BOARD OF GOVERNORS MEETING AGENDA – OPEN SESSION 2 ...

BOARD OF GOVERNORS MEETING

AGENDA – OPEN SESSION

Date: Friday, 27 March 2015 Time: 8:30 a.m. Location: Room 315, Hatley Castle Attendees: Members of the Board of Governors Manager, Board Governance and Planning Executive Team Observers

8:30 am (20 min)

1. Call to order and welcome

8:50 am – 8:55 am (5 min)

2. CONSENT AGENDA

Governors may request that any item placed on the Consent Agenda be moved elsewhere. MOTION: That the consent agenda item(s) be received and/or approved by the Board of Governors by consent.

2.1 Approval of the agenda Moved that the agenda be approved as distributed.

approval

2.2. Minutes of the Open Session of the 12 December 2014 Board of Governors meeting (attachment 1) Moved that the minutes of the Open Session of the 12 December 2014 Board of Governors meeting be approved as distributed.

approval

2.3. DRAFT minutes of the 03 March 2015 Program and Research Council meeting (attachment 2) Moved that the DRAFT minutes of the 03 March 2015 Program and Research Council meeting be received for information.

information

2.4. Program revision –Master of Business Administration (attachment 3) Moved that the report on the program revisions to the Master of Business Administration be received for information.

information

Open Agenda of 2

BOARD OF GOVERNORS MEETING

2.5. Committee assignments for 2015/16 (attachment 4) Moved that the committee assignments for 2015/16 be approved as presented.

approval

2.6. Board of Governors master calendar (attachment 5) Moved that the Board of Governors master calendar be received for information.

information

2.7. Updated 2015/16 Board calendar (attachment 6) Moved that the updated 2015/16 Board calendar be received for information.

information

REGULAR AGENDA

8:55 am – 9:00 am (5 min)

3. Report from the Chair of the Finance and Audit Committee (verbal report)

information

9:00 am – 9:45am (45 min)

4. Report from the Program and Research Council 4.1. Report from the Chair (verbal report)

4.2. Academic Portfolio Plan 2015/16 (attachment 7)

4.3. Program approval – Graduate Certificate in Tourism Management

(attachment 8)

information information approval

9:45 am – 10:00 am (15 min)

5. Report from President 5.1. Global Ambassador Award (attachment 9) 5.2. President’s report (verbal report)

information information

10:00 am 6. Adjournment

BREAK 10:00 a.m. – 10:15 a.m.

Open Agenda of 2

Attachment 1

ROYAL ROADS UNIVERSITY BOARD OF GOVERNORS

DRAFT Minutes of the Open Session

Friday, 12 December 2014 Boardroom (room 315), Hatley Castle

PRESENT: Board of Governors: Administration: Wayne Strandlund (Chair & Chancellor – by teleconference) Steve Grundy Allan Cahoon (President & Vice-Chancellor) Pedro Marquez Kathleen Birney Dan Tulip Mary Collins Karen Hakkarainen (recording) Sandy Gray Nigel Greenwood Presenter: Charles Krusekopf Catherine Riggins, Director of Branding, Murray Langdon Marketing and Recruitment Candace Perkins REGRETS: Barj Dhahan Melissa McLean Vern Slaney 1. Call to order – 8:30 a.m.

Due to unforeseen circumstances, Board Chair Wayne Strandlund was unable to attend the meeting in person and, instead, attended by teleconference. In accordance with the provisions of the recently agreed protocol for a Lead Director which specifies the Chair of the Governance and Nominating Committee as first alternate for the Board Chair and the Chair of the Finance and Audit Committee as second alternate, Mary Collins was asked to chair the Open Session by the Board Chair. Mary thanked the President for his hospitality towards board members the previous evening.

2. Consent agenda MOTION (Birney/Perkins) That the consent agenda item(s) be received and/or approved by the Board of Governors by consent: 2.1 Moved that the agenda be approved as distributed. 2.2 Moved that the minutes of the Open Session of the 03 October 2014 Board of Governors

meeting be approved as distributed. 2.3 Moved that the notes of the 18 November 2014 Program and Research Council/Chairs of the

School Advisory Councils meeting be received for information.

12 December 2014 RRU Board of Governors Open Session Page 1

2.4 Moved that the DRAFT minutes of the 18 November 2014 Program and Research Council meeting be received for information.

CARRIED 3. Spotlight on the University

The Board welcomed Catherine Riggins, Director of Branding, Marketing and Recruitment to the meeting for a presentation of the 2014 Future You/Future View campaign. In 2013/14, the university launched a successful Inspiring Connections campaign. The goal of this year’s campaign was to build on connections to engage more deeply with prospective students. The presentation slide deck is available for viewing in the Board’s permanent archive. The Board thanked Catherine for the informative presentation.

4. Report from the Finance and Audit Committee Committee Chair Mary Collins noted the positive financial performance of the university. Projections for year end results are favourable.

5. Report from the Program and Research Council 5.1. Report from the Chair

The President referred members to the consent agenda for the minutes of the recent meetings. The meeting with the Chairs of the School Advisory Councils was particularly welcome by all participants and will be incorporated into the PRC calendar on an annual basis.

5.2. Program cancellation – Graduate Certificate in Leadership and Management

Steve Grundy reported that the School of Leadership Studies is developing a new certificate that reflects current thinking on leadership practice. The new certificate will ladder to leadership degree programs. MOTION (Cahoon/Birney) That the Board of Governors approves the cancellation of the Graduate Certificate in Leadership and Management.

CARRIED

6. Report from the President The President reported that he continues his efforts to build strategic relationships for the university. He participated in the Premier’s Trade Mission to India in November; presented on BC post-secondary education to members of the Chinese Association of Institutional Research; represented the university at the International Leadership Association conference; traveled to Ecuador to build on established relationships in the Ecuadorian market; and has been appointed Canadian Vice-President and Interim-President (one year term) of the International Organization for


Higher Education. He also reported that a formal announcement has been made regarding a $5M gift from Dr. Sherman Jen to the University.

7. Motion to Adjourn MOTION (Cahoon/Greenwood) That the Open Session be adjourned at 9:10 a.m.

CARRIED

Wayne Strandlund Karen Hakkarainen Chair of the Board of Governors Manager, Board Governance and Planning


Attachment 2

PROGRAM AND RESEARCH COUNCIL MINUTES MEETING OF TUESDAY 3 MARCH 2015 – 1:00 PM

BLUE HERON HOUSE Voting Members: Allan Cahoon (Chair), Kathleen Birney, Steve Grundy, Charles Krusekopf, Murray Langdon,

Kathryn Laurin, Dan Perrins, Wayne Strandlund Non-voting Members: Mary Bernard, matthew heinz Regrets: Anna Biolik, George Lafond, Brian White Council Support: Margot Bracewell (recording secretary) Guests: Geoff Bird, Sandy Gray, Karen Hakkarainen

1. CALL TO ORDER - APPROVAL OF THE AGENDA - M/S Birney / Krusekopf CARRIED

The chair welcomed new members to PRC: Ms. Kathryn Laurin and Mr. Dan Perrins. Also, Mr. Sandy Gray, joining today as a guest, will be the Board appointed member of PRC beginning in April 2015. Thank you to Ms. Kathleen Birney who has completed her term on PRC; she has been reassigned to serve on another Board committee.

2. APPROVAL OF THE MINUTES OF PREVIOUS MEETINGS:

I) 18 November 2015 - M/S Strandlund / Birney CARRIED 3. BUSINESS/INFORMATION ARISING CAHOON

I) Draft notes from meeting with School Advisory Council chairs Meeting notes provided for information. Members agreed that discussions with the school advisory council chairs in November 2014 were of great value. Another meeting will be scheduled for fall 2015.

4. REPORT FROM ACADEMIC COUNCIL GRUNDY

I) For approval i) Graduate Certificate in Tourism Management BIRD

G. Bird introduced a new 9-credit graduate certificate program proposal that will allow students to design their program of study by selecting three courses from those offered in the MA in Tourism Management. The courses ladder directly into the MA should students wish to continue their studies following the completion of the certificate.

From a financial perspective, students will be registered in existing courses so there is no additional cost associated with delivery. The program will be offered as a pilot (as the delivery mode breaks from the traditional cohort model) and Curriculum Committee will evaluate after one year. Members commented on the benefits of introducing new people and ideas into an existing cohort, in a similar fashion as the MAIS program.

It was clarified that students would expect to complete the program in 12 months, but could take up to two years.

M/S Birney / Laurin That the Program and Research Council recommend to the Board of Governors the approval of the Graduate Certificate in Tourism Management program.

CARRIED

Page 1 of 3

Attachment 2

II) For information i) Program revision – Master of Business Administration GRUNDY

C. Krusekopf summarized the two specialization options for the MBA as approved by Academic Council in December 2014: the Asia-Pacific stream is new; the Europe stream formalizes the current MBA program offering of its residency in Grenoble, France. Each specialization will be offered once per year and students will experience a three week international residency as part of the year-2 curriculum. It was also noted that the Asia-Pacific stream was of particular interest to the BC Minister of International Trade.

M/S Laurin / Langdon Motion: To receive for information, the Academic Council approval to

implement two MBA specializations CARRIED

5. NEW BUSINESS I) Academic 2015/16 Academic Portfolio Plan GRUNDY

S. Grundy provided a high level overview of the annual academic portfolio plan, and how it aligns with the revised strategic direction of the university and informs the 2015/16 operating plan enrolment targets, and outlines academic support and quality initiatives.

Priority actions within the portfolio include new program development, a continued focus on quality, completing a university-wide review of policy, exiting the affiliate model in Asia, and transitioning Study Group programming and responsibilities, among others.

It was noted that implementation teams are in place to address the complex components of the SG/ISC transition, including resourcing and transactional elements (Finance/ Registrar’s Office) pertaining to the revised (pending) agreement. M/S Langdon / Perrins Motion: To endorse the Academic Portfolio Plan 2015-16 and forward to the

Board of Governors for information. CARRIED

II) Board strategic priorities and 2015/16 Calendar CAHOON Members were asked to review and provide feedback on the Board strategic priorities and fiscal calendar. The following item was suggested for Board consideration:

• Elevate the role/purpose of Research within Academic Oversight and identify metrics for which to more formally report out.

III) PRC priorities for 2015/16 CAHOON

Members reviewed the annual PRC schedule and requested the following: • Expand on the reporting of Indigenous/Métis students and internationalization. This may

include research activity, metrics on enrolment, discussion on potential barriers, strategic plans, etc.

IV) PRC terms of reference CAHOON

A minor revision was suggested for item #6: Other - that First Nations be changed to Indigenous/Métis.

V) Relationship with the Board, Board policies related to quality, academic integrity, research, etc. CAHOON S. Grundy reported that a review of university policy is currently underway. As the work unfolds and policies are assessed in the coming months, PRC may be required to review and approve proposed revisions for policies and processes within its purview. M/S Langdon / Perrins Motion: To receive for information, the update on the PRC relationship with

the Board, and Board policies related to quality, academic integrity, research, etc.

Page 2 of 3

Attachment 2

VI) Draft 2015/16 mandate letter – MAVED CAHOON A copy of this letter is provided for information, and to demonstrate RRU’s increased accountability to government.

6. REPORT OF THE PRESIDENT AND VICE-CHANCELLOR CAHOON

The Chair distributed a report on recent activities and accomplishments to council. 7. REPORT OF THE VICE-PRESIDENT ACADEMIC AND PROVOST GRUNDY

S. Grundy referred members to the report contained in the meeting package.

8. OTHER BUSINESS 9. MEETING ADJOURNED M/ Strandlund 2:54PM

Wednesday, May 27, 2015 in HC 315 NEXT SCHEDULED MEETING –

Page 3 of 3

Attachment 3

BOARD OF GOVERNORS

BRIEFING NOTE

MEETING: 27 March 2015

AGENDA ITEM: Program revision – Master of Business Administration

SPONSOR: Allan Cahoon, Chair, Program and Research Council

PURPOSE: For information

At the December 3, 2014 meeting of Academic Council, two MBA program specialization options were approved for implementation. This information was communicated to the Program and Research Council for review and discussion at the March 3, 2015 meeting.

The Master of Business Administration, redesigned in 2009, includes the option of specializations that are responsive to market demand. The approved proposal was for two specializations developed within the approved framework for the program. Students following any of the MBA specialty streams enroll in the relevant courses and complete a business project related to the specialization through the organizational management project. The new specializations are:

• International Business and Innovation - Europe. This builds on an existing opportunity for students to study at the Grenoble School of Management and focuses on business in the European Union and innovation management.

• International Business - Asia Pacific Trade and Investment. This specialization responds to the increasing interest of government and industry in Asia Pacific markets. A field study will allow students to gain first-hand knowledge of cultural and business practices in the region.

Motion: To receive for information, the Academic Council approval to implement two MBA specializations.

Page 1 of 1

Attachment 4

BOARD OF GOVERNORS BRIEFING NOTE

MEETING: Board of Governors, 27 March 2015 AGENDA ITEM: 2015/16 Board committee assignments SPONSOR: Wayne Strandlund, Board Chair PURPOSE: For Decision Discussion: The Board’s policy on its standing committees requires that assignments to the Board’s standing committees shall be made annually by the Board on the recommendation of the Board Chair. Committee chair appointments shall also be approved annually by the Board on the recommendation of the Board Chair. At its 30 January 2015 meeting, the Board received a draft of the Board Chair’s proposed assignments for 2015/16 and were invited to provide any comments to the Board Chair prior to final assignments being brought to the Board for approval in March 2015. Attached is the Board Chair’s recommendation for committee assignments and committee chairs for 2015/16. Assignments are in effect from 01 April 2015 until 31 March 2016. The final assignments presented for approval are the same as those presented in January, with the exception that the Program and Research Council assignments are updated to reflect the new student-elected member who will be joining the Board effective 01 April 2015 for a one year term. Motion: That the Board of Governors approves the committee assignments and committee Chair assignments as presented.

Page 1


BOARD COMMITTEE MEMBERSHIP – 2015/16

There will be five or more members of the committee: the Chair of the Board, the President, and at least three members of the Board so that at least three of the total are neither employees nor students of the university. The President and any other internal governors are entitled to vote on all matters except those involving internal and external audit, and will not be present at in camera sessions with the auditors. The majority of members shall be able to read and understand financial statements and presentations of a breadth and complexity comparable to those of the university. At least one member of the committee shall have an accounting designation or related financial management expertise.

Governance and Nominating Committee Melissa McLean (Chair) Allan Cahoon (ex officio – statutory) Kathleen Birney Nigel Greenwood Wayne Strandlund(ex officio- policy)

There will be at least five members of the committee: the Chair of the Board, the President, and three or more members who shall be External Members (as defined in the Board Committee Structure document, namely members who are not employees or students of the university). The President is entitled to vote on all matters except those involving his or her annual goals, performance reviews, or compensation.

Finance and Audit Committee Mary Collins (Chair) Allan Cahoon (ex officio – statutory) Barj Dhahan Candace Perkins Vern Slaney Wayne Strandlund (ex officio – policy)

Page 2


BOARD COMMITTEE MEMBERSHIP – 2015/16

Program and Research Council Employees Allan Cahoon (ex officio Chair – statutory) Steve Grundy (ex officio – statutory; Vice-Chair – policy) Charles Krusekopf (professor-elected Board member) Non-employees Wayne Strandlund (ex officio – policy, Board member) Sandy Gray (Board member) Andrea Kerr (Student-elected member) Anna Biolik (external appointee to 30 June 2016) George Lafond (external appointee to 30 Sept 2016) Kathryn Laurin (external appointee to 01 Feb 2016) Dan Perrins (external appointee to 01 Feb 2018)

There will be at least eight members, including the Chair of the Board, the President, and the Chair of the University’s Academic Council. At least three of the members will be members of the Board of Governors and at least three will be external to the Board and to the University (External Members). As per Section 14 of The RRU Act, at least two-thirds of the members must not be employees of the university. Per the RRU Act, the President is the Chair. (NOTE: For 10 members, 2/3 = 7 members who are not employees of the University.)

Standing Committee on Appeals (All Board members who are not employees or students of the university) Wayne Strandlund (Chair) Kathleen Birney Mary Collins Barj Dhahan Sandy Gray Nigel Greenwood Melissa McLean Vern Slaney

All External Members (as defined in the Board Committee Structure Document, namely members who are not employees or students of the university) of the Board of Governors constitute the Standing Committee on Appeals. The Board Chair is the Chair of the Committee.

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Attachment 5

BOARD OF GOVERNORS BRIEFING NOTE

MEETING: Governance and Nominating Committee, 05 March 2015 Board of Governors, 27 March 2015 AGENDA ITEM: Board of Governors Master Agenda SPONSOR: Melissa McLean, Chair of the Governance and Nominating Committee PURPOSE: For Information Discussion: The Governance and Nominating Committee requested that a master agenda be created for the Board of Governors. The intent of the agenda is to provide a “road map” for the Board of regularly recurring agenda items and their progression from committee stage through to the Board. This document has been created and was presented to the Governance and Nominating Committee for information on 05 March 2015. It is now presented to the Board for information. The Manager, Board Governance and Planning, will monitor the document to identify any gaps and update it as required. Recommendation and Rationale: It is recommended that the Board of Governors receives this report and master agenda for information.

Page 1

1

2015/16Academic Council PRC G&N F&A agenda closes package distribution Board meeting Convocation

N/A N/A N/A Wednesday, 13 May 201512:30 p.m. - 4:00 p.m.

N/A N/A - distibuted with F&A package

Thursday, 14 May, 2015teleconference10:00 a.m. - 10:30 a.m.

` Agenda items:1. 2014/15 Audit Findings Report2. 2014/15 Audited Financial Statements

Agendas:Closed

Agenda items:1. Approval of the 2014/15 Audited Financial Statements2. TENTATIVE Approval of government 2015/16 mandate letter

NOTE: the date of the meeting is timed to government reporting deadlines and is subject to confirmation of reporting deadlines

Wed, 06 May 2015 Wednesday, 27 May 20151:00 p.m. - 4:00 p.m.

Thursday, 28 May 201510:00 a.m. - 12:30 p.m.

no meeting scheduled Friday, 05 June 2015

Thursday, 11 June 2015

Friday, 19 June 20158:30 a.m. - 4:30 p.m.

Thursday,18 June 2015

agenda feeds to PRC Agenda items:1. Research - annual research report, strategy, success, collaboration (faculty and student)2. Quality and student satisfaction measures3. Emerging business (e.g. program proposals

Agenda items:1. Review all standing committee terms of reference2. Review Board policies related to governance and other matters under the purview of G&N2. Emerging business (e.g. appointments to the board, nominations for honorees)

Agendas:OpenClosedIn Camera

Agenda items:1. Approval of the Institutional Accountability Plan and Report2. President's 14/15 performance review3. Selection of Committee Vice Chairs4. Approval of standing committee terms of reference5. Board policies6. Spotlight on the university7. Emerging business

Wed, 15 July 2015 Wednesday, 09 September 20151:00 p.m. - 4:00 p.m.

Thursday, 10 September 201510:00 a.m. - 12:30 p.m.

Friday, 18 September 201512:30 p.m. - 4:00 p.m.

Monday, 22 September 2015

Thursday, 25 September 2015

Friday, 02 October 20158:30 a.m. - 4:30 p.m.

Tuesday, 10 Nov 2015

agenda feeds to PRC Agenda items:1. Program reviews: annual and 5 year external2. Academic and student support services - quality and adequacy3. Emerging business (e.g. program proposals)

Agenda items:1. board self-assessment planning and President's 360° review 2. Annual retreat planning3. Emerging business (e.g. appointments to the board, nominations for honorees)

Agenda items:1. 2015/16 first quarter review2. 2014/15 Statement of Financial Information (recommendation of approval to BoG)3. Emerging business


Agenda items:1. Royal Roads University Foundation directors meeting and AGM2. 2015/16 first quarter review3. 2014/15 Statement of Financial Information (approval)3. Annual update of board member Conflict of Interest statements4. Planning for Board self-assessment5. Spotlight on the university6. Emerging business

2


Wed, 14 October 2015 Wednesday, 04 November 20151:00 p.m. - 4:00 p.m.

Thursday, 19 November 201510:00 a.m. - 12:30 p.m.

Friday, 27 November 201512:30 p.m. - 4:00 p.m.

Friday, 27 November 2015

Thursday, 03 December 2015

Friday, 11 December 20158:30 a.m. - 4:30 p.m.

agenda feeds to PRC Agenda items1. Meeting with School Advisory Council Chairs2. Academic direction; new learning & teaching initiatives; technology; badges/MOOCs3.Emerging business (e.g. program proposals)

Agenda items1. Receive resulsts of self-assessment2. Annual retreat - finalize plans3. Emerging business (e.g. appointments to the board, nominations for honorees)

Agenda items:1. 2015/16 Second Quarter Review (YTD and preliminary forecast)2. Emerging business


Agenda items:1. 2015/16 Second quarter financial performance review2. Selection of members to attend AGB3. Results of self-assessment4. Spotlight on the university5. Emerging business

N/A N/A N/A N/A N/A Thursday, 21 January 2016

Thursday, 28 January 2016RETREAT8:30 a.m. - 4:30 p.m.

Agendas:Closed Agenda items:

1. Board development - specific topics to be determined

Monday,18 January 2016

Thursday,21 January 2016

Friday, 29 January 2016SPECIAL MEETING8:30 a.m. - 12:30 p.m.

Agendas:Closed

Special meeting agenda items:1. Reflections on the Retreat2. Committee assignments3. 2016/17 Board calendar4. Emerging business

Friday, 12 February 201612:30 p.m. - 4:00 p.m.Agenda items:1. 2016 audit plan2. 2015/16 third quarter financial performance review and year end forecast3. Emerging business

Wed, 09 December 2015 Wednesday, 02 March, 20161:00 p.m. - 4:00 p.m.

Thursday, 03 March 201610:00 a.m. - 12:30 p.m.

Friday, 18 March 201612:30 p.m. - 4:30 p.m.

Monday, 21 March 2016

Wednesday, 23 March 2016

Friday, 01 April 20168:30 a.m. - 4:30 p.m.

agenda feeds to PRC Agenda items:1. 2015/16 Academic Portfolio Plan2. PRC terms of reference for review and referring onto G&N committee3. Relationship with the Board; Board policies related to quality, academic integrity, research, etc.4. Emerging business (e.g. program proposals)

Agenda items:1. President's annual goals2. Planning for the President's annual performance review3. Review Board strategic plan4. Review G&N terms of reference5. Emerging business (e.g. appointments to the board, nominations for honorees)

Agenda items:1. 2016/17 Operating Plan - includes tuition fees, capital plan2.Review F&A terms of reference3. Emerging business


Agenda items:1. Approval of the President's goals for 2016/172. Review/approve Board strategic plan3. Academic portfolio plan4. Board policies5. 2016/17 Operating Plan (includes tuition fees, capital plan)6. Spotlight on the university 7. Emerging business

3


N/AWednesday, 18 May 201612:30 p.m. - 4:00 p.m.

Thursday, 19 May 2016teleconference: 10:00 a.m. - 10:30 a.m.

Agenda items:1. Audit Findings Report2. 2015/16 Audited Financial Statements

Agendas:Closed

Agenda items:1. Approval of the 2015/16 Audited Financial Statements

NOTE: the date of the meeting is timed to government reporting deadlines and is subject to confirmation of reporting deadlines

Royal Roads University Board of Governors – 2015/16 Meeting Schedule

Attachment 6

2015

Program and Research Council

Governance and Nominating Committee

Finance and Audit Board of Governors Convocation

April

May Wednesday, 27 May 1:00 – 4:00

Thursday, 28 May 10:00 – 12:30

Wednesday, 13 May 12:30 – 4:00

CLOSED SPECIAL MEETING1

via teleconference Thursday, 14 May

10:00 – 10:30

June REGULAR MEETING

Monday, 22 June 8:30 – 4:30

Thursday, 18 June 8:30 – 3:30

July

August

September Wednesday, 09 Sept 1:00 – 4:00

Thursday, 10 Sept 10:00 – 12:30

Friday, 18 Sept 12:30 – 4:00

October REGULAR MEETING

Friday, 02 Oct 8:30 – 4:30

November Wednesday, 04 Nov 1:00 – 4:00

Thursday, 19 Nov 10:00 – 12:30

Friday, 27 Nov 12:30 – 4:00 Tuesday, 10 Nov

8:30 – 3:30

December REGULAR MEETING

Monday, 14 Dec 8:30 – 4:30

v. 27 Mar 2015

Royal Roads University Board of Governors – 2015/16 Meeting Schedule

Attachment 6

Notes: 1. Single agenda item – approval of the audited financial statements; meeting date aligns to government reporting deadlines 2. Limited agenda – continuation of the Board Retreat, approval of the annual board and committee meeting schedule (01 April – 31 March) 3. Single agenda item – approval of the audited financial statements; meeting date must align to government reporting deadlines and is subject to confirmation

2016

Program and Research Council

Governance and Nominating Committee

Finance and Audit Board of Governors Convocation

January RETREAT Thursday, 28 Jan

8:30 – 4:30


Friday, 29 January 8:30 – 12:30

February Friday, 12 February 12:30 – 4:00

March Wednesday, 02 March 1:00 – 4:00

Thursday, 03 March 10:00 – 12:30

Friday, 18 March 12:30 – 4:30

April

REGULAR MEETING Friday, 01 April

8:30 – 4:30

May

Wednesday, 18 May 12:30 – 4:00


via teleconference Thursday, 19 May

10:00 – 10:30

v. 27 Mar 2015

Attachment 7

BOARD OF GOVERNORS

BRIEFING NOTE


AGENDA ITEM: Academic Portfolio Plan 2015-16


PURPOSE: For discussion and information

As part of the annual planning cycle at Royal Roads University, the Office of the Vice-President Academic

and Provost engages the faculties and academic support units in the development of a consolidated

portfolio plan. This plan informs the annual operating plan of the university and outlines academic

support and quality initiatives.

Academic planning for 2015-16 began in late summer 2014 with the development of enrolment

projections for all programs, led by the Strategic Enrolment Management committee and Business

Planning and Performance. Departments across the portfolio engaged in planning activities through the

fall 2014 to identify priorities for the coming year to support enrolment, research priorities, and

operational needs.

An academic planning day was held on 2 February 2015, and included presentations by each department

highlighting research, new programs and other initiatives for the coming year. The event was well

attended by faculty and staff from across campus. The presentations and departmental plans informed

the development of the portfolio plan.

Consistent with the Program and Research Council’s work plan, a copy of this document was reviewed

and endorsed at the March 3, 2015 meeting.

Motion:

That the Board of Governors receives the Academic Portfolio Plan 2015-16 for information.

This page intentionally blank.

Academic Portfolio Plan

2015/16

March 2015

1

Office of the Vice-President Academic and Provost

Portfolio Plan 2015/16

Contents Introduction ............................................................................................................................................ 2

Environmental Scan ................................................................................................................................. 2

Strategic Priorities ................................................................................................................................... 2

Priorities in Action ................................................................................................................................... 3

Research and Faculty Affairs .................................................................................................................... 8

School and Department Programs and Priorities...................................................................................... 9

Continuing Studies Non-credit and Customized Programs ..................................................................... 23

Academic Support ................................................................................................................................. 25

2

Introduction

The 2015/16 Academic Portfolio Plan is one of a number of institutional plans that collectively shape the

overall direction and priorities for Royal Roads University (RRU).

Overseen by the Office of the Vice-President Academic and Provost, and driven through efforts of the

Strategic Enrolment Management group, academic planning and enrolment forecasting for the 2015/16

period was led by Business Planning and Performance. In consultation with all academic units,

admissions and marketing, domestic and international enrolment forecasts were developed to inform

the operating plan. Academic and support units in turn established priorities to support enrolments and

new programming opportunities in the coming year.

Environmental Scan

The post-secondary system across Canada is showing signs of increased stress. Funding and tuition levels

have been unable to keep up with inflation pressures resulting in larger class sizes, increased reliance on

sessional faculty, program cancelations and increased international enrolments. The pace of economic

growth is moderating from previous projections and the impact of low oil prices is yet to fully

materialize. In BC the hype over LNG seems to have cooled shedding some doubt on the validity of

labour market projections. Those projections resulted in a rush to the trades which now may be

moderating somewhat. The weak Canadian dollar should make Canadian education offering more

attractive globally. School leaving demographic projections are bleak in most areas of Canada with the

exception of large urban centres such as the GTA and Vancouver, resulting in enrolment pressures at

many institutions.

Against this background, RRU is positioned well. With our focus on older returning domestic students

and younger international students we are projecting modest enrolment and revenue growth.

Strategic Priorities

In 2014, at the request of the Board of Governors, the university re-formulated its strategic plan to

reduce the scope, pace and complexity of change. The revised goals and actions are built around three

values (caring, accountable and creative) and five strategic anchors (programs, process, people, place

and prestige).

Programs – grow, diversify and internationalize programs in support of labour market demand

and continuously improve quality (teaching and learning model)

Process – ensure that Royal Roads is a financially sustainable organization

People – align resources and support people to create a high performance organization

Place – ensure that RRU looks after the property and invest for the future

Prestige – build and capitalize on the university’s growing reputation

The Office of the Vice-President Academic and Provost will focus on the following during 2015/16:

3

Programs

1. Maintain and monitor academic quality across all programs

2. Transition Study Group programming and responsibility

3. Carefully exit the affiliate model in Asia

4. Diversify offerings through the introduction of new programs while monitoring carefully

existing programs.

5. Conduct a review of quality assurance policies and related processes

Process

6. Develop and implement a new IT and educational technology plan for the university

7. Review the academic policy framework

People

8. Champion initiatives resulting from the 2014 Cultural Values Assessment

a. Leadership development program

b. Revised performance development process

Place

9. Maximize space utilization through completion of the new academic scheduling and space

allocation system

10. Consolidate student services into the library building

11. Support requirements for new building/residences

Prestige

12. Publish Learning and Teaching Model cases

13. Support scholarly dissemination of faculty research

Priorities in Action

1. Maintain and monitor academic quality across all programs

Academic quality continues to be a top priority and involves engagement from all levels of the

institution to ensure programming is relevant to our industry, government and community stakeholders.

The overall framework is outlined in Figure 1.

Advisory councils provide strategic insight about the issues, trends and developments related to the

education needs of professionals served by programs offered in the school. Council chairs are invited to

meet with the Program and Research Council on an annual basis to provide an update on their work and

discuss new opportunities for programming and research.

Every program conducts an annual review. These provide a summary of key performance indicators

associated with individual program performance and inform quality improvement processes. The

results are reported to Academic Council and Program and Research Council for discussion and a

summary is provided to the Board of Governors.

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Figure 1: Quality Assurance Matrix

Each program also undergoes a comprehensive external review every five years for the purpose of

program validation and improvement. External program reviews planned for 2015/16 include:

MA Leadership

Doctor of Social Sciences

BA Justice Studies

MA Interdisciplinary Studies

MA Intercultural and International Communication

Master of Business Administration

2. Transition Study Group programming and responsibility.

As part of a new agreement with Study Group, responsibility and day-to-day oversight for international

first and second year programming and for-credit preparatory courses is moving to Royal Roads. Study

Group will continue to be responsible for language and preparatory education as well as an increased

role in marketing and recruitment.

The undergraduate program will be redesigned to include ESL instruction that is integrated with

academics the first year. There will also be more rigour in language testing to ensure students meet

progression requirements to support their success. The first year curriculum will continue to be a

common interdisciplinary year for all students and delivered through the Office of Interdisciplinary

Studies in the Faculty of Social and Applied Sciences. Second year curriculum will focus on business,

tourism and hospitality, delivered through the two schools in the Faculty of Management. For-credit

courses in the Pre-master’s Program will also be developed and delivered through the Faculty of

Management.

A new agreement between Study Group and Royal Roads is expected to be in place by March 2015. A

management team will oversee the transition and Royal Roads will assume responsibility for delivery of

programming by September 2015.

Student Course Evaluations

Student Feedback Surveys

Annual Program Reviews

Completed by the Program Heads

5-year External Program Reviews

Self-study guide External Program Review Report School response to Report

School Advisory Councils

Review by VP Academic

Review by Academic Council (may include Curriculum Committee and Admissions Committee)

Review by Program and Research Council

Summary provided to the Board of Governors

Relevant information shared with Marketing portfolio re: business development opportunities

QA Policy Documents

RRU Quality Assurance Policy, 2007(Board of Governors)

Academic Council Quality Assurance Policy, 2007

Implementation of the RRU QA Policy (Curriculum Cmtte)

currently under review

RRU Research Ethics Policy, 2011

QA Process Documents and Resources

VPA SharePoint site

Terms of Reference: Program & Research Council Academic Council Curriculum Committee School Advisory Councils

Annual program review template

5-year external review template

5

3. Carefully exit the affiliate model in Asia.

The university continues to teach-out the MBA program in mainland China, Hong Kong and Bangladesh.

Remaining students in those locations are completing the organizational consulting project, the final

requirement for graduation. The MBA in Taiwan will cease to admit new students effective

March 31, 2015 and transition to teach out.

Table 1: Remaining Students in Offshore Teach-out

Affiliate Location Remaining

PRTC Guangzhou 33

IIBE Zhuhai 5

FuYou Shenzhen 58

Shanghai 10

Hong Kong 10

Taiwan 150

PML Dhaka, Chittagong 10

4. Diversify offerings through the introduction of new programs while monitoring carefully existing

programs.

The following programs will be introduced in 2015/16:

GC Change Management

GC Organization Design & Development

GC Tourism Management

GC Workplace Innovation

MA Higher Education Administration & Leadership, including:

– GC Business Development in International Education

– GC Systems Leadership in Higher Education

Enrolment will be monitored carefully by the Strategic Enrolment Management group, this formal

committee meets monthly and is responsible for enrolment tracking and appropriate response to

emerging trends.

Key enrolment ratios remain largely unchanged (Table 2) with an overall expected enrolment growth of

approximately 6%.

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Table 2: Enrolments and Revenue

2014/15 Forecast

2015/16 Plan

Change

Enrolment 3,792 4,034 +6%

FTE 2,511 2,669 +6%

Revenue ($000) 28,789 31,637 +10%

Grad 1,628 (65%) 1,814 (68%) +11%

Undergrad 884 (35%) 855 (32%) -3%

Blended 1,671 (67%) 1,722 (65%) +3%

On-campus 766 (30%) 800 (30%) +4%

On-line 74 (3%) 147 (5%) +99%

Domestic 2,073 (83%) 2,219 (83%) +7%

International 438 (17%) 450 (17%) +3%

Non-credit ($000) 1,841 2,104 +14%

5. Conduct a review of quality assurance polices and related processes.

A comprehensive review of quality assurance policies will be completed during 2015/16. Alignment of

policies and supporting processes to ensure clear guidelines and standards are reflected in practice will

lead to efficiencies in program development and oversight.

6. Develop and Implement a new IT and Educational Technology Plan

Technology plays a central and important part in supporting the learning and teaching process at Royal

Roads. It is fundamental to the design of program delivery structures and is an essential component of

both online and face-to-face programming It is critical that RRU remains at the forefront in the use of

technology in its pedagogy, especially as many other institutions are also investing heavily in flexible and

technology-enabled teaching and learning.1

1UBC Flexible Learning Strategy http:flexible.learning.ubc.ca/, accessed September 18, 2014

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There are five strategies to the Royal Roads technology plan in support of the learning and teaching

model:

Appropriate classroom hardware and media support for faculty and students, which supports a

new paradigm of sharing information in physical spaces where everyone, not just the

instructor, has technical access to showcasing from their laptop or mobile device on the screen

Appropriate learning technologies and the support required for both faculty and students to

optimize the use of “creator/maker” technologies

Appropriate technology architecture to support the above, balancing openness, mobility, use

of the cloud and security

Enterprise systems that directly and indirectly support teaching and research

Succession planning, training and development and retention of IT and learning technology

staff

7. Review the Academic Policy Framework

Policies, guidelines and regulations have grown organically over the years. They are sometimes hard to

find, sometimes inconsistently applied, sometimes not even known, and sometimes not approved. This

year the VPA’s office will undertake a policy sweep across all units, organize policies into a more

organized taxonomy and amend and approve where necessary. A searchable depository will then be

implemented for all policies.

8. Champion Initiatives resulting from the Cultural Values Assessment

A leadership development program will be built for new and emerging managers at the university. A

task group is already working and will jointly develop recommendations to the VPA and the AVP Human

Resources. A similar approach will be undertaken to simplify the performance evaluation system to

better align with organizational values and direction.

9. Maximize space utilization through completion of the new academic scheduling and space

allocation system.

Current projections indicate that the university will be short of space before we can build new

classrooms. The Registrar is tasked with implementing solutions including new systems. This year will

see those systems fully implemented and allow for much improved planning and reporting as the

university moves to optimize space allocation. Some movement in program start dates may be

required.

10. Consolidate student services into the library

As international student services are merged with domestic student services, the university will pilot a

more integrated service model for students. With that in mind renovations to the library will allow

almost all student facing services to move into one building and present a more welcoming service

centre for students.

11. Support requirements for new building and residences

It is anticipated RRU will move to the detailed planning stage for a new academic building and break

ground on additional student accommodation. The Office of the VP Academic will support the design

and programming of the new buildings for academic and student support.

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12. Publish Learning and Teaching Model cases

A series of workshops hosted by the Centre for Teaching and Educational Technologies (CTET) were

delivered throughout 2014. The workshops provided opportunity to take an in-depth look at each of the

core components of the Learning and Teaching Model. Faculty shared stories showcasing how they had

demonstrated a core component in their course, program or school.

The university will produce a series of monographs focusing on current practices related to the Learning

and Teaching Model. Three volumes are planned: 1. Case studies of existing practices; 2. Institutional

change and transformation initiatives; and 3. New innovations in learning and teaching. The

monographs will be published as Open Educational Resources, beginning with volume 1 in 2015.

13. Support scholarly dissemination of faculty research

In addition to the normal grants made available for faculty conference travel and research, Royal Roads

will begin publishing the Canadian Journal of Applied Research - collaboration between the Library, the

Office of Research and the faculties.

Research and Faculty Affairs

Research By virtue of the Royal Roads University Act, the university is mandated to do both teaching and research.

Over the past fifteen years Royal Roads has steadily built the structures, processes and support required

to facilitate individual faculty member and student research programs and projects, a university-wide

research strategy, research chairs, centres, and infrastructure. In so doing, the drive to maintain RRU’s

difference while demonstrating the quality and standards required to support teaching programs and

compete for research awards has been paramount.

Over the coming year Research Services will focus on this difference by prioritizing RRU’s research

impact. Capturing what constitutes Royal Roads’ impact will amplify the value of the integrated

components of the majority of the university’s research – interdisciplinarity, applied nature, and

changed orientation. The three overarching themes which in turn reflect the content of teaching

programs will continue to guide our progress - innovative learning, thriving organizations and

sustainable communities, livelihoods and the environment.

In 2014/15, the research outcomes/impact report regarding ‘how RRU research is making a difference’

was finalized and submitted. The RRU Research Committee is now developing strategies and

suggestions with regard to the implementation of recommendations contained in the report. In

addition, the committee will be suggesting research measures that demonstrate commitment to, and

the impact of, the three research themes.

The Ethics Office is an important component for maintaining quality and therefore the value of RRU

degrees and certificates. It supports all ethical review requests for both faculty members and students,

averaging 450-600 per year, as well as many related activities including the support for the ethical

review board, the integrity policy, coordination with other research ethics boards (REBs) in Canada and

speaking to each cohort in the majority of RRU programs. With a stable and efficient system in place, a

priority for 2015/16 is increased efficiency with other REBs in Canada by streamlining processes that

involve student requests to multiple REBs.

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Faculty Affairs This year will focus on expanding the activity and stabilizing the Faculty Affairs component of the

portfolio to facilitate the best possible support for, and engagement with, faculty members, including

associate faculty members. Since its establishment several years ago, many processes have been

initiated including an associate faculty database accessed through a SharePoint site.

The Faculty Affairs portfolio also includes a suite of activities that would normally reside in an office of

graduate studies. As per the 2013 Academic Council motion, the office has been assigned the central

locus of oversight for master’s theses. Progress has been made on systematic processes and a

SharePoint site has been built with one hundred supervisory committees approved. Specific activities for

2015-16 include the following:

Improvements to the SharePoint site

Expansion of numbers of potential associate faculty in our database

HR policies for associate faculty

Publishing additional associate faculty profiles

Potential webpage instances for faculty including associate faculty

Fall survey for associate faculty

Planning another ProD day for faculty and associate faculty

Identifying communication mechanisms

School and Department Programs and Priorities

School of Humanitarian Studies

The School of Humanitarian Studies has crafted a statement that captures faculty and staff’s collective

interpretation of their ‘brand’ of humanitarian studies, which is a new field of study. This statement

identifies the values and ideals that frame the school’s understanding of humanitarianism, and talks

about the implementation of these values. The school will present the statement to its advisory council

for feedback and once finalized, it will help to position the school within Royal Roads University as well

as externally.

Faculty members’ areas of research and scholarship include:

Ken Christie: State formation in MENA, human rights & corporate responsibility in SE Asia,

politics of remembrance & war tourism, case studies in human security.

Robin Cox: Social innovation and disaster resilience, youth engagement and empowerment,

disaster resilience and recovery, psychosocial dimensions of disaster management, arts-based

& participatory research, gender.

Eva Malisius: Conflict theory & practice, norms & differences in human therapeutic cloning

regulations, gender issues, intra-group identity in post-conflict contexts.

Kathleen Manion: Child welfare & youth justice.

Erich Schellhammer: Peace leadership, accreditation of peace professionals.

Jean Slick: Case- and problem-based pedagogies, disaster recovery.

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Michael Young: Homelessness, mental health and addictions in the western Canadian arctic,

gang intervention in the CRD, therapeutic communities, entrepreneurship training for

offenders.

Each of the school’s programs was designed to meet a unique labour market need not served by other

universities in BC. Programs offered are:

MA Conflict Analysis and Management – blended

– Graduate Diploma Conflict Analysis and Management – blended, ladders into MA

MA Disaster and Emergency Management – blended

– Graduate Diploma Disaster and Emergency Management – blended, ladders into MA

MA Human Security and Peacebuilding – blended

– Graduate Diploma Human Security and Peacebuilding – blended, ladders into MA

BA Justice Studies – blended and on-campus

In 2015/16, BA Justice Studies faculty will be developing recommendations for changes to some courses

as part of the 5 year external review process. The self-study will be completed in the April to August

period, and the on-site external review meeting is planned for November.

In the graduate programs, the school will complete the teach-out of the old Conflict Analysis and

Management, Disaster and Emergency Management, and Human Security and Peacebuilding programs,

with these programs concluding in the fall of 2015. The implementation of the harmonized graduate

program model is continuing. Sixteen courses are slated for development during 2015/16, this includes

7 new program-based courses and 9 new elective courses.

The following programming opportunities, as identified at the school retreat in the fall of 2014, are now

under consideration and will be explored in more detail with the advisory council at their meeting in the

spring of 2015:

MA in Humanitarian Studies, MA in Critical Justice Studies or Peace Leadership

BA in Humanitarian Studies

Graduate Certificate in Transformative Mediation

Graduate Certificates based on current programming

Courses to support Emergency Manager Certification

Table 3: School of Humanitarian Studies Enrolments

Program 2014/15 2015/16 Plan

MACAM (incl. dip) 25 28 MADEM (incl. dip) 45 42 MAHSPB (incl. dip) 34 32 BAJS (OC) 47 32 BAJS (OL) 46 38 TOTAL 197 172

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School of Tourism and Hospitality Management

The vision of the School of Tourism and Hospitality Management (STHM) is to be recognized as the

leading school in the field of tourism and hospitality management, known for its innovation, relevance,

work integrated learning, research and high quality graduates.

Faculty research interest areas include

Remembrance tourism

Poverty alleviation

Cultural landscapes

Experiential and active learning methods and practice

Cultural tourism

This year, the school will strive to increase profile by:

Supporting student participation in international events such as the Youth Hotelier Summit in

Lausanne, Switzerland as well as case study competitions and industry conferences

Continuing to build profile through learner internships with leading organizations, such as

Fairmont, Starwood, TUI International, Tourism Victoria and the Royal BC Museum

Maintaining a 100% employment rate at the undergraduate level

Publishing a minimum of five academic articles and five consulting reports

Faculty presenting at a minimum of three major conferences

Implementing at least three MOUs including BC Wilderness Association to support internships,

research, consulting, and student recruitment

Communicating more with regard to what we do: increase social media scope and content

Continuing to explore consulting opportunities with communities and organisations

Current programs in STHM include:

MA Tourism Management – blended and on-campus

BA International Hotel Management – on-campus (1 & 2 year options)

BA Global Tourism Management – on-campus (1 & 2 year options)

Diploma in Tourism and Hospitality Management (Jinhua, China)

Graduate Certificate Tourism Management – blended and online

STHM will continue to explore joint delivery of courses in the two undergraduate programs and replace

on-campus MA electives with existing blended offerings where possible, in addition to collaborating

with other schools in the delivery of courses. A review of tuition fee pricing is also planned.

There are several initiatives planned for 2015/16:

Pilot the Graduate Certificate Tourism Management for one year

Revise the structure of the Master of Arts in Tourism Management to allow students to take

more electives from across the university

Explore development of a Graduate Certificate in Digital Museum Strategy and a Graduate

Certificate in Aviation Strategy

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Deliver Graduate Certificate in Destination Development to Canadian Virtual University

scholarship students

Evaluate first delivery of the BAGTM program, develop new courses such as sport, leisure and

festival management, sales and service management, and tourism field school

Integration of Year 2 BAIHM and BAGTM programming from International Study Centre into

the school

Table 4: School of Tourism and Hospitality Management Enrolments

Program 2014/15 2015/16 Plan

MATM (OC) 20 16 MATM (OL) 9 15 BAIHM 45 42 BAGTM 20 20 Dip THM 84 85 GCTM 5 TOTAL 178 183

With respect to staffing, plans include new hires for one faculty for a two-year term to support a range

of initiatives including Year 2 programming and a permanent staff position for the BA Global Tourism

Management. As well, the school will explore joint teaching for core faculty to accommodate workload

and support cultural integrated learning for core and associate faculty and staff.

The school finds itself involved with various heritage and stewardship projects that overlap with the goal

of sustainable stewardship of the site. It will continue to leverage the university’s status as an historic

site in order to build partnerships with Parks Canada, Heritage BC and other agencies for purposes of

research, consulting, internship and program recruitment. In addition, the school will deliver one

provincial forum on heritage.

School of Leadership Studies

All programs in the School of Leadership studies are aligned with the four guiding principles: leadership

for engagement, engaged scholarship, orientation to possibility, and learning for transformation.

Faculty are engaged in a variety of research and scholarly activity including:

Catherine Etmanski: Environmental praxis, teaching participatory research, and the use of art-

based methods in promoting dialogue and democracy

Eileen Piggot-Irvine: Evaluation Study of Action Research Project

Marilyn Taylor: Emergent learning, organizational culture change, values-based leadership and

graduate leadership education

Niels Agger-Gupta: World Cafe as an action research method , appreciative inquiry

Ronald Lindstrom: Health systems leadership, change management, impact of LEADS

framework

Wendy Rowe: Thriving research, action research methodology/impact

Brigitte Harris: Developing nurse leaders

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Almost all faculty will present at the International Leadership Association 2015 Barcelona. RRU will sign

a new MOU with Island Health in early 2015 that will include collaboration in research and

programming, and will include partnerships with the School of Leadership Studies.

Existing programs in the school:

MA Leadership and MA Leadership Health Specialization – a five-year review will be conducted

in April 2015 and revisions will be planned following the review

MA Global Leadership – launched in February 2015

Graduate Certificate in Values Based Leadership – the anticipated launch of the revised

certificate is October 5, 2015. The certificate is stand-alone and also offered as an alternative

to the MA Leadership Residency 1 as well as an option within the MA Interdisciplinary Studies

and the MBA programs.

Figure 2: School of Leadership At a Glance

The university signed a memorandum of understanding with Continuing Education Unit of the Society

for Participatory Research in Asia (PRIA) (India) in 2014. The school has been working with PRIA’s

Dr. Martha Farrell in developing a course for the MA Global Leadership and on other co-development

initiatives.

Two new programs are proposed for development in 2015/16:

BA Leadership for Sustainability – the program proposal has been jointly developed with the

School of Environment and Sustainability and will move through approval process in 2015 with

an anticipated launch in late 2016 or early 2017.

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Graduate Certificate in Personal and Team Leadership – this certificate, which consists of the

blended MA Leadership Residency 1 Term is at the proposal stage of development, with an

anticipated launch date of June 2016 and will also be an option in the MA Interdisciplinary

Studies.

Table5: School of Leadership Studies Enrolments

Program 2014/15 2015/16 Plan

MAL 139 132 MAL Health 48 44 MAGL 10 17 GCVBL n/a 10 TOTAL 197 203

The school held a highly successful Leadership Conference in 2013 and will offer its second conference in

October 2015. It will provide an event that brings alumni back to RRU as well as promoting a community

of practice among alumni and leadership practitioners. Keynote speakers will include Otto Scharmer

and Joyce Banda.

Staffing in the school is expected to grow as new programs come online. Currently planned are one

faculty and one staff in 2015 to support the MA Global Leadership, and 0.5 faculty and 2.5 staff to

support the BA Leadership for Sustainability and certificates in 2016.

Office of Interdisciplinary Studies

The Office of Interdisciplinary Studies (OIS) offers programs that uniquely immerse interdisciplinary

students in transprofessional cohorts that allow them to study and work with working professionals

from a wide range of career fields. OIS programs help innovative individuals and critical thinkers to

identify creative solutions to traditional challenges.

Faculty areas of research:

Brian Belcher: Canada Research Chair in Sustainable Research Effectiveness

Siomonn Pulla: History of Indigenous-settler relations in the Commonwealth, northern issues

and Metis political resurgence and representation in Canada.

Bernard Schissel: Human rights of children, youth and young adults in western democracies

OIS offers the following programs:

Doctor of Social Sciences - blended

MA Interdisciplinary Studies (MAIS) – blended and online

BA Interdisciplinary Studies (BAIS) – blended and online

Graduate Certificate Sustainable Community Development – blended

Grad Cert Intercultural Comm. Leadership – blended

Grad Cert Professional Comm. Management – blended

The first six students graduated from the Doctor of Social Sciences in 2014/15. The program is seeing an

increase in applications from international and indigenous students, and an intake is planned for Calgary

15

beginning in July 2015 with a residency held on the Southern Alberta Institute of Technology campus in

August. The program will undergo a five-year external review in 2015.

The MAIS program has expanded its course offerings to include 3 MBA courses. Students have been

successful obtaining scholarships, including 2 SSHRC and 1 CIHR recipients. BAIS will move to one intake

annually each September. Of the 15 students currently enrolled, 4 are pursuing an indigenous

specialization.

OIS will assume responsibility for delivery of Year 1 from the International Study Centre.

Table 6: Office of Interdisciplinary Studies Enrolments

Program 2014/15 2015/16 Plan

DSocSci 14 18 MAIS 56 50 BAIS 11 10 Year 1 81 68 GCSCD 5 5 GCICL 2 5 GCPCM+ 18 18 TOTAL 187 174

School of Education and Technology

The School of Education and Technology aims to meet the modern challenges in the educational field

and to expand the skills of educators, enabling them to meet local, national and global labour market

needs. The programs offered support the school’s vision Inspiring leaders in learning and innovation.

The school’s faculty are engaged in research in the following areas:

Open scholarship including: open education, open learning, and open research/publishing

Design based research

Maker movement and constructionist learning

Application of the continuum of problem based learning

Student support

Learning community development

Learner experience

Scholarship of Teaching and Learning

Educational reform in international contexts

Team-based assessment

Programs offered include:

MA in Learning and Technology – online and blended

– Graduate Diploma in Learning and Technology – online and blended, ladders into MA

MA in Educational Leadership and Management - blended

– Graduate Diploma in Educational Leadership and Management – blended, ladders into MA

MA in Educational Leadership and Management (international) blended

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Graduate Certificate in Instructional Design – online

Graduate Certificate in Online Learning Facilitation – online

MA in Higher Education Administration and Leadership (including specialization in international education) – blended, launching in 2015 – Graduate Certificate in Systems Leadership in Higher Education – online, ladders into MA

– Graduate Certificate in Business Development in International Education – online, ladders

into MA

The university entered an agreement with Maple Leaf Educational Systems to deliver a customized MA

Educational Leadership and Management to Maple Leaf teachers. The program begins with a bridging

component designed to familiarize students with RRU and western approaches to teaching. It will

feature a combination of blended courses and fully online courses delivered in English and Chinese.

Work is underway to adapt courses, including selecting appropriate Chinese-language learning

resources. A Chinese-language instance of Moodle will be implemented to support the program. The

program will serve as a pilot for bilingual delivery and the model may be extended to future

opportunities.

In 2015, school will undertake revisions to the MA Diploma in Learning and Technology, incorporating

feedback received during the 2014 five-year review. It will also review the GC Online Learning and

Facilitation, which has not attracted sufficient interest to launch since its approval in 2013.

New programs under consideration include:

Graduate Diploma in Designing and Facilitating Online Learning

Graduate Diploma in Higher Education Administration and Leadership (including specialization in

international education)

Table 7: School of Education and Technology Enrolments

Program 2014/15 2015/16 Plan

MALAT (incl dip) 32 36 MAELM (incl dip) 30 30 MAELM (MLES) 28 MAHEAL (incl cert) 22 GCID 6 10 GCOLF 10 TOTAL 68 136

Centre for Coaching and Workplace Innovation

The Centre for Coaching and Workplace Innovation offers applied and professional programs that are

developed in collaboration with industry experts and aligned with professional associations. These

programs assist students to return to their organizations with skills, certifications and/or credentials to

create healthier, vibrant and sustainable organizations.

The centre relies on associate faculty to develop and deliver its programs. All of the graduate

certificates allow for 6-9 credits to be transferred into the MBA, MA Interdisciplinary Studies and MA

Tourism Management:

17

Graduate Certificate Advanced Coaching Practices – blended

Graduate Certificate Change Management – blended

Graduate Certificate Executive Coaching – blended

Graduate Certificate Organization Design and Development – blended

Graduate Certificate Project Management – blended

Graduate Certificate Strategic Human Resources Management – blended

Graduate Certificate Workplace Innovation – online

In addition to the certificates, 15 courses (graduate level) are offered through general studies, and more

will come online as new certificates are launched.

New programs under consideration include graduate certificates in advanced project management and

corporate governance.

Table 8: Centre for Coaching and Workplace Innovation Enrolments

Program 2014/15 2015/16 Plan

GCCHMGMT 10 GCEXCOACH 121 120 GCORGDSN 10 GCPM 32 20 GCSHR 21 18 GCWINNV 10 GCADVCP 20 TOTAL 174 208

School of Environment and Sustainability

The School of Environment and Sustainability (SES) offers programs and carries out research that focus

on needs and trends related to sustainable systems, societies, communities, and organizations. As a key

part of its mandate, SES is committed to applied, problem-solving research that supports RRU's

innovative partnerships with communities, business, industry, and the public sector and focuses on

current needs and trends. Faculty research includes:

Audrey Dallimore and Leslie King: NSERC PromoScience grant for research on ancient First

Nations clam garden site restoration projects

Ann Dale: CFI grant, new e-research platform to support Solutions Agenda

Jonathan Moran: Expanding program of modelling, monitoring and understanding Rufous

Hummingbirds in the Sooke Watershed;, Saw-whet Owl on Haida Gwai

Chris Ling: Pacific Institute for Climate Solutions funded project in partnership with Solar

Colwood to examine the impact of a municipal green energy incentive program; two SSHRC

funded projects – National Municipal Adaptation Project and a study of the Transition Towns

movement in Canada

Matt Dodd: Air quality monitoring, soil toxicity testing, persistent organic pollutants (POPs) and

contaminated sites assessment and remediation

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Rick Kool: Environmental education and how it confronts hope and despair, the potential role

and place of religion in environmental education, and conceptions of change in environmental

education and communication

Figure 3: RRU Nearshore Research Boat (partnership with NRCAN)

Programs currently being offered:

MA and MSc Environment and Management – blended

MA Environmental Education and Communication – blended

– Includes a certificate and diploma which ladder into the MA

MA and MSc Environmental Practice (MEP) – online

BSc Environmental Management –blended

BSc Environmental Science (BScES) – on-campus,

BA and BSc Environmental Practice (BEP) – online

MEP is offered in partnership with Eco Canada, the program moved to two intakes a year this past

September and growth of enrolment appears to support that expansion. The structure has also been

changed with a removal of concentrations that limited students and increased ability for individuals to

complete the program using only RRU courses.

The school partnered with Tianjin University of Technology to deliver the MA Environment and

Management in China. The first cohort graduated in 2014 and a second cohort will start later this year

subject to sufficient registration – recruitment of the right students and the implementation of the RRU

delivery model has been a challenge.

Major revisions are planned for the BScES in 2015 to introduce foundational curriculum following

feedback from students and feeder colleges. Enrolments in the past have been cyclical, and it is hoped

that these revisions, increased marketing of transfer agreements and the program to the college sector

will boost enrolment.

19

BEP, another program offered in partnership with Eco Canada, has experienced low enrolment due to a

lack of marketing by the partner. A revised structure will allow students to enter the program with 60

credits (vs. 90 credits), thereby expanding the prospect pool. A new website has been launched to

promote the program and enrolment is expected to grow.

As mentioned above, SES has collaborated with the School of Leadership Studies to develop a BA

Leadership for Sustainability. Graduates will have the ecological literacy and systems thinking capacity

needed to understand our global interconnectedness, as well as the hands-on skills to lead teams,

facilitate effective intercultural communication and conflict transformation, and to implement and

enhance the performance of both existing and emerging institutions. The program is expected to launch

in late 2016 or early 2017.

Table 9: School of Environment and Sustainability Enrolments

Program 2014/15 2015/16 Plan

MEM 28 35 MEP 64 70 MAEEC (cert & dip) 22 25 BScEM 29 n/a BScES 25 35 BEP 17 30 TOTAL 185 195

School of Business

A School of Business faculty retreat held in fall 2014 resulted in a strong endorsement of the Learning

and Teaching Model:

Focus on students with work experience – this is seen as a key characteristic of programs such as

the BCom which distinguishes RRU in the market

Focus is on learning how to learn and lead – the school emphasizes skills more than content –

core topics such as critical thinking, communication, and leadership need to be emphasized in all

courses.

The school’s research priorities include:

Building the school’s capacity to write, publish and use case studies

– Case writing workshop can lead to continued collaboration and moves to publish cases

– Encouraging students to write case studies

Building a stronger culture of research within the school

– Identifying potential research themes or areas of emphasis

– Connecting research and innovative teaching – formally capture elements of our learning and

teaching model and innovative teaching practices

– Identifying ongoing projects and exploring areas of collaboration among faculty and associate

faculty across RRU and with outside partners

– Tapping into new faculty hires who bring new research energy

Incorporating research within the Doctor of Business Administration (DBA)

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– Identifying faculty and associate faculty who can serve as supervisors and committee

members

– Identifying potential research themes or areas of emphasis

– Exploring potential for DBA students to serve as research assistants

The school currently offers:

Master of Business Administration (MBA) – blended

– Including specializations in Leadership, Management Consulting

– New specializations in 2015 in Asia-Pacific Trade and Investment and International Business

and Innovation Europe

Master of Global Management (MGM) – on-campus

Bachelor of Commerce Entrepreneurial Management – blended and on-campus

Bachelor of Business Administration Sustainability and International Business (BBA) – on-campus

The MBA will focus on developing and marketing its new specializations. The program will undergo a

five-year review in 2015/16.

The first blended offering for the MGM is scheduled for September 2015. The program design includes

a course delivered during the first residency and taught to three cohorts simultaneously to create

synergies across the blended and on-campus cohorts. It also includes a second residency to be held

abroad.

A project management certification option is being proposed for the MGM, and the school will pursue

Forum for International Trade Training certification for the program, to provide students the option of

applying for certification as a Trade Professional.

The Bachelor of Commerce Entrepreneurial Management will focus on increasing enrolment in 2015/16

by:

Implementing new entrance requirements

Achieving approval for CPA partial completion through program courses

Exploring partnerships with key community partners such as associations

Building connections to BCom alumni to encourage them to refer students to program and

return to RRU for master’s programs (continuing studies courses, alumni events)

Exploring opportunities for BCom enhancements, such as specializations, electives,

collaborations with other RRU programs or external partners, and post-graduate opportunities

such as Graduate Certificates, entrepreneurship opportunities and international work and

volunteer opportunities.

The BBA will assume delivery of second year, which has previously been delivered through the

International Study Centre. The program will also offer its first field school in Mexico, and review third

and fourth year courses based on feedback from the first graduating class. The school will also explore

new opportunities for new partnerships and marketing opportunities in Canada and abroad to increase

student enrollment.

Other initiatives planned for 2015/16 include:

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Doctor of Business Administration - proposal under development for submission to the Ministry

in 2015

MSc Strategic Management (Complex Operations/Supply Chains) – potential market and

program design being explored

For all programs, the school is exploring options for academic oversight, including the potential

roles for academic faculty program heads and program steering committees

Increase engagement with alumni by developing continuing studies courses to offer to alumni,

and by hosting a series of alumni events in cities across Canada

Table 10: School of Business Enrolments

Program 2014/15 2015/16 Plan

MBA 143 150 MGM – OC 82 57 MGM – OL 15 BCom – OC 37 30 BCom – OL 60 (est.) 60 BBA 24 33 TOTAL 346 345

School of Communication and Culture

The School of Communication and Culture’s (SCC) mission is to resource and develop global citizens who

have the communication tools to navigate change, solve systemic problems, think critically and

integratively, collaborate, and continuously learn within their professional and community contexts.

Figure 4: School of Communication and

Culture Vision

The faculty within SCC spend between 20 and 60% of their

time conducting research with an average of 30%. Along with

Phillip Vannini, CRC in Innovative learning and Public

Ethnography, we have several prominent and award winning

researchers within the school focusing on a broad range of

areas within the university’s research themes Sustainable

Communities, Thriving Organizations, Innovative Learning:

David Black: Media, politics and law, international

communication

Juana Du: Intercultural communication, Asian

communication, organizational learning, knowledge management and innovation

Julia Jahansoozi: International social and organizational development, public relations, public

affairs, strategic communication

Zhenyi Li: Intercultural communication, health communication

Virginia McKendry: Cultural studies, history and communication, decolonial communication,

gender studies, critical studies

http://innovative-learning.publicethnography.net/

http://innovative-learning.publicethnography.net/

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Michael Real: Media studies, Olympism, culture and values education, media and sport

Chaseten Remillard: Communication for Social change, visual communication, digital

communication

Phillip Vannini (CRC): Cultural studies, ethnography, mobilities, cultural geographies,

technology, film and video, multimodal knowledge mobilization

Jennifer Walinga: Sport and values education, intuitive decision making, creativity for

sustainable practice, stress transformation and thriving, organizational development, women in

leadership

Current programs include:

MA Professional Communication – blended

MA Intercultural and International Communication – blended with international Residency 2

MA Intercultural and International Communication – offers intensive experiential learning

opportunities, internships, placements, and field studies due to its intensive on campus format

BA Professional Communication – on-campus (12 mos) and blended (24 mos)

Graduate Certificate Professional Communication Management – delivered through Office of

Interdisciplinary Studies

Graduate Certificate Intercultural Communication and Leadership – new program 2014

A number of new programs are being explored:

Graduate Certificate Communication for Development and Social Change (conceptual):

The Graduate Certificate in Communication for Development and Social Change provides

communication practitioners with the skills and knowledge to foster partnerships and programming that

enhance the communication capacities of NGO’s.

MA Professional Communication- Public Diplomacy specialization - blended (conceptual)

This degree specialization will enable us to accept more students into the program (currently waitlisting

+10-15) and offer an overseas exchange or international residency option that enhances the global

character of the program and builds partnerships across the world (Sweden, Spain, Vietnam, Turkey,

Netherlands).

Master of Fine Arts Creative Industries Communication (conceptual)

This program concept responds to the need for production oriented programming at the graduate level.

This program would emphasize the leadership and professional communication skills required across

creative industries: music, publishing, news media, film, performance studies, broadcasting,

communication, fashion, curatorial practices. This program would study the creative disciplines from the

perspective of enterprise development and professional communication leadership.

Diploma Program in Professional Media Production (conceptual):

This diploma would take advantage of production space and equipment at Camosun College, build the

partnership between RRU and Camosun, and offer a unique set of courses relevant to learners entering

the Communication program with little applied skill.

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Other areas worthy of exploration in the area of communication, and linked with SCC’s mission and

values include: Translation, Communication & Leadership in Education, Sport for Peace and Social

Development, International Events Planning and Promotion

The school is exploring opportunities for overseas residencies, exchanges and placements in Turkey,

Vietnam, Sweden, the Netherlands and Spain. In addition, the BA Professional Communication is

striving to expand the Aboriginal content in the program.

Table 11: School of Communication and Culture Enrolments

Program 2014/15 2015/16 Plan

MAPC 51 45 MAIIC 22 35 MAIIC – OC 39 40 BAPC-OL (Mar) 35 reg 40 BAPC-OC 43 45 GCPCM 18 18 GCICL 2 5 TOTAL ~218 – 223 228

Continuing Studies Non-credit and Customized Programs

Continuing Studies (CS) offers a dynamic and rich mix of innovative and practical, non-credit, short

courses that range from career skill-building to personal development. Understanding and responding

to the community means that CS extends a welcome to learners from all ages and stages of the lifelong

learning continuum to sample the kind of learning that RRU has built its reputation on. Continuing

Studies links the university and community by acting as a kind of “front porch” to RRU, where for a

modest investment of time or money, students, who may have encountered barriers to advanced

learning, can access higher education through open enrolment. Programs are offered through four

different approaches:

1. Public courses/calendar - over 300 non-credit face to face or online public short courses (includes

online academic student support) facilitating both personal and professional development

Each year public programs increase in enrolments at a modest growth rate as CS continues with the

most popular programs, culls or refreshes any stale courses, and adds new courses in response to

community and identified trends. Higher enrolments mean higher revenues and healthier contribution

margins (increasing the depth of enrolments rather than offer more is how to best build capacity

without overtaxing university resources). CS aims for a consistent run rate of 75-80% of public programs

(current run rate 76%).

2015/16 Goals:

Build the option of at least one completely online professional skill building certificate

Prototype modular learning using select existing two day courses and skill building certificates

in order to grant micro-credentials toward a graduate certificate, diploma or degree at RRU.

This will provide access for non-traditional students and responds to the BC Jobs Plan in

recognizing the need for short term, relevant, and credentialed skill building

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Continue to support students in reaching their academic goals with relevant short academic

support courses (working closely with schools)

Continue to be a testing ground/incubator for program ideas from faculty. Gauge content for

its effectiveness and potential market-worthiness without the need for high development

costs

2. Government funded programs with other external partners

The Employment Skills Access (ESA) program funded through the British Columbia Labour Market

Agreement (LMA) between the federal and provincial governments administered by Ministry of Jobs,

Tourism and Skills Training is aimed at providing non-EI eligible learners with increased self-confidence,

highly marketable skills, and support through career transition toward meaningful and lasting

employment or higher education. However, this is an unpredictable funding source.

2015/16 Goals:

While LMA contracts are currently in place (2 cohorts of the Business Technology Certificate 10

week program on campus) there is still much uncertainty as to available funding dollars in the

coming year as government funding swings to trades. In response, leadership & management

skills certificates for those in the field (oil and gas, mining, etc.) are underway to be submitted

for consideration in the next round of proposals in addition to certificates that have been

successfully funded in the past (Supervisor Skills, Professional Communications, Business

Technology)

Under the Aboriginal Community Based Delivery Partnerships administered by MAVED, CS just

completed a successful pilot that engaged Indigenous students from Tsawout in a Native Plant

Propagation & Job Readiness Certificate program. Subsequent delivery of this program is

expected in communities such as Beecher Bay and Cowichan in 2015 as talks are underway.

Continuing Studies will continue to collaborate with the Indigenous Education and Student

Services Manager to help meet the needs of Indigenous education in community-based

education while recognizing the importance of the job readiness components which make this

funding possible.

Continue to monitor MERX and BC Bid websites for ongoing opportunities. Respond to RFPs for

programming opportunities that are a good fit with what we do best.

3. Community link - community-based training and capacity building (Indigenous local focus). Cultivate

productive West Shore learning partnerships

While CS has managed to have a presence in the community through its public programming and

events, there has always been an expectation to do more.

2015/16 Goals:

Increase learning partnerships, especially in Sooke. Enthusiastic talks are underway with

Seapark, the Sooke Library, the Chamber of Commerce and School District 62

Continue (as time allows) to extend reach by sourcing productive learning partners with other

educational institutions (e.g. Eco Canada), NGO’s (e.g. Sierra Club) and communities

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4. Contract training & customized programs for corporate clients from government, industry, private

and public business (many referrals are alumni)

Developing specialized solutions for diverse student needs means that CS can respond immediately to

requests for specific and customized study that links learning to organizational strategies while

addressing the complexities of the contemporary workplace. Contract training is an extremely

entrepreneurial part of the CS mix of programs where growth can be both surprisingly positive and

unpredictable with dramatic fluctuations year to year (even month to month) and is therefore difficult

to predict or plan for. Currently, domestic contract training is on an upward swing.

2015/16 Goals:

Work closely in collaboration with new Global Business Development office, international

contract training and the Schools to explore opportunities, (and efficiencies) in order to deliver

excellent quality domestic contract training

Create stronger connections with alumni for referrals (currently 80% of contract training

comes from alumni)

Continue to respond in a timely fashion to funding applications, relevant RFPs and other

customized training opportunities that present (and are aligned to RRU)

Source and successfully procure additional contracts from business – both private and public

(as time and resources allow)

Continue to build on and cultivate existing contract relationships

With many variables to explore and consider such as renewed government funding, new leadership in

business development, and local domestic market fluctuations, a modest growth target of + 10-15% has

been set for the next year. The enrolment headcount is expected to exceed 5,000 students.

Academic Support

Student and Academic Services

Student and Academic Services is comprised of four units: Indigenous Education and Student Services,

Centre for Teaching and Educational Technologies (CTET), Library and Student Services. The key student

services outcomes are:

Bring people, technology & space together to create compelling physical & virtual learning

environments

Reduce barriers to access

Facilitate student focus on academic outcomes

Support retention & success

Indigenous Education and Student Services

The key projects for 2015/16 in support of the Indigenous Education and Student Services Strategy are:

Salish Weave Art Exhibit

RRU Elders Workshops & Events

– Monthly Elders Tea & Bannock

– Monthly Craft Day

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– Indigenous & Metis Book Club

– Monthly Indigenous Film & Potluck

– Monthly Indigenous & Metis Guest Speakers

Education & Career Fair, Tsawout First Nation

Indigenous Distance Education Conference

Indigenous & Metis Convocation Ceremony

Centre for Teaching and Educational Technologies

CTET provides services to the RRU community in support of curriculum and teaching excellence, and

leads the evolution and operations for technology-enabled teaching and learning. The unit’s goal is to

empower and enable faculty to design and facilitate great learning experiences.

Initiatives for 2015/16:

Accelerate STUDIO model of supporting faculty, curriculum & teaching excellence

Develop Online Orientations for “New Faculty” and “Content Architects”

Continuous improvement of faculty development offerings

Maintain effective LMS software management (twice/yearly Moodle Upgrades)

Implement/support Moodle for a Mandarin-instance of a program (MAELM-in-China)

Integrate more rich media into learning design

Deploy the media repository

Pilot an online invigilation service

Continuous improvement of course maintenance processes

Improve capital planning and implementation processes for tech refresh and learning space

upgrades

Improve learning design collaboration (SL3)

Facilitate improved learning outcomes and program mapping

Support LTM Scholarship of Teaching & Learning

Support LTM through stewardship of tools for knowledge creation and mobilization

Make “learner experience design” visible in all that we do

Library

The Library is comprised of a number of units, each with its own administrative issues:

Library (Legacy systems, changing collections)

Copyright Office (legal actions, changing collections)

Writing Centre (-> Scholarly Communications Centre)

Bookstore (online store, used texts, rentals)

Archives (opportunities around heritage)

In 2014, some staff in Student Services relocated to the library building as part of a strategy to integrate

services. Renovations are planned for the library for 2015/16 which will allow almost all student facing

services to move into one building and present a more welcoming service centre for students.

https://docs.google.com/spreadsheet/ccc?key=0Ap6zCGHtngWVdE53WmgxMW1heER2b19PNXhMaml2UWc&usp=drive_web#gid=4

http://moodle.royalroads.ca/moodle/course/view.php?id=115

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Student Services

Student Services enhances the student experience by increasing opportunities for involvement with the

university and supporting opportunities for personal and professional growth; reducing barriers and

enabling students to focus on academic success.

Figure 5: Student Services at RRU

Goals for 2015/15 include:

Launch self-paced online course in Career Enhancement Services and increase use and

awareness of the career services database Symplicity

Develop short video resources to assist students with financial planning

Streamline the online awards process

Develop a comprehensive new student orientation module

Develop a leadership/transition program for RRU Student Association council members

Continue deliverables from Status of Women grant

Launch centralized coaching services for FSAS

Pilot a centralized learning skills support service

Develop a plan for mental health and wellness education

Review student conduct procedures

Participate in Student Conduct Administrators Roundtable

Develop RRU Proud Online

Increase use of Student Ambassador program to engage student leaders

Participation in ACE/CACEE

Admissions and Registrar

The Registrar’s Office at RRU includes functions in admissions and registration services. Broadly

speaking, the role of the Registrar’s Office (as adapted from The Registrar’s Guide published by AACRAO)

is to respond to requests from students and staff for information and services related to admissions and

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registration, to respond to institutional requests for student-related data, and to safeguard the integrity

and security of the institution’s records and degrees.

The daily work of the Admissions and Enrolment Services (AES) office and the International Admissions

and Registration (IAR) office includes the following basic functions:

Managing prospect advising

Admitting eligible applicants within program capacities

Monitoring for and working to prevent application fraud

Supporting external transfer and articulation agreements (and working with these agreements

to facilitate the admission of affected applicants).

It should be noted that, when applicants accept an offer of admission, this office admits them into the

appropriate program offering and then immediately registers them into all of the non-elective courses

associated with that intake.

Meanwhile, the daily work of the registration services area within the Registrar’s Office includes the

following basic functions:

Managing registration and record-keeping functions (e.g., setting up programs and courses in

Agresso, performing degree audits, preparing and maintaining official lists of graduates)

Protecting the confidentiality of student records

Managing student records (including risk of loss and disaster recovery)

Supporting the building of academic schedules

Allocating classrooms and other academic space to support the instructional activity of our

academic program areas.

In addition, the Registrar’s Office plays a significant role in assisting the broader university community

with planning, as follows:

Supporting enrolment management reporting

Monitoring and supporting curriculum development (including official records of program and

course offerings)

Recommending, drafting, monitoring, amending academic regulations and policy (including

enforcement, where appropriate)

Leading projects to improve business process in admissions and registration services

The major projects for the Registrar’s Office in 2015/16 include the following:

1. Academic scheduling and classroom allocation

a. Implement the next phases of EMS Campus software, classroom ‘optimization’, master

calendar

b. Review program and course scheduling options with programs, schools, faculties

2. Admission and registration processes supporting the ISC transition

3. Build a fully automated application for international students and third-party agents

4. Review admission policy and practice

a. Review admission assessment and adjudication for standard and flexible admission,

build a standard admission assessment rubric

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b. Build and maintain training options for flexible admission assessors

c. Review the flexible admission process, recommend and build improvements

5. Support the prospect conversion taskforce

6. Guaranteed or dual admission protocol: build pilot with selected Vancouver Island colleges

7. Program and course records

a. Transcript renewal

b. Academic calendar revitalization

c. Course outline storage

d. Off-shore program delivery (with affiliates and partnerships)

8. Enrolment reporting

a. Student life cycle reporting

b. Enrolment forecasting

c. Prospect and applicant management reporting

9. Front burner issues:

a. Implement ‘payment card industry’ (PCI) compliance recommendations

b. Ancillary fees review and implementation

c. Review and standardize ‘general studies’ (i.e., continuing education) business processes

d. Exchange student process

e. Micro-credentials and other stackable academic programming

f. Finding business process efficiencies

10. Back burner issues:

a. Course-by-course registration: work with IT and business planning to determine if an

incremental approach will serve RRU better than the ‘big bang’ of a rebuild

b. Registration timeframe: reduce the time between registration and the start of classes

and/or devise a way for students to register themselves in programs or courses

IT-Services

In conjunction with CTET, IT-Services is responsible for development and support of the RRU e-learning

platform. The department is also responsible for acquisition, service and support of all technology and

systems across the campus with the exception of classroom technology, which is managed jointly with

CTET.

As in previous years, there will again be significant upgrades to infrastructure as part of the university

lease strategy. The key foundation for systems support and development is a scalable and secure

technology infrastructure which was enabled through a lease strategy begun in 2004/05. This strategy

has resulted in an annual operationalized investment of $812K. Considerable increases in capacity to

meet a growing demand have been achieved without increasing this annual investment through

consistent technological advances and price reductions within the industry. It is expected this strategy

will remain viable into the near future and costs will remain constant.

IT-Services meets with university business owners and their representatives on a quarterly basis to

review their in-progress projects and future project requests. These meetings result in a quarterly

“Projects Plan” consisting of a list of prioritized projects that require IT-Services support.

Project highlights for 2015-16 are expected to include:

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Operationalized Moodle upgrades

Non-credit course management system

Associate faculty/course association in Agresso

New Help Desk ticketing managing system

One Username for students

Letter of Permission requests automation

Online applications for international students

Mapping alumni online - alumni location/info pins on map

Free Microsoft Office for students, faculty and staff

Web global navigation changes and continuing improvements to web usability

Developing mobile support roadmap and working on implementation

Online and printable “Academic Calendar”

Human Resources website

PCI Compliance

Attachment 8

BOARD OF GOVERNORS

BRIEFING NOTE


AGENDA ITEM: New program – Graduate Certificate in Tourism Management


PURPOSE: For Approval

Consistent with its terms of reference, the Program and Research Council reviewed this new program proposal at the March 3, 2015 meeting and recommends the approval of the Graduate Certificate in Tourism Management (GCTM) by the Board of Governors. The full program proposal is available for review on request.

Approval Process

Full program proposal reviewed and approved by:

• Dean, Faculty of Management – 29 August 2014 • Curriculum Committee – 7 October 2014 • Academic Council – 3 December 2014 • Program and Research Council – 3 March 2015

Summary

This 9-credit program responds to the numerous requests received from prospective students looking to increase their skill set in the realm of tourism management without committing to the full Master of Arts in Tourism Management (MATM). The aim of the certificate is to support personal customization of learning by allowing students to select their own courses based on their needs and interests. The structure will also allow for continuous intake throughout the year; facilitate early departure from MATM; and/or provide a credential for those wishing to take other graduate degrees (MAIS).

Anticipated launch date:

It is proposed that the GCTM be launched in spring of 2015/16. Given the non-cohort structure of the GCTM that steps away from the Learning and Teaching Model, this is an exploratory 12-month pilot, followed by a program assessment.

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Targeted steady state enrolment:

We are projecting an initial (minimum) enrolment of three students and keeping a conservative measure of three students per year ongoing. The target is conservative, given that it is a pilot and there are no significant costs associated with delivery. There is an initial investment of $10K to launch the program purely for marketing and recruitment costs. Program delivery costs are made up of the additional cost per student per course for associate faculty and general program delivery expenses. No additional staff or faculty expenses are expected to support the delivery of this program.

Fit to Strategic Direction:

The certificate will complement the existing MATM offering, both on campus and blended versions. The GC aligns with the university’s mandate for applied learning and supports the international strategy. In addition, the GCTM supports the university’s goals as follows:

• Goal 1: Demand-driven growth in high-quality, effective education and research that contribute to economic prosperity, social advancement, and environmental sustainability: any tuition made by the GCTM will go directly to the bottom line as costs are already associated with the MATM.

• Goal 2: The university of choice for relevant applied and professional education providing

continuous opportunities to learn and transform lives and careers: the quality of our courses has gained a strong reputation and this model will allow individuals to design shorter learning opportunities.

• Goal 3: A financially sustainable, high-performance organization: the GCTM will not require any

new funding aside from marketing and promotion ($10,000). It will therefore represent increased cost efficiencies for expenditures related to the existing MATM.

Motion: That the Board of Governors approves the new program, Graduate Certificate in Tourism Management.

Tuition - Domestic $5,980Tuition - International $7,530

3 new students1.5 FTEs

Program Tuition (Less Attrition) $17,043Investment $10,000Payback (years from January 2015) 0.65Contribution Margin at Steady State $15,363Contribution Margin % 90%Net Profit at Steady State $14,238

EXPECTED VERSION

Annual Enrollment (Steady State)

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Attachment 9

BOARD OF GOVERNORS

MEETING: Governance & Nominating Committee – 05 March 2015 Board of Governors – 27 March 2015 AGENDA ITEM: Royal Roads Global Ambassador Award Terms of Reference SPONSOR: Allan Cahoon, President and Vice-Chancellor PURPOSE: For Information Synopsis: The university has established the Global Ambassador Award to celebrate and recognize its international alumni and strategic international partners. Details of the award are provided to the Board of Governors for information and the draft Terms of Reference are appended to this report for reference. Discussion: The purpose of the award is to celebrate and recognize the success of an international Royal Roads alumnus or international strategic partner who supports Royal Roads University internationally and who embodies and represents the values of RRU. The award is also intended to continue to engage such leaders in promoting the university internationally. The award is to be given out annually at convocation. The Royal Roads Global Ambassador Award will be selected by the President from a list of nominations recommended by the Royal Roads University’s Advisory Committee on Global Advancement, and approved by RRU’s Executive Committee. Nominations will be solicited annually from members of the international alumni associations, International Fellows, and strategic partners. The Terms of Reference propose that two letters of recommendation, together with a current curriculum vitae, be submitted to the Vice President Global, Marketing and Business Development, by June 30th, of any year. Lastly it is recommended that the first Ambassador Award be awarded out at the Global Alumni Event being held on campus on September 12, 2015. The Global Ambassador Award complements the Alumni Leadership Awards that are given annually to recognize RRU’s domestic alumni. Next Steps: Finalize the Terms of Reference and begin the solicitation process for nominees.

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Fit to Strategic Direction: The Global Ambassador Alumni Award fits with the goal of “a university with strong partnerships, responsive to our alumni and communities we serve.” Options: N/A Implications:

A) Financial: N/A B) Human Resource: N/A C) Campus Plan: N/A D) Stakeholder/Community: N/A E) Other: N/A

Risk to the University: N/A Recommendation and Rationale: It is recommended that the attached Royal Roads Global Ambassador Award Terms of Reference be received for information.

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Proposed: Royal Roads Global Ambassador Award Terms of Reference

Description of Award The Royal Roads Global Ambassador Award celebrates an outstanding international alumnus, strategic partner and/or international friend/collaborator of Royal Roads University. The recipient has achieved success in his/her workplace and profession, and/or outstanding leadership in the community, and reflects the values and ideals associated with Royal Roads University. The award recognizes the recipient’s international advocacy and promotion of Royal Roads University. The award is made annually at convocation by the President. Spirit and Purpose The Royal Roads Global Ambassador Award is intended to celebrate each year the accomplishments of an international Royal Roads University alumnus, strategic partner and/or distinguished advocate provide and recognize a shared initiative that reinforces the value of the Royal Roads University credential and our common commitment to the global alumni community. The award is also intended to continue to engage such leaders in promoting the university internationally. Recipients will be successful individuals whose career and personal achievements make them admirable representatives of the university. Published Description The Royal Roads Global Ambassador Award will be presented annually to an outstanding international alumnus, strategic partner and/or international friend/collaborator of Royal Roads University. The Royal Roads Global Ambassador will act as the university’s honoured ambassador in his/her respective region. This prestigious award is given to a high-achieving individual who embodies the characteristics of an exceptional ambassador for the university. The recipient will be recognized formally at a Royal Roads Convocation, his/her name will be recorded on a plaque kept at Hatley Castle, and he/she will be provided special honours and privileges as defined by the President. The Royal Roads Global Ambassador will continue to help promote the university, its programs, and its positive impact on students, alumni, and communities locally and around the world. Selection The Royal Roads Global Ambassador Award will be selected by the President from a list of nominations recommended by Royal Roads University’s Advisory Committee on Global Advancement, and approved by the Executive Committee of Royal Roads University. Nominations will be solicited annually from members of the international alumni associations, International Fellows, and strategic partners. Two letters of recommendation, together with a current curriculum vitae, should be submitted to the Vice President Global, Marketing and Business Development, by June 30th, of any year. Award date: The Royal Roads Global Ambassador Award will be awarded annually at a Royal Roads Convocation convenient for the recipient to attend. The first award recipient will be announced at the Global Alumni Event on September 12, 2015 in Victoria.

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