“Prominence and Promise” State of the University Address 2003 Harvey P. Weingarten President & Vice-Chancellor

Outline Space Staff Students Finances Academic Mission What are we? Where are we going? How will we get there?

Acknowledgements Midge King, Executive Suite Rosie Haukenfrers, Executive Suite Sandy Repic, IMAG Doug Shale, Institutional Analysis Richard Roberts, Finance & Services Peggy Patterson, Student Affairs

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What Are We? Students

University of Calgary Full-time Student Enrolment

Full-Time Equivalent Students at Canadian Universities

% Postsecondary Growth Accommodated by Alberta Post Secondary Institutions between

Ranking of Number of Students per 1000 Winning National Awards (Maclean’s)

What Are We? Staff

Faculty and Support Staff

Ranking of FT Professors per 1000 Winning National Awards (Maclean’s)

What Are We? Space

Total Space On Campus

Facility Condition Index Total Deferred Maintenance/Replacement Cost 2002

Space per FTE Student

ASSIGNABLE SPACE PER FTE STUDENT Selected Universities

What Are We? Academic Mission

OVERALL RANKING Maclean’s

Reputation Ranking ( Maclean’s )

Summary of Research Rankings Fiscal year

What Are We? Finances

Resources ( )

Government Grants and Tuition Revenue (Actual Dollars)

Operating Budget Per FTE Student (Maclean’s)

Gov’t Grant & Tuition per FTE Student

Rapid Rise in Research Revenue ($’s in 000’s)

What Are We? Conclusions We have grown rapidly – students, staff, space, budget -- and we continue to grow. Our challenges now are ones of managing growth. The management of growth requires choices that lead to strategic and selective growth and improved quality.

Do we have enough quality already? “… do we not have enough quality already?…our lives would be… less complicated and… less demanding if we could accept this point of view. …Excellence is not a quality we can preserve by…keeping things in place. It requires constant adaptation to changing realities, so that we can stay in the forefront of new ways of teaching, new fields of knowledge, new discoveries and insights, and new developments in the larger world. To stand still in the hope of preserving excellence is ultimately to stand by and watch it dissolve.” Neil Rudenstine President, Harvard University

Where Are We Going? Identifies core principles and academic priorities to guide preferential development and investment. Builds upon past planning activities. Provides organizational framework to align communication, government relations and fundraising efforts. Approved by GFC in April 2002.

“Raising Our Sights”: Core Principles Our paramount criterion for selective allocation of resources is quality. Meet the needs of learners. “The programs and experiences we offer must be appropriate to the needs, aspirations and futures of our students and our society.” A research university. “ The University is committed to the principles of research, discovery and creativity in all its forms.” Multidisciplinary inquiry. “Many of the major issues facing our society require multidisciplinary inquiry to be properly understood.” Return to the community. “As a public university, we welcome our service role as we attempt to respond to society’s needs.”

How the Academic Plan Drives Decisions Staff Space and Facilities Budget Decisions Academic Mission Fundraising/ Government Relations Students

The Process of Change Our limitation is one of implementation (execution), not vision. “The most creative, visionary strategic planning is useless if it isn’t translated into action. Think simplicity, clarity, focus – and review your progress relentlessly” (Harvard Management Update, 2003) Respect the collegial governance of universities.

Implementation –Access Alberta ranks 8 th among all provinces in university degrees granted on a per population basis. The accessibility problem is most acute in Calgary and Southern Alberta. The accessibility solution requires: –Postsecondary institutions working together. –Increased investment in postsecondary institutions to increase capacity. Students

Distribution of 2002 Graduates Graduate and Undergraduate

Source: Maclean’s for FT faculty (2001) and Statistics Canada for FT students ( ). Student to Faculty Ratios at Select Universities

Course Enrolment by Faculty (Fall 2001)

Course Enrolees per FTE Faculty (Fall 2001)

Implementation --Information Commons Space

Implementation Recognition that growth is increasingly funded by external funds, especially sponsored research. Increased external revenue generation. Staff Finances

Percent of Staff Supported by Research Funds

Asset Additions

Research funds Toronto Montréal McGill Alberta Laval McMaster British Columbia Calgary Ottawa Western Ontario

Revenue Generation -- Fundraising actualprojected

What is a Research University? “…excellence in teaching and research is the centerpiece of…mission [of public research universities]; it is our raison d’etre and a powerful prescription for action.” Adel Sedra, 2002 Provost, University of Toronto

Student Satisfaction with Quality of Teaching Undergraduate (Year 2000 Graduates, Surveyed in 2002) Survey Ave. is combined average of UofA, UofC, UofL, AU, Concorida, Kings and Augustana

Senior Administrative Faculty as a Percentage of Total Full-time Teaching Faculty

Putting Students First “…The University’s improvement must entail putting the students and their needs first. Once that is done, the rest falls into place…Putting students first is a simple design principle but it has great power.” Donald Kennedy, 1997 President, Stanford University

CFI Rankings

Maclean’s Ranking Class Size – (1 st & 2 nd year)

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