
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INTRODUCTION
SFU's
Values
&
Commitments
together with
The President's Agenda 2005 - 2009 -
SFU: Recreating Canada's Most Exciting University
provides direction and priorities for
the selection of academic goals and objectives for the Academic Plan.
These Values & Commitments are that:
• We
are an open, inclusive university whose foundation is intellectual and academic
freedom.
• Our scholarship unites teaching and research: we celebrate discovery, diversity
and dialogue.
• Our students and communities can expect teaching that is personal and learning
opportunities that are life long.
• We champion the liberal arts and sciences and pioneering interdisciplinary and
professional programmes.
• We are a university where risks can be taken and bold initiatives embraced.
The Presidents Agenda highlights priorities regarding the enhancement of academic
quality, the enhancement of the student experience at SFU and the increased integration
of the university with the society that it serves. In general he identifies three objectives,
namely;
• the best liberal arts and science education in Canada
• the most innovative interdisciplinary and professional programmes
• the most responsive engagement with the broader community
In order to achieve these objectives the President has proposed three more specific
objectives relating to academic quality enhancement, greater attention to and recognition
of the quality of student life, and an improved public profile.
Academic Quality Enhancement
Four dimensions have been identified to enhance academic quality:
Graduate Student Enrolment:
The importance of graduate enrolment relates very much
to the research mission of the university and to its competitive position in the distribution
of funding for research. The President proposes that SFU aim to increase the proportion
of our total enrolment in graduate programmes to 25% of total enrolment. To achieve this
objective, government funding of graduate student enrolment must be obtained.
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Programme Diversification:
Increasing the number of professional and quasi-
professional programmes, as well as creating new interdisciplinary specializations isa
priority.
Undergraduate Curriculum Revisions:
In order to assure higher quality undergraduate
programmes across the board the successful completion of the implementation of the
curricula revisions which provide for improved written communications, quantitative
reasoning and breadth requirements in the undergraduate curricula is imperative.
International Enrolment and Programmes:
International enrolment targets (graduate
and undergraduate) should move from 10% to 15% of total enrolment. The pursuance of
joint degree programmes with other front-ranking institutions is encouraged.
Quality of Student Life
To enhance the quality of the SFU experience for students four areas have been identified
for improvement:
Undergraduate Course Availability:
Course accessibility has been a concern.
Undergraduate students must be able to complete their degrees in a timely fashion.
Internationalization:
Richer contact between domestic and international students is
encouraged as is the inclusion of an international experience such as international field
schools.
Quality of Student Services:
The capacity for serving students needs to be optimized
through the optimization of the new student services information system as well as
improved counseling and general support for students.
Extra-Curricula Programmes:
SFU must become a destination for members of the
community interested in the performing arts and in public affairs dialogue and debate, as
well as providing our students with a stimulating on-campus life outside the classroom.
Athletics and recreation facilities need to be improved and more varied programming in
the visual arts should be developed.
Public Profile
Three areas have been identified for improvement here:
Media Profile:
Improvements in SFU's media profile through the development of a visual
identity programme, the cultivation of media contacts and the use of 'expert consultants'
are planned.
Alumni:
To develop an effective feedback and communication channel from alumni to
assist SFU achieve its objectives regarding advancement, government relations,
academic and community outreach.
Private Fundraising:
Significant progress has been made in private fundraising and this
capacity needs to be further developed.
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2.
THE ACADEMIC PLANNING PROCESS
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.
One of the objectives of this planning cycle is to align the academic planning activity with
other planning processes within SFU. This is to ensure that a logical sequence of planning
activities is followed, each of which feed into one another and includes all relevant inputs
and outputs at each stage. In this way the academic plans and priorities are able to inform
the University's budgets.
The academic planning process began with an Academic Planning Retreat in April 2006 to
assess the progress that had been achieved by the various areas within the Vice President
Academic's portfolio in implementing their plans for the period 2004 - 2007. A document
summarizing the highlights for each of the previous goals is attached as an appendix
(Appendix 1). This Retreat also provided an opportunity to consider and determine a
number of strategic priorities which would be used in the drawing up of academic plans for
Departments, Faculties and other VP Academic areas for the next planning cycle.
Based on these discussions Planning Guidelines, including the identified Planning Priorities
were issued by the Vice President Academic to Faculties. The Faculties then tasked their
Departments to develop three year plans. The Departments submitted their plans to their
Faculty and the Faculties then developed Faculty plans for submission to the Vice
President in October, 2006.
A second Academic Planning Retreat was held on November 2006 where Deans and other
unit heads formally presented their plans to the Vice President, Academic. Their plans
were discussed and these discussions led to the agreement of some six focus areas which
are the foundation of this University Academic Plan. This plan was then developed and
endorsed by each of the Deans and presented to the Senate Committee for University
Priorities and to Senate in April 2007 by the Vice President Academic.
Progress in implementing this plan will be reviewed annually and adjustments may be
made as required.
3.
PLANNING CONTEXT 2007 - 2010
A number of dynamics in both the external environment and in SFU's internal situation will
have a significant impact on its operations over this three year planning horizon. While
these issues, and the associated challenges and risks they create, are recognized and
taken into account in the development of this Plan, SFU has the strength and commitment
to adapt to the environmental changes and succeed in achieving the goals.
3.1 ?
External Environmental Issues
SFU is operating within a changing environment with a number of major issues impacting
operations. Two of these major issues are: student enrolment, which is changing from
being 'supply constrained' to demand driven' and the continuing trend of limited financial
resources. The attainment of SFU's growing enrolment targets will be severely challenged
by these factors.
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'Demand Constrained' Enrolment
• ?
Demographics:
SFU draws its student body primarily from the Lower Mainland. Some
42% of new students are newly graduated BC 12 students while a further 35% come from
the BC colleges as transfer students and BC associate degree graduates. The remainder
(22%) come from other sources.
Nearly 75% of new students registering at SFU are aged between 18 and 24, increasing
from 70% in 2000. Of the new students only 8% are aged between 25 and 29 and only 6%
are aged between 30 and 44.This indicates an extremely high reliance on local sources for
students belonging to the 18-24 age cohort. The population of BC is expected to grow
dramatically over the next number of years, however the growth will take place mainly in
the cohorts older than 24 years. The 18 - 24 cohort will in fact decline from over 420,000
currently, to about 375,000 in 2020.
SFU continues to meet the rising demand for a new generation of highly qualified
individuals to fill important educational, research and administrative positions in the public
and private sectors by developing innovative research-intensive and professional graduate
programmes and this change in demographics creates a growing need for continuing
studies and professional programmes for the growing older cohort.
Economics:
The current good economic climate in BC negatively impacts the perceived
need for post secondary education among the population and it is anticipated that the
attraction of good students is going to be much more of a challenge than it has been in the
past.
Competition:
The increased capacity for higher education being built in China and the
aggressive competitiveness of the UK, Australia and the USA in attracting international
students is also being felt by Canadian universities.
The impact of these influences have already been felt with 3.7% fewer applications being
made to SFU in Fall 2006 than in 2005 and a 11.3% decline in BC College applications.
Other BC universities have had similar experiences.
These issues will create an extremely competitive environment and SFU will meet the
challenge by proactively ensuring the student's university experience is optimized, the
courses and programmes are innovative, relevant and enjoyable and that all services
provided to students are efficient and effective.
SFU has developed an enrolment plan which includes the SFU contribution of 3000
student places towards the Provincial Governments targeted growth of 25,000 spaces by
2010/11. The Enrolment Plan sets enrolment targets for each Faculty for the next three
years as well as by categories of graduate and undergraduate students and domestic and
International students. SFU also continues its rapid expansion of the SFU Surrey campus
and the enrolment level of 2,500 FTE will be achieved on the Surrey campus by 09/10.
This target includes a goal of graduate students representing 20 percent of the student
population and all six SFU Faculties offering programmes at SFU Surrey.
The Draft Enrolment Plan is attached as Appendix 2.
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Funding Shortfalls
There are very significant inflationary and growth pressures that have not been addressed
in the provincial grant. The inflation rate applicable to higher education could be as much
as three times the national inflation rate. The result is that costs are outstripping revenues
and annual deficits in the operating budget have to be funded through the use of one-time'
money and across-the-board' budget cuts.
The Provincial Government has not funded a general access programme for graduate
students since 1990 and general tuition increases have been held at 2% for two years
running.
SFU has had to implement a 2.5% cut across all VP portfolios and support units for the
2007/08 budget year as a way of managing a projected deficit. This projected deficit is
expected to grow exponentially in the future should the provincial funding levels not be
reviewed or the limit to 2% tuition increases not be relaxed.
SFU however does continue to work toward increasing "non-traditional" sources of funds
and to become less reliant on the Province. These funding sources include: federal CFI,
CRC and IDC funding, as well as growth of endowments, "cost recovery" programs and
activities.
Government Focus on First Nations
The Government of British Columbia is forging a new relationship with Aboriginal people
based on reconciliation, recognition and respect. This relationship is intended to reshape
the social and economic landscape and create a more inclusive and prosperous future for
all British Columbians. This initiative includes a vision to ensure that 'Aboriginal post-
secondary education outcomes are comparable with those of non-Aboriginals and that
institutions play appropriate roles and are supported by the combined resources of the
federal and provincial governments". Two goals have been set to achieve this vision.
Close the educational gap for Aboriginal learners.
o
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Increase the access, retention, completion and transition opportunities for
Aboriginal learners.
•
Increase the reactivity and relevance of post-secondary institutions and
programmes for Aboriginal learners.
•
Strengthen partnerships and collaboration in Aboriginal post-sec
ondaly education.
> Effective and accountable programmes and services implementation and delivery.
o
Ensure effective measurement and progress monitonng.
SFU must take this opportunity to play a major role in First Nations post-secondary
education.
3.2
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Internal Issues
Faculty and Academic Administrators
In addition
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to growth required to address increasing enrolment mandates, the University
continues to experience significant turnover due primarily to regularly scheduled
retirements. Since 2001/0297 faculty have retired from SFU. In the next five years 113
faculty are scheduled to retire and over the next decade a total of 241 faculty will retire.
The impact of these planned retirements on the university may be diminished to some
degree should the Province end mandatory retirement in the near future. The Faculty
Renewal Plan is attached as Appendix 3.
1^1
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Over the past four years SFU has employed a high number of new faculty (65 in 03/04, 77
in 04/05, 86 in 05/06 and a planned 55 for 06/07). The introduction of this large number of
newfaculty has reduced the average age of the faculty and reduced the tenured
professoriate ranks very significantly. The planned replacement for the retiring faculty will
exacerbate this even further.
In order for SFU to meet the research and teaching challenges of the future it is imperative
that the new cadre is assimilated into the SFU culture, developed rapidly as necessary and
supported wherever possible.
This high degree of faculty turnover and faculty growth creates additional stresses on the
Faculties to meet their objectives including the filling of various administrative roles by
faculty.
In this planning period SFU will also lose a number of senior academic administrators
including Deans and Department Chairs. Currently three Deans searches are under way
(Arts & Social Sciences, Health Sciences and Business Administration) and a further four
Deans will complete their terms in 2008 (Graduate Studies, Applied Sciences, Science and
Education).
The international shortage of good faculty and the difficulty in attracting them to Vancouver,
where the cost of living is very high, intensifies the recruitment difficulties including the
meeting of salary expectations particularly while under conditions of stringent financial
restraint.
Faculty Structure
SFU is a very different institution from what it was in 1965 in terms of its size,
differentiation, breadth of programming, diversity of research, and engagement with its
community. Within the last decade alone, student enrolment at Simon Fraser University
has increased by 31%.
SFU now has five different campuses spread across four cities and while the academic
structure provides an integrating framework for the university, it also has an embedded
flexibility that enables the five campuses to develop in accordance with their unique
mandates and distinct communities.
To continue to make certain that our academic structure supports our strategy and that
SFU is poised for the challenges ahead the Vice President, Academic, established the
Faculty Structure Task Force in October 2005. Its mandate was to review Simon Fraser
University's academic structure and its strategic vision for the future.
After nearly a year of deliberations and community consultations, the Faculty Structure
Task Force has concluded in Phase 1 that there are opportunities for the University to
advance its strategic goals more effectively and visibly by creating a new structure.
In December of 2006 Senate agreed that there are opportunities for strengthening and
better positioning the University for the future and that this process should continue. The
objective being to seek an academic structure that better suits our environment and the
opportunities envisage and the Phase 2 Task Force has been mandated to:
o Consider and evaluate proposals from the University community as well as those
developed by the Phase 2 Task Force itself, and following exploration and
consultation with the University community, recommend to Senate an overall
academic unit configuration for Simon Fraser University;
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o Consider and evaluate the coherence, roles, responsibilities, functions,
administrative requirements, costs, and terminology of the structural building
blocks employed at Simon Fraser University (i.e. programs, schools,departments,
centres, and institutes) and, following exploration and consultation with the
University community, recommend to Senate a strategy that will provide
definitional clarity, administrative effectiveness, and appropriate differentiation
among these structures; and,
o Consider and evaluate the University's effectiveness in incubating, facilitating, and
supporting interdisciplinary research and programming and, following exploration
and consultation with the University community, recommend structural and/or
policy changes that will enhance interdisciplinary innovation in the future.
The options and proposals, for consideration by Senate and the Board of Governors, are
expected by the end of 2007 and implementation will, in all probability, be concluded within
the 2007- 2010 planning period. The development of the proposals and the implementation
of the agreed structure is expected to take up a significant amount of time and effort.
Surrey Campus Development
The challenges of establishing the new campus continues and with much of the planned
space now occupied, the initial programmes in place and all Faculties participating, the
focus will be on further course development and the meeting of the student enrolment
targets, which are expected to build to 5000 students in 2016.
As soon as the facilities at the Surrey campus can accommodate wet labs the Faculty of
Science will begin offering programmes that include laboratory content.
Space
Both teacling
Shortage
and research
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space remain an issue for SFU. On completion of the current
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capital projects SFU will still be at only 87% of the BC space planning standards. The
anticipated student enrolment growth and the increase in research projects being
undertaken will also intensify the issue for Faculties. It may be possible to relieve this
tension by extending the university day into the evenings and holding lectures on the
weekends to maximize the use of facilities.
IT Systems Development
The life of PeopleSoft has been extended and the anticipated migration to Oracle Fusion is
to be delayed until Oracle's plans and products become clearer. The student information
system (SIMS) has been upgraded to Campus Solutions - Version 8.9. The challenge now
is to make good use of the systems to enhance processes and deliver improved services to
students, faculty and staff.
The SAKAI open source initiative for an online collaboration and learning environment is
continually being monitored and the WebCT Vista version is being implemented to support
greater clustering to satisfy user load. A number of initiatives are underway to explore, and
where appropriate, provide services such as blogs, wikis and podcasting.
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4. ACADEMIC GOALS
The goals and objectives as well as the associated indicators have been developed by
reaffirming our basic values and responsibilities to our students, to society and our
immediate community. This process began with academic plans developed by
Departments, followed by Faculties producing their academic plans, and outputs from
these plans then culminated in the development of this Academic Plan. The result of this
process was the identification of the following six goals:
1.
Student Service and Success
To provide an outstanding student learning experience and support
for students to realize their objectives.
2.
Research Innovation
&
Quality
To support and pursue internationally competitive research
initiatives.
3.
Academic Innovation
&
Quality
To ensure that all programmes and courses offered are of the
highest quality, remain current and relevant to the students and
society SFU serves.
4.
Succession Planning
To continue to renew and support SFU faculty to meet the teaching,
research and administrative challenges of the future.
5.
First Nations
To support and pursue opportunities to provide educational
opportunities for First Nations.
6.
Financial Sustainability
To ensure our resource levels are sufficient and well managed.
7.
Community outreach and partnership
To enhance and apply our academic resources by contributing to
our communities and developing significant links with a range of
partners.
By achieving these goals SFU will be in an advantaged position to recruit and retain
outstanding faculty and to continue to provide a challenging and rewarding learning
environment and experience for its students and faculty.
Wherever possible performance measures and or indicators have been identified which
reflect progress or performance in achieving the goals. Not every objective has a measure
associated with it and in determining performance in these cases subjective assessments
will be made. The indicators identified are not 'cast in stone' and will be reviewed and
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perhaps modified over time. The performance indicators identified to date are attached in
Appendix 4.
GOAL I - STUDENT SERVICE
&
SUCCESS
To provide an outstanding student learning experience with adequate support for
them to realize their objectives.
Objectives
1.1 ?
Deliver a high level of service to all students and potential students.
1.2 ?
Ensure that Student Services has skilled and experienced leadership that
embraces best practice.
1.3
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Develop mechanisms to integrate and coordinate SFU recruitment activities with
the Faculty initiatives for recruitment.
1.4 ?
Ensure the generation of applicants and the required conversion rate of the number
of 'admissible applications'
to the number of
'registrations'
are sufficient to meet
targets.
1.5 ?
Ensure the scheduling of space and time are done optimally
1.6 ?
Investigate the introduction of a 'Pre-registration Process' to assist in improved
enrolment planning.
1.7 ?
Ensure Faculties are productively engaged in student recruitment and consider
direct programme admissions where possible.
1.8
?
Ensure Faculties are attentive to the impact and consequences of student
retention.
1.9 ?
Increase the proportion of senior faculty who teach first and second year courses.
1.10 ?
Fix the course accessibility challenge.
1.11 ?
Provide a rich student community life experience including learning support as well
as recreation and athletics.
1.12 ?
Attract and retain excellent graduate and undergraduate students to meet our
student enrolment targets for the next three years with regard to;
• Domestic Undergraduate Students
• ?
International Students
• Graduate Students
.
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GOAL 2- RESEARCH
INNOVATION & QUALITY
To support and pursue internationally competitive research initiatives.
Objectives
2.1 ?
Support the SFU Research Strategic Plan.
2.2 ?
Support the development of internationally recognized research.
2.3
?
Identify and support major multidisciplinary and interdisciplinary research
opportunities, including the development of applications to the Community Trust
Endowment Fund.
2.4 ?
Encourage multidisciplinary and interdisciplinary research and teaching,
particularly between the sciences/applied sciences on the one hand and the social
sciences/humanities on the other.
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GOAL 3- ACADEMIC INNOVATION
& QUALITY
To ensure that all programmes and courses offered are of the highest quality and
remain current and relevant to the society SFU serves.
Obiectives
3.1 ?
Develop programmes including professional programmes and continuing studies
options to meet the changing demographics of the lower mainland.
3.2 ?
Develop new programmes for the Surrey campus and launch them as planned.
3.3 ?
Develop and launch new Health Sciences programmes as planned.
3.4 ?
Support interdisciplinary and cross disciplinary programmes.
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GOAL 4- SUCCESSION PLANNING
To continue to renew and support SFU faculty to meet the teaching, research and
administrative challenges of the future.
Objectives
4.1 ?
Recruit high caliber faculty to meet the approved Faculty Renewal Plan/s.
4.2 ?
Encourage the mentoring of new and mid-career faculty in the full range of
professional responsibilities, including administrative roles such as chairs and
directors.
4.3 ?
Ensure that new faculty realize their potential.
4.4
?
Provide high quality development opportunities for faculty to enhance their teaching
and research skills.
4.5 ?
Support the retention and enhancement of support staff.
GOAL 5- FIRST NATIONS
To support and pursue opportunities to provide educational opportunities for First
Nations
Objectives
5.1 ?
Implement the Strategic Plan to support First Nations research and education.
5.2 ?
Attract resources to support First Nations initiatives from the public and private sector, and
from agencies and organizations supporting research innovation.
5.3
?
Facilitate the integration of innovative First Nations culturally relevant content into the
curriculum and assist academic departments or units in the development of courses and
programs that include a First Nations perspective.
5.4 Improve the recruitment, retention and successful participation of First Nations
students by increasing First Nations undergraduate enrolment by a minimum of
50% and First Nations graduate enrolment by a minimum of 25% by the year 2012.
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GOAL 6- FINANCIAL SUSTAINABILITY
To continue to ensure our resource levels are sufficient and well managed.
Objectives
6.1 ?
Ensure that informative financial reporting and forecasting is in place to assist
Faculties and Support Units with financial management.
6.2 ?
Ensure that annual budgets are realistic and that incremental budget allocations
relate to enrolment growth, agreed strategic initiatives and inflation pressures.
6.3 ?
Develop, where possible, 'cost recovery' options for services and programmes.
6.4 ?
Improve connections and communications with alumni and to optimize every
opportunity for private fundraising.
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GOAL 7- COMMUNITY OUTREACH AND PARTNERSHIP
To enhance and apply our academic resources by contributing to our communities
and developing significant links with a range of partners.
Objectives
7.1 Develop new credit undergraduate and graduate programmes for adult and non-
traditional learners including on-line credit and non-credit professional programmes
7.2 Develop and implement the weekend university.
7.3 Develop stronger linkages with Colleges and University Colleges to promote student
mobility and mutually beneficial teaching, research and community outreach
programs.
7.4 ?
Engage critically in discussions of important public issues, utilizing the Centre for
Dialogue where ever appropriate.
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Budget
2007/08
Forecast
2008/09
Forecast
2009/10
'000,000
'000,000
Annual %
Increase
'000,000
Annual %
Increase
$234.6
$242.8
3.5%
$248.6
2.4%
FTE
FTE
FTE
21,726
22,490
3.5%
23,030
2.4%
Vice President Academic
& Provost Expenditure
Total Student
Enrolment' (FTE)*
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5. FINANCIAL PLAN
The 2007/2008 budget for the Vice President Academic and Provost's portfolio has been
set at $246,168,000. A total of 95% of this budget is spent directly in providing teaching
and services for students. Over 72% of the budget is spent by the six Faculties with a
further
23°!?
being spent by Continuing Studies, Graduate Studies, Student Services and
on scholarships and bursaries. The remaining 5% is spent on support for faculty and
students in areas such as LIDC, the Office of Analytical Studies and the Surrey Campus.
Expenditures are normally directly linked to enrolment growth. Therefore it is expected that
as the student enrolment targets are reached the expenditure will grow at a similar rate. It
is also expected that the relationship between the expenditure of Faculties, the expenditure
of supporting units and the expenditure on administration will remain constant.
As shown in the table below total expenditure is expected to grow by 3.5% in 2008/09 and
2.4% in 2009/10 to correspond with FTE enrolment growth.
Vice President, Academic
&
Provost Expenditure
&
FTE
Enrolment Growth
* Source: Draft SFU Enrollment Plan 2007/08 - 2009/10
6.
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IN CONCLUSION
During the next three-year period SFU will continue to concentrate on delivery, execution
and completion of the projects and initiatives of the last number of years and ensure that all
opportunities are acted upon.
By working towards the goals of this plan SFU will continue to provide:
•
?
the best teaching and research in the liberal arts and sciences;
• ?
the most innovative interdisciplinary and professional programs;
•
?
the most creative community outreach and partnership; and
innovative basic research that expands the foundations of knowledge.
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The achievement of these academic goals will directly support the attainment of the ideals
setout in the President's Agenda of Enhanced Academic Quality, Improved Quality, of
Student Life
and a raised
Public Profile.
This plan should be seen as a living document that may be altered from time to time to suit
SFU's dynamic environment. The plan will be reviewed at least annually as progress in
achieving these goals and objectives is assessed and reported to the university
constituents.
Appendices
Appendix 1 - Achievements in the last planning period (2004 - 2006)
Appendix 2— Draft SFU Enrollment Plan 2007/08 —2009/10
Appendix 3 - Draft Faculty Renewal Plan (Abridged Version) 2007/08
Appendix 4 - Performance Indicators for 2007 —2010
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APPENDIX I of the ACADEMIC PLAN 2007 -2010
ACHIEVEMENTS IN THE LAST PLANNING PERIOD (2004 - 2006)
The Academic Goals, discussed below, have been in existence since June 2004.
Progress in achieving each Goal were recently accessed as a precursor to
beginning the 2007-2010 planning cycle of three year academic planning and a
brief overview of these achievements is included here.
Progress in achieving these Goals is, in general, considered to be exceeding our
original expectations. A brief summary of the highlights of some of these
achievements follow.
GOAL
1
+
To successfully establish and integrate the Faculty of Health
Sciences within SFU.
Progress
• Currently 14 faculty are in place and by September 2007 this
• ?
number will reach 26
• A Masters in Public Health has been established with a Masters
in Global Health coming on stream in September 2006 as well
as a BA (Health Sciences)
• Over 100 students are enrolled in the Faculty
• Over $2.5 million in research funding has been realized.
GOAL 2
+
To develop and integrate the Surre
y
Campus
into SFU
Progress
•
A total of 1,173 FTE's are enrolled in Surrey programmes while 42
continuing appointments and some 27 term appointments have been
made
• The Faculties of Arts & Social Sciences, Education, Science, Applied
Science and Business Administration all are running programmes at
Surrey including a large number of Continuing Studies options. A
number of new programmes will be launched over the next few years
• The Network of Centre of Excellence in Design has been established
at Surrey
• All support services including a well resourced Library are operating at
service levels similar to what is experienced on the Burnaby Mountain
campus.
1(1
GOAL
3
••
To continue activities to Support the Double The Opportunity (DTO) Programme.
Progress
• Graduate student enrolment in DTO Programmes has been achieved
but the undergraduate targets have yet to be reached.
• A number of Computing and Engineering Science majors have been
established and more will be added in the next year.
GOAL
4
•)
To implement the new under
g
raduate admission and graduation
requirements
Progress
• All courses (WQB) have been designed and the admission
requirements are fully implemented. New WQB courses will be added
as required.
• A student Learning Commons has been established to provide
student support in research, study and writing skills.
• External Reviews of the English Bridge Programme, the English
Language & Culture Programme and the Language Training Institute
are in the planning stage and will take place in the future.
GOAL 5
+
To work with the Vice-President, Research to enhance SFU's research
capacity
Progress
• SFU Strategic Research Plan is in place with five research
themes identified.
• $3.5 million funded through the SFU Community Trust
Endowment Fund is available for research proposals associated
with these themes.
• Funding Council competition results:
o ?
SSHRC - SFU 50% (National Ave 39%)
o NSERC
• Discovery Grants - SFU 90% (National Ave 73%)
• Research Tools - SFU 54% (National Ave 37%)
• 121 Grants - SFU 72% (National Ave 50%)
o ?
CIHR - SFU 25% (National Ave 27%)
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GOAL 6
••
To support and pursue opportunities to provide educational
opportunities for First Nations
Progress
•
A number of First Nations programmes have been developed including;:
• ?
Joint Major in Archeology & First Nations Studies
• ?
New Post Baccalaureate Diploma in First Nations
Studies
• ?
First Nations Major partnered with Thompson Rivers
University
•
?
Education Professional Development Programme
(Kamloops 2006)
• A full-time recruitment position has been filled in Student Services
and a joint Provincial recruitment strategy partnership with NVIT,
UBC, UVIC, UNBC, VCC, and SFU has been agreed
• A Strategic Plan for First Nations has been agreed
GOAL 7
.
?
+ To maintain and enhance SFU's standing as a major international
University
Progress
• Dual degrees have been planned or established with institutions
in China, India, France and Australia.
• The School for International Studies has been established at the
Vancouver campus. Initial programmes to include Special Cohort
MA (International Leadership Programmes) as well as
undergraduate major and minor programmes in International
Studies).
• Over 150 educational partnerships are in existence and over 130
SFU students go on international exchanges annually.
• International student enrolment is now at 9% of total
undergraduate enrolment.
• An agreement has been put in place with IBT (Australia) to
establish the Fraser International College and ensure a steady
flow of international students to SFU. Some 81 students
registered in the Fall and 78 in the Spring.
.
3
GOAL 8
••
To effectively manage major academic ca
p
ital requirements
Progress
• At Burnaby the following space is being added/planned (net
square meters)
o 2004/5 - IRMACS - 1,686 sq m
o 2005/6 — TASC 1 — 5,749sqm
o 2006/7 - TASC 2 - 7,927 sq m
- ASSC 1 - 4,335 sq m
o 2007/8 —ASSC 2 - 7,366 sq m
At Surrey the following space has been added/planned;
o 2005 - 200 seat lecture theatre added
o 2006 - additional space for Library, Student Learning
Commons, SlAT Research Labs, lecture theatres,
classrooms and seminar rooms
o Jan 2007 Galleria 4 opened
o June 2007 Galleria 5 opens
At Vancouver the Woodward's development is being pursued
which would add 6,600 net sq. meters.
GOAL 9
•:
To improve service levels to Students. Facult
y
and Staff
Progress
• The Student System replacement is now complete and upgrades
are being undertaken.
• All Student Services business processes are being redesigned to
provide improved service levels to students
• Course scheduling policy has been implemented and a
Classroom Maintenance Committee has been established to
ensure classroom conditions meet expectations
• Student Services is now led by an Associate Vice President who
has drafted a Strategic Plan for Student Services and is in the
process of reorganizing the area for both efficiency and
effectiveness.
I'?
4
.
S
n
.
GOAL 10
•.
To support succession planning
Progress
• Research Support: Senior SFU faculty act as mentors to
new/junior colleagues re grant applications to CIHR, NSERC
and SSHRC.
o ?
The following resources are available to SFU faculty
- 38 Mentors
- 7 Research Liaison Officers
- ?
9 Research Grant Facilitators
Education Support:
• ?
Academic Relations Web Site was established to?
provide information and guidance to faculty
• ?
Faculty development programmes
- Certificate Programme on Teaching & Learning - 32
graduate students/future faculty attended
- Basic Skills workshops - 300 enrolments in 3 years
- Certificate in Design, Delivery & Evaluation of online
courses participation - 60 enrolments in 3 years
- 4 day 'Course Redesign' course participation (Train-the-
trainer) - 60 enrolments in 3 years
- Individual and group/programme support by LIDC - 300
faculty supported in 3 years
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APPENDIX 3 to the ACADEMIC PLAN 2007 - 2010
0 ?
Draft Faculty Renewal Plan (Abridged Version) 2007/08
SFU Faculty
(Abridged
Renewal
Version)
Plan/Report
2007/08
•I]:iLi
-1
SIMON FRASER UNIVERSITY
THINKING OF THE WORLD
SFU Faculty Renewal Plan/Report
?
2007/08
1. INTRODUCTION
The annual Faculty Renewal Plan provides the Academic Operations Committee
and the Board of Governors with an outline of the activities and achievements
around recruiting and retaining faculty to ensure that SFU remains a top ranked
institution.
The objectives of this document are to:
> Report on the success achieved in the recruitment of faculty in 2006/07.
> Advise on the status of special Chairs (CRC, LEEF).
> Provide analysis on faculty trends (gender, nationality).
> Outline the recruitment plan for faculty for 2007/08.
The approval of this plan by the Academic Operations Committee and the Board of
Governors will allow SFU to move ahead on achieving the Academic Goals
contained in the Three Year Academic Plan 2007-2010.
2. CONTEXT
a. Enrolment Growth
SFU has managed a high level of enrolment growth in recent years. This trend is
expected to continue into the future as a result of the Provincial enrolment target of
25,000 higher education seats by 2010/11. This growth is reflected in Table 1 where
SFU's total Full Time Equivalent number of students is expected to exceed 22,800 in
2009/10.
Table I - Student Complement
Academic Year
Undergraduate FTE
Graduate
FTE
Total FTE
Annual %
Growth
2001/02
14,663.5
2,334.3
16,997.8
2002/03
15,799.6
2,566.2
18,365.8
8.05%
2003/04
16,028.8
2,608.8
18,637.6
1.48%
2004/05
16,790.3
2,555.0
19,345.3
3.80%
2005/06
17,421.5
2,766.5
20,188.0
4.36%
2006/07
17,931.6
3,044.8
20,976.4
3.91%
2007/08
18,726.0*
3,044.8
21,770.8
379%
2008/09
19,116.0*
3,162.0
22,278.0
2.33%
2009/10
19,514.0*
3,296.0
22,810.0
2.39%
* Source: 2006 Senate approved Enrolment Plan
[I
L
r
23. ?
2
The faculty complement has grown to accommodate this enrolment growth in order
• ?
to maintain an acceptable faculty:student ratio. Table 2 indicates the projected
growth in the budgeted number of faculty (Full Time Equivalents) as well as success
in filling the budgeted positions.
Table 2- Budgeted Faculty Complement (FTE)
Academic
Year
Budgeted Faculty
Complement
Filled Faculty
Complement
Vacant Faculty
Complement
2001/02
716.53
676.05
40.48
2002/03
721.53
677.71
43.82
2003/04
733.93
708.58
25.35
2004/05
796.83
741.81
55.02
2005/06
940.04
827.32
112.72
2006/07
965.83
873.08
92.75
2007/08
983.83*
*
Excludes 10 discretionary FTE requested
As can be seen in Table 3, the Faculty to Student ratio, which is currently at 24.4
is budgeted to decrease to
22.1:1.
Table 3- Budgeted Faculty/Student Ratio
Academic Year
Student FTE
Budgeted
Student! Faculty
Filled
Student/Faculty
2001/02
16,997.80
23.72
25.14
2002/03
18,365.80
25.45
27.10
2003/04
18,637.60
25.39
26.30
2004/05
19,345.30
24.28
26.80
2005/06
20,188.00
21.48
24.40
2006/07
20,976.40
21.72
24.03
2007/08
21,770.80
22.12
2008/09
22,278.00
2009/10
22,810.00
b. Retirements
While the Provincial Government has announced its intention to introduce legislation
to abolish mandatory retirement in the Spring 2007, no other details are available. If
mandatory retirement is eliminated it will likely have an impact on the orderly
3
process of planning faculty complement renewal. Absent any change in this regard,
SFU will lose 113 faculty in the next five years and 241 faculty in the next decade
through scheduled retirements.
?
0
c. Financial Restraint
SFU is experiencing very significant inflationary pressures that are not being funded
either by the provincial grant or tuition increases and this will impact recruitment
efforts. This year, a 2.5% budget cut was applied across all VP portfolios including
the Vice President, Academic. In order to accommodate this cut, some Faculties
have had to adjust their recruitment plans by reducing the number of vacant and or
new positions they planned to fill. New appointments of faculty and staff will be
made in areas considered of strategic importance.
3. RECRUITMENT 2006/07
Since 2001 SFU has been very successful in hiring 377 new faculty across the
University. The number of new starts is shown in Table 4 below. The number for
2006/7 covers the period to December of 2006 and a further 17 starts are expected
by September 2007.
Table 4— SFU Faculty Starts Summary
Academic Year
Number of New
Starts
Faculty
Complement
(FTE)
New Starts as %
of Faculty
Complement
2001/02
47
716.53
6.60%
2002/03
59
721.53
8.20%
2003/04
65
733.93
8.90%
2004/05
77
796.83
9.70%
2005/06
86
940.04
9.10%
2006/07 (Dec'06)
1 ?
50
965.83
4.45%
The high cost of living in the Lower Mainland, particularly the cost of housing,
continues to present a challenge in faculty hiring. Later this spring, 20 units of rental
accommodation on campus in the Verdant development that have been purchased
by the University will be made available to incoming faculty. Shortages of suitably
qualified candidates, combined with high salaries paid in the U.S., other Canadian
Universities, as well as the private sector, also pose challenges in attracting faculty
in Business Administration and Health Sciences.
.
.
4
a. Gender
The proportion of women being hired continues to increase and reached over 51%
of new faculty hires in 2006. The proportion of females within the total faculty
complement has reached 33.4% as shown in Table 5 below.
Table 5— Proportion of Women in SFU Faculty Complement
Academic Year
Proportion of Women in
Total Faculty Complement
Female Representation in
New Hires
2001/02
28.80%
30.20%
2002/03
29.80%
35.00%
2003/04
28.60%
29.20%
2004/05
30.20%
46.80%
2005/06
32.30%
40.70%
2006/07 (as of Dec 31,
2006)
33.40%
51.20%
b. International Hires
Due to the shortfall in qualified Canadian PhDs, SFU has had to go further afield to
attract the best faculty. Table 6 shows the proportion of new hires who are neither
citizens nor permanent residents. The University does, however, remain committed
to giving priority to suitably qualified Canadians/permanent residents.
Table 6— Proportion of Canadian/Permanent Resident Hiring
0
Academic Year
Work Classification for New Hires by Year of Appointment
Canadian Citizens/Permanent
Residents
Non-Canadian
2001/02
81.30%
18.80%
2002/03
67.80%
32.20%
2003/04
60.00%
40.00%
2004/05
71.40%
28.60%
2005/06
69.80%
30.20%
2006/07 (as of Dec 31,
2006)
58.10%
41.90%
a
c. Facult
y
Rank
SFU continues to hire predominantly into the tenure-track ranks with more than half
of all new hires being at the Assistant Professor level. During 2005/06 tenure track
hiring increased by over 15% to a total of 75 starts. The chart below shows the hiring
pattern of 2005/06 compared to 2004/05 and Table 7 indicates the hiring at each
level, both for tenure track and other teaching appointments.
Faculty Hiring by Rank 2005106 & 2004105
90
80
70
60
• 2005/06
Hiring
2004/05H ?
•
\s"
?
\
\c
?
çO ?
c
F <
?
\
?
. 1
E.
6
Table 7 - 2005106 Hiring by Rank
Rank
FTE
%of 05/06 Hiring
Instructor
2
2.30%
Assistant Professor
47
54.70%
Associate Professor
16
18.60%
Full Professor
10
11.60%
Total Tenure-Track
75
87.20%
Lecturer
7
8.10%
Senior Lecturer
4
4.70%
Total Teaching
Appointments
11
12.80%
Total Faculty
86
100.00%
d. Chairs
SFU currently has filled 35 Canada Research Chairs. A further 5 chairs have been
nominated bringing the total to 40. The table below provides an overview of how
these Chairs are distributed across the various Faculties.
Table 8 - CRC Allocations*
Current
Nominated to be
approved
TOTAL
Faculty
Tier
I
Tier 2
Total
Tier
I
Tier 2
Total
Applied Sciences
6
4
10
0
0
0
10
Arts & Social Sciences
3
6
9
0
1
1
10
Business
0
1
1
0
0
0
1
Education
2
0
2
0
0
0
2
Health
1
1
2
0
0
0
2
Science
6
6
12
0
2
2
14
Total
18
1 ?
18
1 ?
36 0
1 ?
3
1 ?
3 39
* Numbers do not include 3 chairs that are currently vacant and awaiting nominations - a Tier I Chair
in Health Sciences, a Tier 2 Chair in Applied Sciences and a Tier 2 Chair in Science.
Of 5 BC Leadership Chairs awarded to SFU, one is filled (Salmon Conservation and
Management). The second (Pharmaceutical Genomics and Bioinformatics) will start
in April 2007. The following three searches will continue:
> Multimedia Communications
Cognitive Neuroscience in Early Childhood and Development
> Proactive Approaches to the Reduction of Violence Among Children and
Youth
4. ATTRITION & RETENTION 2006/07
In 2004/05, a total of 21 faculty retired from SFU and by August 2006 a further 13
faculty had retired. While the number of retirements dropped, the number of faculty
leaving for reasons other than retirement increased, but the absolute numbers
remain small.
The following table provides an overview of attrition for the past five years.
Table 9— Faculty Attrition
Attrition
Recruitment
(FTE)
Retirement
Other
(resignation,
death, early
retirement)
Academic Year
Total
2001/02
19
14
33
47
2002/03
23
16
39
59
2003/04
21
18
39
65
2004/05
21
5
26
77
2005/06
13
21
34
86
5 Year Total
97
74
171
334
5 Year Average
19.4
14.8
34.2
66.8
2006/07
(anticipated
attrition)
16
8
24
50
(already
started)
.
MA
.
[I
The table below provides the attrition data by gender for the same time period.
9 ?
Table 10 - Faculty Attrition by Gender
Academic
Year
Male Faculty
Female Faculty
Retirement
Other
Total
Retirement
Other
Total
2001/02
17
8
25
2
6
8
2002/03
18
10
28
5
6
11
2003/04
18
10
28
3
8
11
2004/05
17
3
20
4
2
6
2005/06
10
17
27
3
4
7
Total
80
48
128
17
26
43
2006/07
(anticipated)
13
5
18
3
3
6
5. RENEWAL PLANS FOR 2007/08
Fewer new positions are proposed for 2007/08 than has been the case in previous
years. Hiring plans focus on the strategically important Surrey Campus and Health
Sciences. All Faculties will also attempt to fill positions that were approved in
previous years but for which searches were unsuccessful.
The Faculty of Arts & Social Sciences and the Faculty of Applied Sciences revised
their initial proposals to accommodate the 2.5% cut on all Faculty budgets. Arts and
Social Sciences lowered their new positions request from 18 to 10 and Applied
Sciences lowered theirs from 22.5 to 19.
The Faculty recruitment plans are reflected in the three tables below.
Table 11 - Planned Recruitment - Positions Previousl
y A
pp
roved and Planned
Retirements in 2007/08
Faculty
Positions Previously
approved
2007/08
Retirements
Resignations etc
Total Planned
Recruitment
Science
7
2
9
Business
7
3
10
Education
5
4
g
Arts
3
7
10
Applied Sciences
17
2
19
Health Sciences
3
1
4
Total
42
19
61
3o. ?
9
Table 12 - Planned Recruitment -
New Positions
(Surrey
&
Health Sciences) 2007/08
Faculty
Planned Recruitment (FTE)
Science
2
Business
0
Education
0
Arts
6
Applied Sciences
4
Health Sciences
6
Total
18
Table 13 - Planned Recruitment for 2007/08 - Total
Faculty
Planned Recruitment (FTE)
Science
11
Business
10
Education
9
Arts
16
Applied Sciences
23
Health Sciences
10
Total
79
As can be seen in these tables a total of 79 FTE are planned to be recruited of which
18 are new positions recruited for the further development of the Surrey Campus
and the ongoing development of the new Faculty of Health Sciences.
Therefore the following approval is sought:
1. The University is seeking the approval by the Academic Operations
Committee of the Board of Governors to recruit 79 FTE, excluding
academic positions associated with the hiring of senior academic
administrators.
Of these positions:
42 FTE are currently vacant and within the faculty complement budget
> 19 FTE are currently filled and within the faculty complement budget
but will become vacant prior to August 31, 2007 based on scheduled
retirements, early retirements and planned attrition for other reasons.
18 FTE are new positions (net additions) to the existing budgeted GN
.
3!. ?
10
2. The University is also seeking approval by the Academic Operations
• Committee of the Board of Governors to further expand the faculty
complement by up to 10 FTE during the 2007/08 fiscal year should
strategic opportunities arise for the University.
Such opportunities may include spousal appointments to ensure the
University is successful in its recruitment activities, unanticipated student
demand in critical areas, or opportunities for prestigious appointments.
This request is supported by the following amounts that have been included in
the Budget for 2007/08, the total being $10.6 million:
> Recruitment Costs $ .7 million
> Relocation Support $ .7 million
> New Market Differentials $ 1 million
> Start Up and Renovation Costs $ 2.1 million
President Research Grants $ .9 million
> Base Salary Cost $ 5.2 million (full year).
6. CONCLUSION
. ?
The year ahead in faculty recruitment will continue the trends of the past five years.
The aim is to replace a significant number of retirements along with a sizable
expansion of the faculty complement to accommodate enrollment growth.
One of the main Goals of the Vice President Academic's - Three Year Academic
Plan-is to ensure that faculty resources are in place and supported to enable SFU to
meet its research and teaching commitments and objectives.
This includes the mentoring and assimilation of new faculty as well providing high
quality development opportunities for faculty to enhance their teaching and research
skills.
12.
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