Envisioning Kwantlen’s Future as a New University

New Opportunities

• Having the opportunity to forge a new university is a ‘once in a life time’ experience for most faculty and staff.  There is no way to underestimate the importance of the announcement regarding the new university designation. We need to take the time to celebrate this moment and acknowledge the enormous achievement. Kwantlen’s trajectory over the last 26 years has been remarkable, and its identity as a unique institution has been confirmed.

• Kwantlen’s polytechnic university designation introduces an exciting new paradigm in post-secondary education. Traditionally, universities and colleges have existed in marked isolation from each other within Canada. What we now have within one institution is the formal acknowledgement that knowledge is converging, and the programs that colleges and universities are offering are moving closer together. Kwantlen’s distinctive diversity and mandate will ensure more opportunities for its students within one university.

• Kwantlen’s history and new designation as a polytechnic university promises to challenge the division so often maintained between theory and practice within universities by moving decisively into the realm of interdisciplinary and applied learning curricula.

• In this new university all faculties will be of equal importance in fulfilling its mandate.  The contribution of everyone will be required and recognized as the university’s success depends on collaborative effort in support of shared ambitions and values around higher education.

• In this new university consultation and flexibility will inform decision-making.

The Past as a Guide to the Future

• Kwantlen’s new university designation is the expression of the cumulative effect of individual and collective contributions that have been made by students, faculty, and staff over the past 26 years. It has achieved university status because of these contributions. In a relatively short period Kwantlen has gone from a community college to a university college and now to a university. Kwantlen’s history will serve as the foundation upon which it will build and grow.

• In this new university Kwantlen’s traditional academic disciplines and preparatory pathways will continue to serve as the core for new initiatives. All of us must consider how best to assist the university in moving in new directions that respond effectively to student and societal need while ensuring a strong and well-rounded university education.
• For example, how might different faculties integrate applied learning without sacrificing the arts and science core that is fundamental to university education?
• Might co-op be an option?
• Might principles of service learning be an option?
• Might a technology mandate across all disciplines be an option?

Setting a New Course Together

• Kwantlen aspires to be the institution of choice for students. To that end, the university should map out its distinctive niche and not simply replicate current program structures and approaches readily available in the post secondary system in British Columbia.

• In confronting the challenges and extraordinary opportunities before it, Kwantlen should strive for innovation that is relevant to its students’ learning and its capacity. Intensive consultation and time are necessary to consider appropriate new paths for the university.

• Kwantlen students, faculty and staff are all part of the same educational institution, and we share a commitment to the ongoing pursuit of learning. Our responsibility is to endeavor to make Kwantlen a better place than it was when each of us arrived at the institution.

• Although Kwantlen’s name change signals a different status, it does not confer instant credibility. Reputation is derived from the actions and commitments that faculty and staff individually and collectively make, and is expressed most poignantly by our students’ accomplishments.

Establishing Immediate Priorities

• As a new university, Kwantlen should identify 5-6 priorities for the next 2-5 years through which we will give voice to the institution. For example . . .
• Move more programs away from being ‘transfer’ programs into 4 year programs
• Draw our four campuses together so that each has equal billing, equal participation, and equal recognition
• Shift governance to a bicameral model
• Devolve greater authority and responsibility to the Faculties / Colleges / Schools / Divisions under the auspices of their Dean and the faculty as a whole
• Position and communicate a strong institutional identity (in relation to other universities in BC, Canada, and the world)
• Enhance, stabilize and strengthen our liberal arts and science core, without which, we cannot design new and innovative degree programs
• Support greater research opportunities for faculty and students