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EXECUTIVE BRIEF Vice Provost, Teaching and Learning Kwantlen Polytechnic University Metro Vancouver, British Columbia

Contents

1. THE OPPORTUNITY ............................................................................................................................................... 2

2. KEY OPPORTUNITIES & CHALLENGES .................................................................................................................... 3

3. KWANTLEN POLYTECHNIC UNIVERSITY ................................................................................................................ 4

4. GOVERNANCE AND ADMINISTRATION……………………………………………………………………………………………………………….7

6. STRATEGIC PLANNING……………………………………………………………………………………………………………………………………..12

7. FINANCIAL INFORMATION.................................................................................................................................. 13

8. POSITION DESCRIPTION ..................................................................................................................................... 14

9. ABOUT METRO VANCOUVER ............................................................................................................................. 18

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1. The Opportunity

Kwantlen Polytechnic University (KPU) is a regionally focused, teaching university. Situated in Metro Vancouver, KPU is a multi-sector university with an operating budget of approximately $150 million. KPU offers a wide array of programs, including academic upgrading, trades and technology programs, one and two-year certificates, diploma programs, baccalaureate and post-baccalaureate programs on campuses in Surrey, Richmond, Langley and Cloverdale.

Reporting to the Provost and Vice President, Academic, the Vice Provost, Teaching and Learning will play a leadership role in achieving the vision of the university as “innovative, transformative and ambitious” in teaching and learning. Within the context of the University’s Strategic, Academic and Research Plans, i.e., VISION 2018, Academic Plan 2018 and KPU Research Plan, and with input from key stakeholders, the Vice Provost, Teaching and Learning will formulate and recommend an institutional Teaching and Learning Strategy for KPU.

This strategy will identify priorities to support and sustain innovation related to teaching and learning policies, practices and resources. The goal is to achieve an exemplary student learning experience overall and excellence in teaching and learning. The development of the Teaching and Learning Strategy will be achieved by working with deans, faculty and professional staff to explore teaching practices and reflect upon a range of instructional and curricular issues. As a special purpose teaching university, KPU’s Teaching and Learning Strategy will leverage and contribute to the activities of the B.C. Teaching and Learning Council offering new opportunities in professional learning and teaching innovation. The resulting strategy will include determining critical issues, both current and future, and developing short, medium and long-term objectives and implementation plans.

The Vice Provost will provide ongoing leadership to achieve synergies among the various teaching and learning initiatives distributed across KPU and to support collaborative scholarly activity related to teaching and learning (in partnership with deans and other university leaders). The Vice Provost will oversee a small team of professional staff engaged in support of faculty teaching and the use of learning technologies, and will work closely with the provost and deans to develop and implement a program for part-time secondment of faculty members as “Teaching Fellows”.

As the administrative head for the teaching and learning support functions, the Vice Provost is responsible the unit’s financial information, business and administration services and facility management. The Vice Provost will develop and maintain an effective operational structure that reflects the directions in the Teaching and Learning Strategy. She/he will coordinate the professional support staff in faculty support and learning technologies, Teaching Fellows, and the other units across the university engaged with teaching and learning. As a strategic thinker, visionary leader and strong communicator the Vice Provost will have the expertise and character to encourage and inspire the university’s academic leaders and educators in their continuing commitment to advance teaching and learning. S/he will possess strong interpersonal and relationship building skills and have the ability to impart the mission, vision and strategy of teaching and learning programs, practices and principles to others. Required credentials include a minimum of a Master’s degree in a related field; but ideally a Ph.D or Ed.D is preferred, along with significant post-secondary teaching experience. The successful candidate

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will have a track record as an effective leader and catalyst in advancing teaching and learning in post-secondary education, with a reputation for pedagogical, curricular, and/or technology innovation. Candidates will also be expected to demonstrate in-depth knowledge and understanding of the scholarship and theories behind teaching and learning and related research-based approaches. Experience with Open Educational Practices is highly desirable, as the Academic Plan 2018 reaffirms KPU’s commitments in this area.

2. Key Opportunities & Challenges

1. Develop a formal plan for the Office of Teaching and Learning:

Within the context of the University’s Strategic and Academic and Research Plans ie VISION 2018 and Academic Plan 2018, and with input from all key stakeholders, the Vice Provost, Teaching and Learning will formulate and recommend to the Provost and Vice-President, Academic an institutional Teaching and Learning Strategy for KPU. This strategy will identify priorities for supporting, sustaining and innovating in our teaching and learning environment (policies, practices and resources), to achieve both an exemplary student learning experience overall and a distinctive excellence in teaching and learning in signature areas where we can provide leadership in the B.C. post-secondary community (and beyond). This strategy will set out a future vison for the provision of academic support services for faculty, identify the critical issues to be addressed in achieving the vison and establish short, medium and long-term objectives, strategies and plans. 2. Foster a culture of excellence and innovation in teaching and learning: The Vice Provost will provide leadership to engage the KPU community in developing a culture that fosters excellence, through the advancement of the scholarship of teaching and learning practices, adoption of new technology, enhancing the range and richness of academic programs and best practices in teaching and learning, and collaboration with faculty and other educators. This process will support and extend KPU’s commitment to the best teaching and learning practices for our context, needs and opportunities. To fully leverage the opportunities presented by open educational practices and educational technology to support teaching and learning, the Vice Provost will have a strong role in promoting innovation in teaching and the effective adoption/adaptation of new technologies. The Vice Provost will develop processes to ensure that the design and delivery of online learning strengthens the experience of both faculty and students. S/he will also ensure that faculty have appropriate support to be well-informed about new developments in learning technologies and to design and redevelop curriculum to take advantage of new approaches that enhance student learning. 3. Engage internal and external stakeholders:

The new Vice Provost will engage with Faculties and other partners on campus, to establish strong relationships and maximize the benefits of collaboration across the university. Also, important will be assessing how strategic collaborations externally can be developed and implemented. The Vice Provost will be at the forefront of new initiatives, partnerships and programs that will best serve the

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population at KPU and bring various stakeholders together through innovative teaching and learning practices. 4. Support of the Institution: There is widespread support for the enhancement of teaching and learning at KPU through this role. With skills development and innovation in education delivery at the core of KPU’s academic priorities, the Vice Provost will inspire innovative thinking and new approaches to teaching and learning. S/he will work across the four campuses in order to sustain, support and enhance the university-wide commitment to teaching and learning.

3. Kwantlen Polytechnic University

OVERVIEW

KPU has played an important role in the development and delivery of post-secondary education in British Columbia for over 30 years. During this time, KPU has educated more than 200,000 citizens, and made significant contributions, economically, socially and culturally to the communities of Langley, Richmond, Surrey, Delta and beyond. Initially established by the government of British Columbia in 1981, KPU has undergone mandate changes from that of a college to that of a university college to one of British Columbia’s

new universities and, more specifically, a polytechnic university.

Known for the exceptional learning environment it offers, KPU delivers more than 120 programs across seven Faculties, which include:

Faculty of Arts School of Business Chip and Shannon Wilson School of Design Faculty of Science and Horticulture Faculty of Health Faculty of Academic and Career Advancement Faculty of Trades and Technology Faculty of Educational Support and Development

This comprehensive range of laddered programs—vocational and preparatory through academic and professional areas—facilitates student progression from certificate and diploma credentials to degree programs. Campus life encompasses the social, athletic, and service-oriented experiences that are vital to students’ personal growth and learning. With approximately 18,000 students KPU offers a balanced approach to education by providing teaching and learning excellence, co-operative work experiences, open access, laddered education programs, and vibrant scholarly environments that meet community

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and industry needs. The University is committed to innovation that is relevant to student learning; access and opportunity for individuals across diverse social and cultural groups; collaboration with community partners; responsiveness to local government, business, and industry needs; and civic responsibility.

To ensure ongoing responsiveness to the communities throughout its regions, KPU provides:

1 Programming relevant to individual learners, diverse social and cultural groups, and labour market need; 2 Practical educational experiences that prepare learners for careers as well as graduate study; 3 Experiential learning that engenders community leadership and civic responsibility.

One of the most significant factors contributing to a satisfying educational experience is the quality of teaching. KPU attracts faculty who are not only experts in their fields, but are also practicing professionals passionate about teaching and learning. KPU's faculty embrace and adhere to a diverse and eclectic concept of scholarly activity including the scholarship of discovery, integration, application, teaching and learning and creativity. Their innovative and supportive approach ensures KPU’s courses and programs are engaging and challenging.

To support its growing communities and the need for additional post-secondary seats, KPU and the provincial and federal governments have invested over $90 million for new facilities at KPU in the past few years. Construction of the 17,203 square metre purpose built space for trades and technology at the Cloverdale campus has a LEED Gold designation and offers an exceptional environment for learning. Expansions at the Surrey campus have provided 42% more space. In addition, the Library expansion at the Surrey campus provides 169% more space, including additional student support in a Learning Centre and a Math lab. With a clear direction to create a space tailored to students, while building on the university’s aboriginal roots, KPU completed an Aboriginal Gathering Place at the Surrey campus in a location adjacent to a wooded area, pond and courtyard. Such space supports a phased plan to create an Aboriginal garden which will include species that would have been used for ceremonial, food and medicinal purposes. Finally, the Institute for Sustainable Horticulture at the Langley campus has received funding from the Canada Foundation for Innovation, the British Columbia Knowledge Development Fund and KPU for a research building and green house. This new facility supports three green technology themes, integrated pest management, green energy and climate control systems for horticulture greenhouses, and plant production systems and new crops for green energy horticulture greenhouses. As an example of the University’s responsiveness to new and emerging economies, the University developed a Brewing and Brewery Operations Program, one of only three in Canada. A dedicated brewing laboratory opened in February, 2015. Plans for further development on the Surrey, Langley, and Richmond campuses are underway in response to the expanding program offerings, student base, and enhanced mandate of the University.

KPU is currently in partnership between the Province of B.C., Chip and Shannon Wilson, lululemon athletica, and KPU to build the Chip and Shannon Wilson School of Design at Kwantlen Polytechnic University, a $36 million dollar project with the goal of solidifying the future of B.C.’s technical apparel industry. In recent years, the University has been recognized for its many achievements. MediaCorp placed KPU on its 2007 Top 100 Employers roster for the University’s dedication to excellent human resources practices and recognized KPU as a Top Employer in BC for 2008 through to 2015. In 2008, KPU was one of only three recipients of the BC Hydro Power Smart Excellence Award. KPU was the only post-secondary institution ever nominated for this prestigious award.

For more information on KPU, please visit http://www.kwantlen.ca/home.html

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HISTORY

Kwantlen College was formed in 1981 after separating from Douglas College. Following a provincial government initiative designed to increase access to degree programs in British Columbia in 1988, KPU became one of five community colleges re-designated as university colleges with authority to offer baccalaureate degrees. In 1995, they were awarded the authority to offer degrees under their own authority and name.

On April 22, 2008, the Provincial Government announced its intention to amend the University Act at the Legislative Assembly of British Columbia to re-designate Kwantlen University College as Kwantlen Polytechnic University, in recognition of its “versatility in providing academic, trades and horticultural training.” The legislation renaming the University College received Royal Assent on May 29th 2008.

A link to this University Act can be found at: www.kwantlen.ca/senate.html

On October 24, 2008, KPU became a member of the Association of Universities and Colleges of Canada (AUCC). The AUCC’s quality assurance benchmarks and requirements validate the professional practices and standards of member institutions and facilitate a student’s ability to progress from undergraduate to graduate programs and universities across Canada and the world.

Testament to KPU’s program quality is acknowledgement of the University by many national and international organizations. KPU’s Business, Nursing, Interior Design, and Environmental Protection programs are accredited nationally and / or internationally:

Business—Association of Collegiate Business Schools and Programs Nursing—Canadian Association of Schools of Nursing Interior Design—Council for Interior Design Accreditation Environmental Protection—Canadian Council of Technicians and Technologists In addition, in 2009 KPU achieved exempt status for degree approval from the Province’s Degree Quality Assessment Board.

UNIVERSITY MISSION & MANDATE

KPU offers a balanced approach to education by focusing on teaching and learning, community and industry need, work experience, and open access, as well as the university scholarly environment. Contributions by the University to society through knowledge production, cultural understanding, high level skills and information transfer and advocacy proceed from the long-standing and enabling values of collegial governance, research and knowledge creation, and academic freedom. As a community-based, open access institution, KPU aims to increase community learning capacity through innovative educational options and approaches imbedded across a comprehensive range of laddered programs—from vocational and preparatory through degree. The University is committed to theoretically rich and practical learning experiences:

Responsive programming, research, and innovation relevant to individual students, diverse communities, and labour market need; Educational experiences that prepare learners for professional practice as well as post-graduate academic study; and, Experiential learning which fosters community leadership through civic engagement.

For more information regarding the University’s mission and mandate please visit: www.kwantlen.ca/mission/mission-mandate.html

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STRATEGIC & ACADEMIC PLAN

The KPU Strategic Plan: VISION 2018 is the result of nine months of discussions both internally and with KPU's external communities. It builds upon related work undertaken over the past few years and an ongoing analysis of the environment in which it operates.

KPU’s vision and goals have been tested against the expectations of the communities it serves and against scenarios for the future of our region and our province. The three themes of Quality, Relevance and Reputation capture both the challenge and the opportunity that presents themselves to KPU.

All great cities and towns have vibrant and well recognized universities and colleges. Improving quality and relevance at KPU will build our reputation and so contribute to the evolution of our region. KPU will be sharing the progress towards its vision openly and regularly, and thereby generate the momentum needed for the University and its communities to mutually support each other, and to grow and thrive together. VISION 2018 is a bold strategic document that harnesses the palpable optimism, passion and dedication of everyone at KPU.

The Academic Plan, the first in Kwantlen Polytechnic University’s (KPU) history, represents a major

step towards achievement of the nine goals of the VISION 2018 Strategic Plan. The Academic Plan

deals with the core business of the institution: to offer all learners, especially those in our region, the

opportunity to study, learn and engage so they are ready for work and citizenship. To achieve this for

such a diverse student population requires artistry in our teaching, dedication in our front line

services, full participation in shared governance, and excellence in all our essential systems.

Please follow the links to VISION 2018 and the Academic Plan:

http://www.kpu.ca/president/strategicplanning

http://www.kpu.ca/sites/default/files/Provost%20and%20VP%20Academic/AcademicPlan-

Vision2018_booklet_spreads_web.pdf

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4. Governance & Administration

BOARD OF GOVERNORS

The Board of Governors is comprised of a dedicated and experienced group of professionals who provide governance to the organization. It is comprised of the individuals listed below:

Board Chair

Lisa Skakun General Counsel and Corporate Secretary, Coast Capital Savings

Board Vice-Chair Vacant

Community Members

Chris McCue President, McCue Engineering Contractors (McCue) Hanne Madsen Chair, GroYourBiz Jamie Kokosa Director, Investor Relations Ritchie Bros. Auctioneers Vacant Vacant

Vacant

Faculty Representative

Marc Kampschuur Instructor, School of Business Suzanne Pearce Instructor, Chemistry Professional Support Staff Representative

Kim Rose Faculty of Academic and Career Advancement Student Representatives

Steven Button Student, Philosophy Jessica Lar-Son Student, English

Ex-Officio

Alan Davis President & Vice Chancellor George Melville Chancellor For more information on KPU’s Board of Governors and other corporate governance topics, please visit: www.kpu.ca/governors/members

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UNIVERSITY EXECUTIVE

KPU’s Senior Administrative Team consists of the following individuals: Alan Davis President & Vice Chancellor Salvador Ferreras Provost & Vice-President, Academic Jon Harding Vice-President, Finance & Administration Harry Gray Associate Vice-President, Administration Jane Fee Vice Provost, Students Stuart McIlmoyle Associate Vice President, International Arthur Fallick Associate Vice President, Research Zena Mitchell University Registrar Steve Lewarne Chief Advancement Officer Kathy Lylyk Executive Director, Finance Shelley Wrean General Counsel Lori McElroy Executive Director, Institutional Analysis & Planning Joanne Saunders Executive Director, Marketing & Recruitment Services Marlyn Graziano Executive Director, External and Government Affairs Keri van Gerven University Secretary & Confidential Assistant to the President and

Vice Chancellor

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ORGANIZATIONAL CHART

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REPORTING RELATIONSHIPS

Reports Directly to: Provost & Vice President, Academic

Direct Reports:

o Professional Support Staff o Teaching Fellows

Works Closely With:

o Deputy Provost, Academic / Vice Provost, Students o Executive Director, Continuing and Professional Studies o Associate Vice President, Research o Deans & Associate Deans o University Librarian o Faculty o Teaching Fellows o Professional Support Staff o Service Areas

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6. Strategic Planning

KPU’s Strategic Plan: VISION 2018 is the result of months of discussions both internally and with KPU’s external communities. It builds upon related work undertaken over the past few years and on our ongoing analysis of the environment in which we operate.

Vision 2018 includes the following areas of interest related to the role of the Vice Provost, Teaching and Learning:

KPU is widely recognized for its teaching and its scholarship:

Develop and implement a plan for teaching and learning, including the role of instructional technologies that will extend and enrich the learning environment within and across disciplines.

Develop and implement a comprehensive plan that engages KPU in research and scholarship.

Promulgate and celebrate KPU’s achievements in teaching, learning and scholarship.

Other areas of interest relative to Teaching and Learning at KPU:

Experiential learning is integrated into every KPU program, connecting theory to application and the classroom to the community:

Ensure every KPU program of study includes experiential learning that connects theory to application.

Support and coordinate opportunities for experiential learning, applied research, and community engagement.

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7. Financial Information

The table below provides financial information for KPU from 2011-2012 through to 2013-2014.

Financial Report 2011/2012

Actual 2012/2013

Actual 2013/2014

Actual

Revenues ($ 000's)

Grants 73,755 74,362 74,092

Tuition and other fees 51,706 53,589 58,416

Other revenues 7,044 4,621 5,067

Ancillary services 8,333 8,191 8,039

Amortization of deferred capital contributions

5,230 4,860 5,097

Restricted endowment contributions

- 317 -

Total Revenues 146,068 145,940 150,711

Expenditures ($ 000's)

Salaries and benefits 101,383 104,350 111,341

Cost of goods sold 5,160 5,243 4,615

Other operating costs 22,414 22,224 23,053

Amortization of capital assets 10,105 9,858 10,432

Transfers to KPU Foundation 1,194 1,191 1,199

Total Expenditures 140,256 142,866 150,640

Net Results 5,812 3,074 71

Net Assets 74,271 77,345 77,416

For more on KPU’s finances, please visit http://www.kpu.ca/iap/accountability-plans to access KPU’s Accountability Plan.

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8. Position Description

Vice Provost, Teaching and Learning

GENERAL

Reporting to the Provost and Vice President, Academic, the Vice Provost, Teaching and Learning will play a leadership role in achieving the vision of the university as “innovative, transformative and ambitious” in its teaching and learning by working with other university leaders, faculty and professional staff to plan, implement, evaluate and continually enhance KPU’s learning and teaching environment. The Vice Provost will encourage, support and inspire scholarship and collaboration, and work towards synergy among teaching and learning initiatives distributed across KPU.

SPECIFIC RESPONSIBILITIES 1. Planning

Within the context of the University’s Strategic and Academic and Research Plans ie VISION 2018 and Academic Plan 2018, and with input from all key stakeholders, the Vice Provost, Teaching and Learning formulates and recommends to the Provost and Vice President, Academic an institutional Teaching and Learning Strategy for KPU. This plan will set out a future vision for the provision of academic support services for faculty that are in alignment with identified strategic teaching and learning priorities, identify the critical issues to be addressed in achieving the vision, and establish short, medium and long-term objectives, strategies and plans.

This strategy will identify priorities for supporting, sustaining and innovating in our teaching and learning environment (policies, practices and resources), to achieve both an exemplary student learning experience overall and a distinctive excellence in teaching and learning in signature areas where we can provide leadership in the B.C. post-secondary community (and beyond). In particular, KPU’s Teaching and Learning Strategy will leverage and contribute to the activities of the B.C. Teaching and Learning Council, which offers us new opportunities in professional learning and collaborative innovation. The development of the Teaching and Learning Strategy will be achieved by working with Deans, faculty and professional staff to explore teaching practices and reflect upon a range of instructional and curricular issues. The resulting strategy will include determining critical issues, both current and future, and developing short, medium and long term objectives and implementation plans.

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The Vice Provost develops and recommends to the Provost and Vice President, Academic an annual plan that sets the goals and activities to be focused on in the coming year, including those related to Academic Plan priorities such as experiential learning, open education practices and learning outcomes.

2. Organization, Leadership and Management The Vice Provost will develop and maintain an effective operational structure that reflects the directions in the Teaching and Learning Strategy (including an appropriate name for the central office of teaching and learning) as well as the need for coordination amongst the Teaching Fellows, the professional staff in faculty support and learning technologies, and the other units across the university engaged with teaching and learning (e.g., classroom renewal). S/he will ensure a high quality of personnel in the professional roles supporting teaching and learning at the university level, through effective selection, appraisal, and promotion and retention practices in a multi-union environment. As the administrative head for the teaching and learning support functions, the Vice Provost is responsible the unit’s financial information, business and administration services and facility management.

3. Teaching and Learning Initiatives

In conjunction with key stakeholders, creates and engages relevant working groups and committees that advance teaching and learning priorities. Working collaboratively with Faculties and experts in their respective fields, the Vice Provost, Teaching and Learning:

Leads the development of a vision and implementation strategy towards a greater synergy among teaching and learning initiatives at KPU and the post-secondary sector

Provides leadership and guidance in the implementation of research-informed teaching and learning approaches; the evaluation of teaching and learning effectiveness; and the assessment of teaching and learning practices.

Provides leadership in the exploration and acquisition of learning technologies which support teaching and learning priorities and best practices in the classroom.

Ensures that teaching and learning activities are carried out in a manner that achieves the objectives established in VISION 2018 and Academic Plan 2018.

Ensures that the teaching and learning strategies align with research and scholarly activities.

Engages with industry to acquire opportunities for learning partnerships

Provides academic leadership and guidance in ensuring that teaching and learning programs and services are research-informed and reflect the needs of current and future practitioners in higher education.

Creates a supportive learning environment in which to explore teaching practice and reflect upon a range of contemporary instructional issues.

Serves as the university’s primary liaison with the B.C. Teaching and Learning Council, to leverage and contribute to their activities.

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4. Curriculum Design and Assessment

In conjunction with the academic leadership of the University ensures that effective supports are in place for curriculum (re)design that supports the University’s academic mission and priorities. Supports programs that are seeking to redevelop curriculum, and/or revise aspects of program delivery in keeping with the priorities outlined in the VISION 2018 and Academic Plan 2018. Ensures that members of KPU’s teaching and learning community have effective opportunities to develop and apply a research-informed understanding of assessment practices.

5. Fosters and encourages practice-based scholarship amongst department staff.

Fosters the development of a service culture within the professional staff and Teaching Fellows support teaching and learning. Maintains a strong service orientation in the department and ensures that open and effective two-way communications exist between the department and key stakeholders in KPU’s community.

6. Scholarship in Teaching and Learning and Open Educational Practices

Keeps abreast of research and scholarship and of open educational practices as they relate to the advancement of teaching and learning at KPU. Identifies new and innovative approaches that could be implemented at KPU. Maintains currency with trends and developments and models best practices in his/her own work.

7. Internal and External Relationships

Develops and maintains effective relationships across the University, including with the Provost’s Office, Deans, Associate Deans, faculty members and other service units. Serves as a passionate advocate of teaching and learning innovation across the University.

Develops and maintains effective relationships and partnerships with other institutions and organizations with an interest in furthering teaching and learning activities. Works with the Office of Research & Scholarship to identify new opportunities for funding of KPU teaching and learning activities and to seek support and profile for KPU’s scholarship of teaching and learning.

8. Enrich Student Experience

Ensure implemented teaching and learning strategies and plans result in improved quality and value to the student experience

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Candidate Profile

Vice Provost, Teaching and Learning

PRIORITY CRITERIA

Experience: A track record as an effective post-secondary educator and catalyst for pedagogical, curricular, and/or technology innovation. Will have had significant leadership experience in advancing teaching with a range of faculty members across a university, Faculty or department.

Passion for Teaching and Learning: Has a strong commitment to, appreciation of, and genuine interest in teaching and learning. Able to act as an effective advocate and supporter for teaching and learning for the university community. Brings a broad perspective on how technology can be used in support of best practices in teaching and learning.

Strategic Thinker: Possesses the ability to conceptualize the nature and development of teaching and learning services at a teaching-intensive university. This individual is a holistic thinker who is creative and innovative, and dedicated to new ways of facilitating and enabling access to funding and in delivering services. Ensures the strategic focus of an organization is its main driving force.

Leadership Skills: An effective leader and motivator of people; team oriented. Able to build consensus, lead through collaboration and influence and the use of appropriate authority. A visionary who has a demonstrated track record of achievement in delivering results. Leads with integrity and inspires individuals.

Excellent Communicator: Both oral and written communication skills are exemplary. Able to communicate effectively with a wide range of stakeholders internally and externally. Has the ability to impart the mission, vision and strategy of teaching and learning programs and principals to others. Is an active listener and engages with others.

Relationship Builder: A people person who possesses very strong interpersonal skills. Open, straightforward, responsive and willing to share information with others. Able to be empathetic. Able and willing to work across unit and institutional boundaries.

Cultural Diversity: Understands cultural diversity in a post-secondary environment with respect to teaching and learning. Is committed to the advancement of intercultural understanding.

Scholarship of Teaching and Learning and Open Educational Practices: Demonstrated knowledge and understanding of the scholarship behind teaching and learning and of current and emerging Open Educational Practices. Able to speak credibly about open and research-based approaches to teaching and learning. Demonstrated experience with and significant contribution to open educational practices and/or the scholarship of teaching and learning.

Education: Strong academic credentials; a minimum of a Masters but ideally a Ph.D or Ed.D preferred, along with significant classroom experience.

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9. About Metro Vancouver

The Metro Vancouver region is well known for its breathtaking landscape, cultural diversity and vast economic potential. In recent years, British Columbia’s international profile has surged, thanks to the reputation the city of Vancouver has garnered as one of the world’s top five livable cities. Vancouver‘s excellent quality of life helped BC win the honour of hosting the 2010 Olympic and Paralympic Winter Games, and the city continues to develop at a rapid pace. With a population of nearly 2.2 million, Metro Vancouver is the largest metropolitan centre in Western Canada. It is a truly dynamic place to live and build a rewarding career.

The Metro Vancouver region consists of 21 municipalities, including: Abbotsford, Anmore, Belcarra, Bowen Island, Burnaby, Chilliwack, Coquitlam, Delta, Langley City, Langley Township, Lions Bay, Maple Ridge, New Westminster, North Vancouver City, North Vancouver District, Pitt Meadows, Port Coquitlam, Port Moody, Richmond, Surrey, Vancouver, West Vancouver, and White Rock, as well as several others. Each municipality possesses a unique identity, presenting countless possibilities to suit any individual’s ideal lifestyle.

Most recently, the Economist Intelligence Unit conducted a worldwide study that named Vancouver the world’s most desirable place to live (out of 127 cities worldwide) for its desirable level of stability, healthcare, culture, environment, education, and infrastructure.

For more information on Metro Vancouver, please visit www.tourismvancouver.com

KPU’s four campuses are located in Surrey (2 campuses), Richmond and Langley. The region includes the traditional lands of the Musqueam, Tsawwassen, Squamish, Semiahmoo, Katzie and Kwantlen First Nations. KPU proudly takes its name from the Kwantlen First Nation: it means “tireless runner”, or “tireless hunter”

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SURREY

Spread out between the south bank of the Fraser River and the Canada/US border crossing, Surrey is two-and-a-half times the geographic size of Vancouver and is BC’s second most populous city. The fast growing municipality, consisting of the communities of Whalley, Fleetwood, Guildford, Newton, Cloverdale, and South Surrey, boasts a diverse array of cultures and truly has an international flavour.

Surrey’s recreational facilities are home to numerous local, provincial, national and international sporting events, including the world famous Cloverdale Rodeo. More artistic endeavors, such as catching a live performance at the Bell Performing Arts Centre or viewing unique local art at the Surrey Art Gallery are easily accessible. Local families and students

enjoy close proximity to schools; Surrey is home to 99 elementary schools, 19 secondary schools, 23 independent schools, and two highly-renowned post-secondary institutions, KPU and. Simon Fraser University. Strategically located on the United States border to the South and the Fraser River to the North, Surrey is part of the Gateway to the Pacific, making it a preferred destination for business meetings and conferences in today's dynamic business world. Surrey has numerous shopping opportunities for the discerning shopper, with everything from quaint specialty shops to Central City and Guildford Town Centre.

For more information on Surrey, please visit www.surrey.ca.

RICHMOND

The city of Richmond is a diverse and geographically unique community, centrally located 20 minutes from Downtown Vancouver and 25 minutes from the US border. With the coastal mountain range as a backdrop, the city is home to over 188,100 people and consists of a series of fifteen islands nestled in the mouth of the Fraser River. Over the last several decades, Richmond has undergone rapid growth and change, transforming from a rural, local community into an international city with a balance of urban, suburban, and rural areas. With a large part of its population growth attributed to immigration from Asia, the city is joining Vancouver as a mecca for international culture and cuisine.

Residents and visitors alike enjoy a variety of accommodations, excellent restaurants, shopping centres, unique historic sites, beautiful parks and gardens, excellent cultural and entertainment facilities as well as superb recreation facilities.

Richmond prides itself of a comprehensive, convenient, and highly accessible transportation system. With around-the-clock bus services and the Canada Line sky train system, residents and visitors have easy and fast access to neighbouring cities. In addition, Richmond is home to the Vancouver International Airport (YVR), the country’s second busiest airport.

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Richmond strives to be to the most appealing, livable and well-managed community in Canada. The City has been the recipient of numerous awards for management and innovation. This is clearly reflected in the quality of life of Richmond’s citizens. According to Statistics Canada, residents of Richmond have the greatest life expectancy in all of Canada. Longevity in Richmond is attributed to its moderate climate, a prosperous service sector economy, active lifestyles, low crime rates, and healthy diet.

For more information on Richmond, please visit www.richmond.ca

THE CITY OF LANGLEY

The city of Langley, comprised of six residential neighbourhoods, is located on the eastern portion of the Greater Vancouver Regional District, about a one-hour drive southeast from Vancouver. Since becoming a City in 1955, the City of Langley has managed to retain its small city atmosphere and community spirit while at the same time offering all the amenities and recreational opportunities of a major urban centre.

The Langley 2004 Community Survey conducted by the Ipsos-Reid Corporation (a professional polling firm) determined that the city of Langley has set a very high bar for itself and other municipalities in the province. Virtually every resident (96%) rates their overall quality of life in Langley to be “very good” (37%) or “good” (59%). Not only is there a baseline perception that quality of life is good, but there is also a sense that it is improving. Three-in-ten (32%) of residents say the city’s quality of life has improved over the past five years.

Nearly all residents (96%) say they are satisfied with “the overall level and quality of services provided by their local municipality”, including four-in-ten (39%) who are “very satisfied.” Eight-in-ten residents (82%) agree “Langley is a place where residents feel safe and secure.” Comparing these results to those of other municipalities shows that the City of Langley is in the upper tier in terms of residents’ perceived quality of life.

For more information on Langley, BC, please visit www.city.langley.bc.ca

THE TOWNSHIP OF LANGLEY http://www.tol.ca/

The Township of Langley is largely a suburban community of about 105,000 that surrounds the City of Langley. While parts are increasingly urban, the periphery (particularly in the South and Southeast) maintains its agricultural nature. The neighborhoods of Willoughby and Walnut Grove are quite suburban, and feature large numbers of big-box stores, the Willow Brook Shopping Centre, and the theatre complexes. Other areas of the city feature Fort Langley National Historic Site, the Twilight Drive-in, the Canadian Museum of Flight, numerous parks, rivers, and horse farms (which garner Langley the title of "Horse Capital of British Columbia." The Otter Co-op is a major commercial and agricultural centre for the community of Aldergrove.