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Place and Promise: The UBC PlanTuesday, March 15 8:30-9:45David Farrar, Provost and VP AcademicBrian Sullivan, VP StudentsDeborah Robinson, Enrolment Strategy2011 NASPA Annual Conference s Philadelphia, Pennsylvania s March 1216, 2011

OverviewEducating for Lives of PurposeIntroducing UBCPlace and Promise: the UBC PlanEnabling InfrastructureOutcomes to Date: IllustrationsChallenges and Lessons Learned

Educating for Lives of PurposeThe link with strategic planning:

The challenge of helping students find their own sense of purpose is that much easier in an environment that evinces a consistent set of values and beliefs relating to the real world.Who We AreThe University of British ColumbiaEstablished in 1908Four year public, research-intensive, medical/doctoralTwo campuses: Vancouver and KelownaUnique model: one Board, one President, two Senates, one DegreeSeparate budgetsSystem-level units (e.g. Enrolment Services) and campus-specific units (e.g. most Faculties)Total student population of 54,675 HC; 47,347 FTE 7,653 international students (graduate and undergraduate)Among the top 40 research-intensive universities worldwide

The Vancouver CampusStudent population of 47,582 HC; 40,349 FTE37,944 undergraduates; 9,638 graduates 4,488 international undergraduate students 30% live on campus

Deep applicant pool; fully enrolled

The Okanagan CampusEstablished in 2005 by the BC GovernmentEvolved from Okanagan University CollegeSmall (max. 7,500 FTE) research-intensive universityStudent population 7,093 HC; 6,269 FTE6,552 undergraduates; 541 graduates 414 international undergraduate students 25% living on campusEnrolment more than doubled since 2005

A History of Strategic PlanningTREK 2000 (1998). . .to be the best university in Canada . . . to provide students with an outstanding and distinctive education. . . .

TREK 2010 (2004)The University of British Columbia, aspiring to be one of the worlds best universities, will prepare students to become exceptional global citizens, promote the values of a civil and sustainable society, and conduct outstanding research to serve the people of British Columbia, Canada and the world.A New Strategic Plan: Redefining UBCs Purpose2006: Installation of new president Professor Stephen Toope, a distinguished legal scholar, focus on human rights

2007: Given the global scale of the growing social and environmental crises, universities have an obligation to engage with some of the most challenging issues of our time, and to do so in a spirit of participation and partnership with their external communities.Stephen Toope, Submission to UN Secretary-Generals Global Colloquium of University Presidents, New York University, Nov 28-29, 2007The Strategic Planning ProcessApril 2008: Launch of the planning process for a new strategic plan to build on TREK 2010By October 2008, more than 1400 participants had completed a community-wide survey, resulting in a vision, values and commitments; consultation continued and working groups developed commitment-specific plansBy July 2009, more than 19,000 unique visitors from 99 different countries had visited the strategic planning websiteDecember 2009, Board of Governors presents new strategic plan, Place and Promise, to the community

Place and Promise: VisionAs one of the worlds leading universities, The University of British Columbia creates an exceptional learning environment that fosters global citizenship, advances a civil and sustainable society, and supports outstanding research to serve the people of British Columbia, Canada and the world.Academic FreedomThe University is independent and cherishes and defends free inquiry and scholarly responsibility.

Advancing and Sharing KnowledgeThe University supports scholarly pursuits that contribute to knowledge and understanding within and across disciplines, and seeks every opportunity to share them broadly.

ExcellenceThe University, through its students, faculty, staff, and alumni, strives for excellence and educates students to the highest standards.

IntegrityThe University acts with integrity, fulfilling promises and ensuring open, respectful relationships.

Mutual Respect and EquityThe University values and respects all members of its communities, each of whom individually and collaboratively makes a contribution to create, strengthen, and enrich our learning environment.

Public InterestThe University embodies the highest standards of service and stewardship of resources and works within the wider community to enhance societal good.Place and Promise: Values

CommitmentsEnabling InfrastructureA new budgeting framework that allocates resources based on strategic goals, including enrolment

Collaborative senior leadership: problem-solving oriented, forward-thinking, fast-moving, open to debate and dialogue

New organizational structures that foster collaborative leadership and decision-making (e.g. Strategic Enrolment Management Planning Council; University Sustainability Initiative; Aboriginal Strategic Plan Steering Committee)Outcomes to Date: IllustrationsThe Campus as Living LaboratoryBuilding the ClassTransforming Student LearningChanging How We Work with StudentsCampus as Living Laboratory of SustainabilityConcept embraces all 3 dimensions of sustainability: social, economic and environmentalCombines campus operation and administration with education, research and outreach (USI: University Sustainability Initiative)Involves students and faculty developing and applying sustainability research and teaching in collaboration with university staff and/or community partnersDirectly impacts achievement of campus GHG and related targetsBudgetary sustainability achieved for the near term

Centre for Interactive Research on SustainabilityBuilding the ClassClarifying the Universitys expectations of studentsIdentifying students who will benefit from and contribute to UBCIntentional discussions about the size and composition of the new student body and optimum institutional capacityNew award programs to reinforce institutional valuesA new holistic approach to admissionUndergraduate EnrolmentStrategic Enrolment MatrixVancouverOkanaganUndergraduate EnrolmentManage enrolment down to provincially funded level (currently approx. 1000 FTE over government funded level)Maintain growth rate of 5%. Continue to progress toward Ministry target (6750 undergraduate FTE and 750 graduate FTE)National EnrolmentGrow to 20% of new first year intake annuallyGrow to 30% of new first year intake annuallyInternational Undergraduate Enrolment (ISI)Increase international students to 15% of total undergraduate populationEncourage maximum growth; goal is 15% of total undergraduate population. Currently at 6%Transfer EnrolmentGradually reduce intake; focus on partnership agreementsContinue to encourage transfer student enrolmentGraduate EnrolmentFunding dependent; goal is to grow graduate student numbers to 25% of total populationContinue to grow graduate enrolment to 750 FTE or 10% of total population.Transforming Student LearningRethinking curriculaCommitted to enhancing the quality and impact of teaching and pedagogyEvery student guaranteed at least two enriched high impact educational experiencesMore innovative summer programmingRapid expansion of student housing, renovation of classrooms, new informal learning spacesAligning University rewards and recognition with student learning (e.g. new teaching professors)Reworking student systems technology to support longitudinal learning plans, retention efforts and transition after graduationChanging How We Work With StudentsPreferencing and supporting student-driven initiativesCollaborative approach to advising based on a shared belief that all student advising is in support of student learning; includes:health and well-being, counseling, academic advising, financial advising, career services, study abroad, community service learning, etc.Service partnerships with FacultiesLearning Plans for each student: individualized and accessibleChallenges and Lessons LearnedFocus on concrete commitments as well as aspirationsThe importance of enabling infrastructureRecognize that strategic planning is a process not a documentQuantify and measure progress; dashboard metrics matterReport back regularly and be willing to rethink strategies in response to changing environmentsSenior administrators need to model collaborative leadershipCreate opportunities for diverse groups (faculty, staff, students and alumni) to do meaningful work together

Questions and ReflectionMoving towards more purposeful institutions

What are your strategic plan motivators? Hindrances?What are the governance challenges?Is there a big win you can personally help achieve?Name one or two things you can do to heighten purposeful strategic doing at your institution.

Changing How We Work with StudentsStrategic Enrolment Management (Building the Class)Economic Sustainability (Taking Care of Business)Transformative Student Learning (Delivering on our Promises)Service Partnership Models (Getting by (in) with a Little Help from My Friends)Surveys and Dashboards (Cant Get No Satisfaction)Communication with Students (Hello Operator)Talent Development (Should I Stay or Should I Go?)Technology Platforms (Sharing Knowledge)

From Brian Sullivan, Professional Ownership to Intentional Co-production: New Competency Demands, excerpted from Exceptional Senor Student Affairs Administrators Leadership: Strategies and Competencies for Success

C R E A T I N G A N E X C E P T I O N A L L E A R N I N G E N V I R O N M E N T

STUDENT LEARNING

RESEARCH EXCELLENCE

COMMUNITY ENGAGEMENTAboriginal Engagement

Alumni Engagement

Intercultural Understanding

International Engagement

Outstanding Work Environment

Sustainability

towards global citizenship and a civil and sustainable society