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President's Goals

The 2016-2017 year at Vancouver Island University will be one of full engagement in multiple transition initiatives including the introduction of a new Human Resources initiative titled the VIU People Strategy; construction of new facilities; the initiation of new administrative systems through Project AURORA; the introduction of the updated Academic Plan; introduction of a new Scholarship, Research and Creative Activity Plan, increase leadership for Aboriginal education and reconciliation; and active engagement in an essential capital campaign. And this is not an inclusive list of all the projects that are being initiated.

The diverse range of activity we will all be impacted by focuses on building the institutional strength and reputation of Vancouver Island University while creating an environment for students to excel. In the midst of this dynamic environment we all must rigorously maintain our collective focus as a values-based institution that is made up of people who believe in education as a building block for the development of human capacity. We are all people who care about the students we support, and we have invested in collectively building an institution that cares about people, fosters access for all and invests in student success.

Vancouver Island University is proud of its history of educating students for success in their careers and in their lives. The University is responsive to all the communities it serves and recognizes the importance of engaging both internal and external members of the community in collaborations designed to achieve innovative and high-quality learning environments.

The University must constantly build institutional collaborations that enhance the educational enterprise for the benefit of students and the working environment for faculty and staff. The University will increasingly engage in partnerships across the community and lead in supporting the social and economic prosperity of the region. VIU has emerged as one of the largest contributors to the mid-island economy and is integral to the fiscal health of the region. VIU recognizes and celebrates its role in the region as a “community anchor” and will continue to accept this leadership responsibility by investing in numerous initiatives to alleviate poverty and enhance the quality of life for all people in the regions it serves.

There are always many challenges in leading a university, and increasingly so as Government financial support wans and governance models come under increasing pressure to change. As President and Vice-Chancellor at VIU, I recognize the responsibility to serve the region and province well. Set out below are the draft annual goals of the President and Vice-Chancellor that represent my leadership commitment to the Board of Governors.

With the foundation of the VIU Mission, Vision and Values and through the continued development of the Integrated Plan for the University, the following directions were developed. Six broad goals have been identified, with non-exhaustive lists of actions necessary to achieve the goals.

1. Maximize Student Learning, Engagement and Success

  1. Provide leadership as President and as Chair of Senate for an institutional focus on teaching, learning and student success as demonstrated through the successful achievement of the Ministry of Advanced Education annual outcomes identified in the Institutional Accountability Plan.
  2. Celebrate student achievement and success.
  3. Through University Relations and the Vancouver Island University Foundation, continue the focused capital campaign to raise funds in support of the first phase of the Health and Science Centre, the Trades facilities, the District Geo-Exchange Energy project and other institutional initiatives.
  4. Continue building increased student participation in fundraising across various initiatives at VIU.
  5. Actively seek financial contributions to support student access.
  6. Build a coalition including the Regional District of Nanaimo, Indigenous communities, municipalities, school districts, and Island Health and others in the community to increase the recognition and support for children living in poverty and enhance their opportunities for access to post-secondary education.
  7. Support the enhancement of work integrated learning for VIU students (experiential learning).
  8. Recruit and retain faculty and staff who will strive to ensure that VIU continues to deliver high quality learning environments for students.
  9. Continue to support the leadership of the Provost and Vice-President Academic in addressing the critical challenge of increasing student numbers (particularly domestic students) through the Enrolment Management Plan (recruitment and retention).
  10. Support the Provost and Vice-President Academic in establishing a comprehensive Scholarship, Research and Creative Activity Plan for VIU.
  11. Support continued investment in the Aboriginal Education Plan for VIU and encourage initiatives to support the Truth and Reconciliation Commission report.
  12. Support the continued evolution of the Centre for Innovation and Teaching Excellence (CIEL) to provide professional development opportunities for faculty and staff to enhance the learning environments for students.
  13. Support the Executive Director of Student Affairs in the initiation of new student services to enhance the supportive learning environment for students.
  14. Build, measure and highlight VIU as a sustainable university.

2. Enhance the University Community

  1. Support enhanced communications and other strategies to foster an environment of positive employee relations.
  2. Continue to celebrate faculty and staff achievement and success.
  3. Support the Senior Management Group and President’s Council to actively engage in dialogue within their areas of responsibility on institutional issues to: encourage active communication, transparency and accountability; support the implementation of all aspects of the Integrated Plan; and support capacity across the institution through competency growth (professional development).
  4. Continue building strong and supportive relationships with all employee groups. Meet regularly with the union leadership.
  5. Support the ongoing efforts to build institutional culture and establishing appropriate approaches to measure institutional culture.
  6. Support the initiation of the VIU People Strategy, the new Human Resources Integrated Plan.
  7. Increase the engagement of faculty and staff in institutional philanthropic activity in support of capital projects, student access/excellence and faculty scholarship/research.
  8. Meet regularly with the Students’ Union to encourage ongoing dialogue and collective efforts to address student related concerns.
  9. Continue support of the Advancement and Alumni Office to increase outcomes from the Alumni Engagement Plan by enhancing the number of alumni contacts and increasing the number of active alumni contributors.
  10. Continue supporting the Executive Director of Student Affairs’ leadership in enhancing student services and in providing planning support for VIU Athletics to initiate transition to Canadian Intercollegiate Sport (CIS) competition and further to plan new teaching facilities in physical activity, recreation and sport to support the academic curriculum and the wellness program across the campus community.
  11. Through initiation of the new Scholarship, Research and Creative Activity Plan, support the Provost and Vice-President Academic to enhance the quality, quantity, and funding for scholarship, research and creative activity at VIU.

3. Build Institutional Quality

  1. Continue to instill cross-institutional responsibility to focus personnel decisions on attracting and retaining the highest quality faculty and staff available that will build the institutional reputation as an excellent university learning environment.
  2. Support the evolution of the institutional dashboard of key measures of institutional quality and success for annual discussion at the Board of Governors retreat.
  3. Build institutional quality through implementation of the new and enhanced component parts of the VIU Integrated Plan.
  4. Continue building recognition of institutional quality in the region through promoting VIU’s strengths in teaching, research and community engagement and the delivery of high quality graduates from all credential programs.
  5. Support teaching, learning, and administrative system renewal through the CFO and Vice-President Administration and specifically support Project AURORA – A Unified Renewal of Related Applications. Continue to invest in institutional IT systems remediation to build the capacity and capabilities of VIU necessary to meet institutional demand.
  6. Through government lobbying for the Five-Year Capital Plan continue to articulate the need for renewing facilities to provide quality learning environments for students and faculty, with a focus on achieving ongoing regional, provincial and national government support for the capital projects and facility investments.
  7. Enhance the institutional reputation for quality scholarship, research and creative activity by supporting applications by faculty for external funding for scholarship and research at VIU, and increasing the number of highly-qualified students funded through externally funded national granting agency awards for student scholarship, research and creative activity engagement. Communicate the success of all scholarship, research and creative endeavors.
  8. Build, measure and highlight VIU as a sustainable university.

4. Foster External Community Involvement

  1. Invest in strategies to enhance partnerships with First Nations and other Indigenous communities.
  2. Through the Shqwi Qwal initiative, support: Indigenous and industry community partnerships focused on Impact Benefit Agreements that provide education for communities to achieve success in the partnership; initiate repatriation of the Atleo Pole from the Peabody Museum at Harvard University, in line with the Provincial initiative on repatriation; foster international collaborations with institutions, Indigenous peoples, industry and governments; and continue to enhance a national Indigenous lecture series in partnership with the Laurier Institution to be broadcast nationally.
  3. Invest in relationships that will support the growth of international education at VIU.
  4. Explore productive partnerships and mutually-beneficial collaborations with external organizations.
  5. Support the CFO and Vice-President Administration to establish an independent University Initiatives Trust that will generate business opportunities to support university activity.
  6. Enhance philanthropy by engaging regionally, nationally, and internationally in stewardship, relationship building, and promoting VIU as an excellent investment, with specific focus on the capital campaign supporting Phase I of the Health and Science Centre, Trades facilities, District Geo-Exchange Energy project and other institutional initiatives.
  7. Actively engage in leadership in post-secondary education (PSE) activities/initiatives provincially, nationally and internationally.
  8. Through a new institutional Scholarship, Research and Creative Activity Plan, support an increase in the breadth, scope, and funding for scholarship and research from external community partnerships.
  9. Enhance relationships with all levels of government and, in particular, with the Provincial Government in its increased public policy focus on the delivery of post-secondary educated, skilled employees for the 21st century. (BC Jobs Plan, BC Skills Blueprint, BC Tech Plan, etc.).
  10. Continue to establish new partnership opportunities with post-secondary education institutions that may be mutually beneficial with a particular focus on regional universities and their contributions to nation building.
  11. Recruit, train and retain high quality volunteers to serve on various associated boards (VIU Foundation, Milner Gardens and Woodlands, The High School at VIU, VIU Elder College, Faculty Advisory Boards, etc.).

5. Increase Institutional Effectiveness

  1. Support the CFO and Vice-President Administration in preparing a comprehensive budget and integrated budget planning process, which fosters an institutional culture of engagement, transparency and accountability across VIU, to build an all-funds, no-deficit budget.
  2. Through the University Secretariat promote engagement in and understanding of the governance and administrative structures of VIU. Implement best practices in institutional governance.
  3. Support the University Secretariat in the continued development of an efficient policy and procedure framework.
  4. Review the structure of the University Relations Department to ensure strong leadership in all functional areas.
  5. Identify and establish increased off-grant revenue streams to support VIU, and increase income-generating initiatives.
  6. Through Board, Senate and the leadership of the Provost and Vice-President Academic, complete the update of the Academic Plan
  7. Continue to enhance institutional systems to support attracting and delivering on external scholarship, research and contract funding as guided by the institutional Scholarship, Research and Creative Activity Plan.
  8. Through the University Secretariat, support education and development for all members of the University Board of Governors and Senate.
  9. Enhance support and strategic alignment of the regional campus developments, Deep Bay Marine Field Station, Milner Gardens and Woodlands, the VIU High School and other institutional assets.

6. Personal Goals

  1. Engage in professional development activities to further personal growth.
  2. Invest in personal health and wellness activities to meet the dynamic and evolving demands of the president’s roles and responsibilities.
  3. Continue developing a regional, national and international network of leaders to support my role as President and Vice-Chancellor at VIU.

To view a PDF version please click 2016-2017 President's Goals