Téléchargez

Transcription

Téléchargez

PM #40065075
Summer/Été
2016
Canadian Universities: Building Talent for the 21st Century
Universités canadiennes : créer des viviers de talent pour le XXIe siècle
SENDING
PAYMENTS
JUST GOT
EASIER.
Now your institution can save time and money by sending payments easily and safely
to your students. Introducing Scotiabank Bulk Interac e-Transfer* service.
Simply generate a payment file and upload it to Scotiabank. It’s the perfect business
solution for tuition refunds and other non-recurring payments.
For more information, contact
Rick McIntyre
Director, MUSHA
(519) 642-5079
[email protected]
or visit scotiabank.com/bulkinterac
CORPORATE AND INVESTMENT BANKING
CAPITAL MARKETS
COMMERCIAL BANKING
TRANSACTION BANKING
TRADE FINANCE
® Registered trademark of The Bank of Nova Scotia.
* Interac e-Transfer is a registered trade-mark of Interac Inc. Used under licence.
Romspen Mortgage
Investment Fund
YEAR
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
NET RETURN
10.3%
10.5%
9.9%
8.7%
8.7%
8.2%
7.7%
7.4%
7.8%
8.2%
With a 50-year history
of capital preservation
and consistent returns,
our commercial mortgage
fund is ideal for pension
funds, foundations and
endowments seeking
to improve fixed income
returns without significantly
increasing risk.
Dianna Price
[email protected]
416 928 5105
WHERE NOW?
ALTERNATIVE
FIXED INCOME?
ABSOLUTE RETURN?
I CAN HAVE BOTH.
Results from January 1, 1995, to January 16, 2006, are those of a pool of individually-syndicated mortgages managed by the manager of Romspen Mortgage
Investment Fund (the “Fund”). The indicated rates of return are historical returns calculated on a cash-on-cash basis, after fees, and the annual compounded net
returns assume a monthly reinvestment of distributions. Returns do not take into account income taxes, changes in unit values, third-party expenses or redemption
charges that would have reduced returns. This is not an offer to sell or a solicitation of an offer to buy units of the Fund, which are offered to investors who meet
eligibility requirements under applicable securities laws. Fund units are offered only by offering memorandum, which contains important information about the
Fund’s fees, objectives, and risk factors, and which should be read before investing. Consult your financial advisor. The Fund’s returns are not guaranteed, unit
values may change, and past performance may not be repeated.
CONFIDENCE IN OPERATIONS
With over 40 years’ experience throughout North
America, Angus Consulting Management Limited
(ACML) is one of Canada’s most established facilities
management companies. We offer facilities management
services, technical operations and maintenance, and life
cycle and capital planning.
Some of our services include:
» Facilities Management Services
» Computerized Maintenance Management Systems
» Facilities Management Programs (Quality Management,
Health & Safety, Energy & Environment, etc.)
» Industry-leading Preventive Maintenance Program
» Project Management
» 24/7 Operations Support
» Resident Management, Operations and
Maintenance Staff
To learn more about our services please contact us.
» Compliance to the ISO 9001:2008 Standard
www.acml.ca | 1.416.443.8300 | [email protected]
© 2016. Angus Consulting Management Limited. All rights reserved.
Canadian Association of University
Business Officers
Association canadienne du personnel
administratif universitaire
315 – 350 rue Albert Street
Ottawa, Ontario K1R 1B1
Tel./Tél.: (613) 230-6760
Fax/Téléc.: (613) 563-7739
[email protected]/[email protected]
Executive Director/Directrice générale
Nathalie Laporte
Managing Editor/Rédactrice en chef
Christine Hanlon
SUMMER/ÉTÉ 2016
Features
VOLUME 24 • NUMBER 3 | VOLUME 24 • NUMÉRO 3
Articles
A Few Differences Among Friends ..............................................................................................15
Quality & Productivity Awards .....................................................................................................19
Prix de la Qualité et de la Productivité ...........................................................................................19
Economic Model Mayhem ..............................................................................................................45
Canadian Universities: Building Talent for the 21st Century ...............................................48
Universités canadiennes : créer des viviers de talent pour le XXIe siècle ...............................52
Graphic Designer/Graphiste
Daniel Goulet
Marketing Manager/
Directeur du marketing
Al Whalen
Advertising Coordinator/
Coordonnatrice de la publicité
Stefanie Hagidiakow
Publications Mail Agreement #/Numéro de
convention du service Poste-publications : #40065075
Return undeliverable Canadian addresses to/
Retourner toute correspondance ne pouvant être livrée au
Canada à : [email protected]
Third Floor/Troisième étage – 2020 avenue Portage Avenue,
Winnipeg, Manitoba R3J 0K4
19
Published four times a year on behalf of the
Canadian Association of University Business Officers
(CAUBO) by
Publié quatre fois par année pour l’Association
canadienne du personnel administratif universitaire
(ACPAU) par
Third Floor - 2020 Portage Avenue
Winnipeg, Manitoba R3J 0K4
Tel: 866-985-9780
Fax: 866-985-9799
www.kelman.ca
[email protected]
The views expressed in this publication are the responsibility of the
publisher and do not necessarily reflect the views
of the officers or members of the Canadian Association
of University Business Officers.
Les opinions exprimées dans cette publication sont la
responsabilité de l’éditeur et ne reflètent pas nécessairement celles des
dirigeants ou des membres de l’Association canadienne du personnel
administratif universitaire.
© 2016 Craig Kelman & Associates Ltd. All rights reserved.
The contents of this publication may not be reproduced by any means,
in whole or in part, without the prior written consent of the publisher.
© Craig Kelman & Associates Ltd., 2016. Tous droits réservés.
Cette publication ne peut être reproduite, en tout ou en partie, par
quelque moyen que ce soit, sans autorisation écrite préalable de l’éditeur.
Departments
Chroniques
Executive Director’s Message .......................................................................................................... 7
Message de la directrice générale ..................................................................................................... 8
Campus Profile/Profil campus ....................................................................................................... 11
People Moves ......................................................................................................................................57
Executive Director’s Message
2015-16 Year in Review
By Nathalie Laporte
I
am pleased to report that thanks to the
hard work of our members, volunteers
and staff, we are on course to achieving
the strategic goals set out in our fiveyear strategic plan, launched one year
ago in June 2015. While the past year
has been productive in terms of building
the structures to support this plan, we
have also been active on many other
fronts to support members and the HE
administrative sector.
Opportunities for collaboration with
other groups within the higher education
sector such as the U15, Tri-Agencies and
CASRAI were leveraged in order to further
initiatives on three important issues for
2015-16 and beyond: increasing indirect
cost of research recoveries, implementing
a risk-based approach to managing lowdollar/low-risk internal expenses charged
to research accounts, and decreasing
the administrative burden associated
with research management. CAUBO
also partnered with the Federation of
Canadian Municipalities to voice concerns
to the CRA and Finance Canada regarding
changes to the claims periods for GST
Public Service Body Rebates. Finally,
“Read our Highlights and Achievements brochure
available at www.caubo.ca.”
in response to the growing number of
institutions facing divestment campaigns
on campus, a task force was established
ZKLFK KDV LGHQWLÀHG NH\ FRQVLGHUDWLRQV
and case studies for members tackling
this issue.
With the help of close to 50 volunteers
from UNB, the CAUBO 2015 conference
successfully brought together over 500
delegates in New Brunswick for a dynamic
exchange of ideas around harnessing the
energy of change. CAUBO also provided
workshops, webinars and online courses
covering a range of topics, including
university culture and governance, risk
management, and incentives-based
resource allocation models.
In 2015-16, CAUBO launched an enhanced
version of the annual Investment Survey
and introduced new tax resources including
a series of interpretive notes covering key
XQLYHUVLW\VSHFLÀF LVVXHV LQ WKH DUHDV RI
income tax and sales tax (GST/HST/
QST) as well as a tax hotline available
complimentary to CAUBO members.
We encourage you to visit our new
website, designed to make it easier than
ever for members to access a range of
available resources, and to take advantage
of the new opportunities for peer-to-peer
sharing made available through our
revitalized listserv tool. The new site was
created with members’ needs in mind. We
look forward to your feedback.
To learn more about how CAUBO and its
volunteers have been serving members
over the past year, we invite you to read
our Highlights and Achievements brochure
available at www.caubo.ca.
We look forward to a productive year
ahead as we advance the sector’s most
pressing issues and deliver valuable
member-requested resources.
Hospitality... Like Never Before!
Hospitality.
Dalvay
Sydney
Fredericton
M nctoon
Mo
Moncton
n
Charlottetown
HOTELS AND RESORTS
dpmurphyhotelsandresorts.com
Saint John
Halifax
ax
Click HERE to return to TABLE OF CONTENTS
6DL
6DLQW-RKQ)UHGHULFWRQ0RQFWRQ
&KDUORWWH
&KDUORWWHWRZQ'DOYD\+DOLID[6\GQH\
UNIVERSITY MANAGER • Summer 2016
7
Message de la directrice générale
Revue de
l’année 2015-2016
Board of Directors ~ 2015-2016
Conseil d’administration
Gitta Kulczycki
President/Présidente
Vice-President (Resources and Operations)
Western University Canada
(519) 661-3114 x83114
[email protected]
Gayle Gorrill
Vice-President/ Vice-présidente
Vice-President Finance and Operations
University of Victoria
(250) 721-7018
[email protected]
Eric Tufts
Secretary-Treasurer/Secrétaire-trésorièr
Vice-recteur à l’administration
Université Sainte-Anne
(902) 769-2114 x7309
[email protected]
Dave Button
Past President/Président sortant
Vice-President (Administration)
University of Regina
(306) 585-4386
[email protected]
Nathalie Laporte
Executive Director/Directrice générale
(613) 230-6760, x268
[email protected]
Directors / Administrateurs
Isabelle Boucher
Vice-présidente à l’administration
Université du Québec
(418) 657-4316
[email protected]
James Butler
Vice-President, Finance & Administration
Wilfrid Laurier University
(519) 884-0710 x2248
[email protected]
Christopher Callbeck
Assistant Vice-President
(Financial & Administrative Services)
University of New Brunswick
(506) 648 5580
[email protected]
Michael Di Grappa
Vice-Principal (Finance and Administration)
McGill University
(514) 398-2883
[email protected]
Michael Emslie
Associate Vice-President
(Financial Services and Operations)
The University of Winnipeg
(204) 258-2943
[email protected]
Donna Janiec
Associate Vice-Principal (Finance)
Queen’s University
(613) 533-6000 x33048
[email protected]
Sharon Johnson-Legere
Vice President, Finance and Administration
NSCAD University
(902) 494 8112
[email protected]
Matthew Nowakowski
'LUHFWHXUJpQpUDO6HUYLFHGHVÀQDQFHV
Université de Montréal
(514) 343-7153
[email protected]
Par Nathalie Laporte
J
e suis ravie de vous annoncer que
grâce à l’ardeur au travail de nos
membres, de nos bénévoles et de
notre personnel, nous sommes en bonne
YRLH G·DWWHLQGUH OHV REMHFWLIV À[pV GDQV
notre plan stratégique quinquennal,
lancé il y a un an, en juin 2015. S’il est vrai
que la dernière année a été productive
au chapitre de la consolidation des
structures à l’appui de ce plan, nous
avons également été actifs sur de
nombreux autres fronts pour soutenir
les membres et le secteur administratif
de l’enseignement supérieur.
Nous avons misé sur les possibilités
de collaboration avec d’autres groupes
dans le secteur de l’enseignement
supérieur, comme le groupe des U15,
les trois organismes subventionnaires
et CASRAI pour faire progresser
d’autres initiatives sur trois enjeux
importants pour 2015-2016 et au-delà :
l’augmentation du recouvrement des
frais indirects de la recherche, la mise
en œuvre d’une approche fondée sur
les risques pour gérer à faible coût/
risque les dépenses internes imputées
aux comptes de recherche et la réduction
du fardeau administratif associé à la
gestion de la recherche. L’ACPAU a
également collaboré avec la Fédération
canadienne des municipalités pour
exprimer leurs préoccupations à l’ARC
et à Finances Canada en ce qui concerne
OHVPRGLÀFDWLRQVDSSRUWpHVDX[SpULRGHV
de réclamations des remboursements
de la TPS/TVH pour les organismes
GH VHUYLFHV SXEOLFV (QÀQ HQ UpSRQVH
au nombre croissant d’établissements
qui font face à des campagnes de
désinvestissement sur les campus, nous
avons formé un groupe de travail chargé
de cerner les principales considérations
et des études de cas pour les membres
aux prises avec cet enjeu.
Avec l’aide d’une cinquantaine de
bénévoles de l’UNB, le congrès 2015 de
l’ACPAU a réuni plus de 500 participants
au Nouveau-Brunswick dans un
échange dynamique d’idées autour des
moyens de mobiliser l’énergie en vue
du changement. L’ACPAU a également
présenté des ateliers, des webinaires et
des cours en ligne couvrant un éventail
de sujets, y compris la culture et la
gouvernance universitaires, la gestion
des risques et les modèles d’affectation
des ressources basés sur des incitatifs.
En 2015-2016, l’ACPAU a lancé une
version améliorée de son Sondage
annuel sur les placements et mis
en place de nouvelles ressources
ÀVFDOHVQRWDPPHQWXQHVpULHGHQRWHV
d’interprétation sur des enjeux propres
aux universités dans les domaines de
l’impôt sur le revenu et de la taxe de
vente (TPS/TVH/TVQ), ainsi qu’une
ligne téléphonique sur les questions
ÀVFDOHVjO·LQWHQWLRQGHVPHPEUHV
Nous vous invitons à visiter notre
nouveau site web, dont la nouvelle
conception facilite plus que jamais
l’accès à toutes nos ressources et
aidera les membres à tirer parti des
nouvelles possibilités de partage entre
pairs rendues possibles par notre
outil Listserv, qui a fait peau neuve.
Nous avons repensé le nouveau site
en fonction des besoins des membres.
N’hésitez pas à nous faire part de vos
commentaires.
Pour en savoir davantage sur la façon
dont l’ACPAU et ses bénévoles ont servi
nos membres au cours de la dernière
année, nous vous invitons à lire nos faits
saillants et réalisations au www.caubo.ca.
Nous prévoyons une année productive
au cours de laquelle nous ferons
progresser les enjeux les plus pressants
du secteur et offrirons à nos membres les
ressources précieuses qu’ils souhaitent
obtenir.
1(:&$8%2ZHEVLWHUHQHZHGOLVWVHUYVnow live!
In support of CAUBO’s 2015-2020 Strategic Plan, we have developed
a brand new, community-centric CAUBO website with enhanced
features that align with member needs: connecting members to
resources that inform decision-making and communicating with
peers to share advice and information.
Visit www.caubo.ca to discover:
ȏ 5HVRXUFHVDW\RXUȴQJHUWLSVȂMembers can browse all available CAUBO resources by topic, be it an
analytical report, the database of best practices garnered from the Quality & Productivity Awards Program,
a conference session or article from University Manager magazine, etc. in the Knowledge Centre. Moving
forward, members will be encouraged to submit tools, templates and other useful resources to share
and access amongst peers.
• 5HVXUUHFWLRQRIOLVWVHUYVE\IXQFWLRQDODUHDȂ Informed by the results of a member survey conducted
in 2015 that made it clear that members prefer an email-based system to communicate with their peers,
CAUBO has launched a UHQHZHGOLVWVHUYIXQFWLRQ, with archived discussions for later reference.
'URS E\ WRGD\ DQG VWDUW EHQHȴWLQJ IURP WKHVH IHDWXUHV DQG PRUH RQ \RXU QHZ ZHEVLWH
now featuring an easy to navigate, responsive design so you can access it anytime, anywhere!
Two Great Brands.
One Global Business Rental Solution.
As your preferred provider, we offer CAUBO institutional and affiliate members
two great car rental options with the service, value and convenience from brands
they’ve come to know and trust.
National Car Rental has long been favored by frequent renters at airports for
speed and vehicle choice. Enterprise Rent-A-Car is the first choice for travelers
who need to rent near their home or office.
For more information, visit www. caubo.ca/supplier_contracts/car_rentals
Or contact:
Melanie Smith
[email protected]
(613) 274-6931
Deux grandes marques.
Une solution d’affaires à l’échelle mondiale.
À titre de fournisseurs préférentiels de l’ACPAU nous offrons à ses membres
institutionnels et affilés deux grands choix en matière de location de voitures,
assortis de service, de valeur et de commodité qu’ils connaissent et auxquels ils
font confiance.
Two Great Brands.
One Global Business Rental Solution.
Les voyageurs aériens assidus préfèrent la rapidité de service et les choix de
véhicules que leur offre Location d’autos National tandis que les voyageurs qui
louent à proximité de leur résidence ou de leur bureau font de Location d’autos
Enterprise leur premier choix.
Afin d’obtenir plus d’information, consulter
www. caubo.ca/supplier_contracts/car_rentals
National, National Car Rental, Emerald Club and the flag are trademarks of Vanguard Trademark Holdings, USA LLC.
Enterprise and the “e” logo are trademarks of Enterprise Holdings, Inc. © 2014 Enterprise Holdings, Inc. F00492 9.14 JH
Ou veuillez communiquer avec:
Melanie Smith
[email protected]
(613) 274-6931
9
Real estate
from the
ground up.
Singular focus.
Exceptional solutions.
Find out more about our
institutional strategies.
Call Michael Peck, SVP Institutional
Investments, at 416.324.7679 or visit
www.institutional.invesco.ca.
Invesco’s real estate team is on the ground worldwide,
with more than 430 employees in 16 countries.
With a 30-plus year track record and a senior
management team that has worked together for
over 25 years,1 you can benefit from a proven,
consistent investment process and outstanding
management stability.
It’s the kind of bottom-up, local-market expertise in
the U.S., Europe and Asia-Pacific that can provide
your plan with premium real estate access – through
direct private arrangements, such as our singlesolution Global Direct Real Estate Fund2 or real
estate securities.
Our strategies include
•
•
•
•
Direct real estate
Global real estate equities
Real estate debt securities
Infrastructure securities
Note: All data is as at December 31, 2015.
1
Senior management is comprised of six founding members of Invesco Real Estate.
2
Global Direct Real Estate Fund is available for sale to Canadian institutional investors as defined under National Instrument 45-106.
Invesco® and all associated trademarks are trademarks of Invesco Holding Company Limited, used under licence.
© Invesco Canada Ltd., 2016
Campus Profile/Profil Campus
Location: Ottawa, Ontario
Lieu : Ottawa (Ontario)
Student population: 42,000
Population étudiante : 42 000
Number of faculty: 2,968
Nombre de professeurs : 2 968
Number of staff (FTEs): 2,839
Nombre des autres membres du personnel (ETP) : 2 839
Approximate size of campus: 42.5 hectares
Superficie approximative du campus : 42,5 hectares
Total revenue budget: $ 1.1 B
Revenus budgétaires totaux : 1,1 milliard de dollars
Sen ior ad m i n ist rator : Allan Rock, President, until
June 30, 2016. Designated President, starting July 1, 2016:
Jacques Frémont
Administrateur principal : Jusqu’au 30 juin 2016, Allan Rock, recteur.
À compter du 1er juillet 2016, Jacques Frémont, recteur désigné.
What sets your institution apart from other institutions
in your region?
The University of Ottawa is the largest bilingual university in
the world, enabling students to study in English, in French, or
in both languages. Since its foundation in 1848, uOttawa has
emerged as a vibrant ‘centre of learning.’ The University is a key
driver for business, innovation and investment in the region
and contributes to the reputation, growth and high quality of
life in Ontario, and Canada. According to the Conference Board
of Canada, uOttawa annually contributes up to $7.4 billion to
the Canadian economy. The institution is a major player in
the cultural and economic development of Canada’s National
Capital Region, contributing an estimated $4.1 billion annually
to the greater Ottawa-Gatineau area.
Name one major achievement in the last year.
In 2015, uOttawa became the first Canadian university to
sign the Montreal Carbon Pledge. Committed to sustainable
development, the University has established a responsible
investment approach in line with the United Nations-supported
Principles for Responsible Investment, publically committing to
making investment decisions that consider environmental, social
and governance issues, while taking appropriate steps to meet
LWVÀGXFLDU\UHVSRQVLELOLWLHVWRRSWLPL]HLQYHVWPHQWUHWXUQV
Qu’est-ce qui distingue votre établissement des autres de
votre région?
L’Université d’Ottawa est le plus grand complexe universitaire
bilingue dans le monde, où il est possible de mener à bien des
études en français, en anglais ou dans les deux langues. Depuis sa
fondation en 1848, l’Université se distingue en tant que « centre
d’apprentissage » dynamique. L’Université est un important levier
d’affaires, d’innovation et d’investissements dans la région. Elle
a une forte incidence positive sur la réputation, la croissance et la
grande qualité de vie en Ontario, de même qu’au Canada. Selon le
Conference Board du Canada, la contribution de l’Université d’Ottawa
à l’économie canadienne atteint jusqu’à 7,4 milliards de dollars par
année. L’établissement joue un rôle important dans le développement
culturel et économique de la région de la capitale nationale, sa
contribution à l’économie des agglomérations d’Ottawa et de Gatineau
étant estimée à 4,1 milliards de dollars par année.
Décrivez une réalisation significative au cours de la
dernière année.
En 2015, l’Université d’Ottawa a été le premier établissement
d’enseignement supérieur à signer l’Engagement de Montréal sur
le carbone (Montreal Carbon Pledge). Résolument en faveur d’un
développement durable, l’Université adhère aux principes de
l’investissement responsable que préconisent les Nations Unies, en
s’engageant publiquement à prendre des décisions de placement tenant
11
Campus Profile/ Profil Campus
Name one highlight of your institution’s information
technology initiatives.
By the fall of 2016, uOttawa will have a brand new and
improved Student Information System (SIS), replacing the
existing one, built in 1994. The new SIS provides better
support to all students, from application to admission,
education, graduation and beyond.
What can we look for in the coming year from
your institution?
The University of Ottawa strives to provide a dynamic
and nurturing environment, fostering creativity and
innovation. To continue improving the student experience,
WKH 8QLYHUVLW\ KDV FRPPLWWHG VLJQLÀFDQW UHVRXUFHV WR
refreshing its campus. In 2016-2017 the uOttawa campus
will open three new spaces to its students and the public:
• University Square, a green space at the heart of campus
with additional installations to accommodate mediumsize events.
• The revitalized Arts Court, a joint project with the City
of Ottawa, housing new classrooms and a blackbox style
theatre for the Department of Theatre.
• The Learning Centre, a new $80 M building providing the
university community with state-of-the-art active learning
facilities, including technology-enhanced classrooms and
two amphitheatres. The new space will offer a variety of
study and lounge areas, providing students with an ideal
learning environment in a modern, green building on the
main campus.
compte de considérations environnementales, sociales et de gouvernance, et ce,
tout en prenant les mesures appropriées pour s’acquitter de ses responsabilités
ÀGXFLDLUHVG·RSWLPLVDWLRQGHVUHQGHPHQWV
Citez un fait saillant des activités de votre établissement en
technologies de l’information.
À l’automne 2016, l’Université d’Ottawa disposera d’un tout nouveau système
d’information scolaire (SIS) amélioré, qui remplacera le système en place
depuis 1994. Le nouveau SIS offrira un meilleur soutien à tous les étudiants,
depuis leur demande d’admission jusqu’à l’obtention de leur diplôme, soit
tout au long de leurs études et même après.
Quels sont les projets de votre établissement pour la
prochaine année?
L’Université d’Ottawa s’efforce d’offrir aux étudiants un milieu dynamique
et propice à leur épanouissement, en favorisant la créativité et l’innovation.
$ÀQGHFRQWLQXHUjHQULFKLUO·H[SpULHQFHGHVpWXGLDQWVO·8QLYHUVLWpFRQVDFUH
d’importantes ressources à la dynamisation de son campus. Ainsi, en
2016-2017, l’Université d’Ottawa mettra trois nouveaux emplacements à
la disposition de ses étudiants et du public, soit :
• la Place de l’Université, un espace vert au cœur du campus où se trouveront des installations pour la tenue d’événements de moyenne envergure;
• la Cour des arts rénovée, un projet conjoint avec la ville d’Ottawa qui
comprendra de nouvelles salles de classe et un théâtre de style boîte
noire pour le Département de théâtre;
• le Centre d’apprentissage, un nouvel immeuble de 80 millions de dollars
qui offrira à la population universitaire des installations ultramodernes
d’apprentissage actif, y compris des salles de classe dotées d’équipement
technologique et deux amphithéâtres. Ce nouveau centre comptera plusieurs aires d’étude et de détente, offrant aux étudiants des conditions
idéales d’apprentissage, dans un pavillon moderne et écologique, au sein
du campus principal.
CAUBO 2017 – Call for Presentations
Take advantage of the opportunity to advance the conversation,
network with administrative colleagues, and highlight best practices.
Every year CAUBO members
implement innovative or even
simple ideas that yield impressive
re s u l t s s u c h a s i m p rove d
efficiencies, enhanced services or
cost savings on their campuses. We
invite you to share your expertise,
experience and good practices or
lessons learned with your peers!
CAUBO is seeking content for the
CAUBO 2017 Annual Conference
and Pre-Conference Seminars
(June 11-13, 2017 in Ottawa, hosted
by Carleton University).
Proposals will be accepted until Friday, September 9, 2016. Visit www.caubo.ca for more information.
12
Global
Equity Strategy
FOSSIL-FUEL FREE
You have the power to manage
climate change risks.
We have the expertise to invest
from a different angle.
Contact us
514.390.3667
|
Mark-Olivier McNulty
[email protected]
This advertizing should not be considered investment advice or a recommendation to adopt any particular investment strategy nor should it be construed as a
solicitation or offering of units of any fund or other security in any jurisdiction.
A Few Differences Among Friends
By Laura Hubbard, vice president University at Buffalo, SUNY
The National Association of College and
8QLYHUVLW\%XVLQHVV2IÀFHUV1$&8%2
represents more than 2,100 colleges and
universities across the United States.
CAUBO recently formed a partnership
with NACUBO allowing members to
access member pricing for products and
events, including NACUBO’s Annual
Meeting, which will be held in Montreal
this year from July 16-19. In light of this
recent partnership, we are sharing two
articles written for NACUBO discussing
WKHGLIIHUHQFHVDQGVLPLODULWLHVEHWZHHQ
the Canadian and US higher education
landscapes. Please see the second article on
SDJH:HKRSH\RXÀQGWKLVSHUVSHFWLYH
interesting and informative!
In advance of NACUBO’s Annual Meeting
in Montreal in July, Nathalie Laporte,
Executive Director of the Canadian
Association of University Business
Officers (CAUBO), Ottawa, Ontario,
and Gitta Kulczycki, Vice President of
Resources and Operations at Western
University, London, Ontario, identify key
differences between the US and Canadian
higher education systems.
“We actually have much in common that
we can leverage to learn from each other,”
notes Kulczycki, who currently also serves
as CAUBO president. Laporte concurs:
“Many of our members’ challenges are the
same when it comes to running a university
DVHIÀFLHQWO\DQGHIIHFWLYHO\DVSRVVLEOHµ
HUBBARD: What notable differences do
you see between the way the Canadian
higher education system operates and how
we operate here in the United States?
LAPORTE: One of the most important
differences is that there is no national
department or ministry of education
in Canada. Education falls under the
jurisdiction of our 10 provinces and three
territories, and each has its own policies
with respect to higher education, so there
is no integrated national system, per se,
in Canada.
Unlike higher education in the United
States, which includes large private
elite institutions, Canada is a largely
homogenous system of public universities.
We have a handful of private institutions,
but they tend to be very small, and
PRVWO\UHOLJLRXVO\DIÀOLDWHG$QRWKHUELJ
difference is size. The population in Canada
is about 35 million people. We have only
97 universities across the country, although
they are probably larger, on average,
than US institutions. We are also largely
unionized, including approximately 80%
of our faculty. That obviously creates
VSHFLÀFFKDOOHQJHVHVSHFLDOO\ZLWKUHJDUG
to negotiating salary increases.
Another key difference: University
endowments in Canada averaged about
$225 million as of 2014 – and that includes
the University of Toronto at $2 billion and
McGill University at $1.3 billion. In fact,
if you remove the four largest university
endowments in Canada, each of which
accounts for more than $1 billion, the
average endowment value falls to about
$148 million. So, American institutions are
quite a bit ahead of Canadian institutions
in building their endowments to levels
that can offset meaningful amounts of
university expenses.
HUBBARD: How are higher education
institutions funded in Canada?
LAPORTE: As a provincially funded
system, we receive a high rate of
government support, but that has been
declining. About 10 years ago, the
government provided around 59% of
university operating funding. Today it
is 51%, which is still, by far, the largest
funding source for our universities.
HUBBARD: What more can you share
about the spending priorities for the
Canadian government as it relates to
higher education?
LAPORTE: As mentioned, access has
been a priority focus for our government.
A second element of priority relates to
infrastructure. The current government
wants to boost economic activity, in part
by providing more infrastructure funding
to Canadian universities. Something else
we see taking hold relates to funding for
research. Universities essentially account
for 40% of the R&D budget in Canada.
Our new government has signaled that
research and innovation – particularly that
conducted by Canadian universities – is of
great importance. This wasn’t necessarily
the case with the previous government, so
ZHH[SHFWWRVHHVLJQLÀFDQWUHLQYHVWPHQW
coming our way on that front.
That said, this increased focus on research
at Canadian universities plays directly into
FUHDWLQJDIXQGLQJGHÀFLWWKDWXQLYHUVLWLHV
need to cover somewhere else. Similar
to what is experienced in other parts of
the world, the indirect costs of research
represent between 40% and 65% of direct
costs. Yet, the average subsidy for indirect
costs stemming from federally funded
research is 20%. The additional shortfall
does not get compensated. If you add to
that the fact that the tuition is regulated,
provincial grants are declining, and about
76% of university expenses go to salary and
EHQHÀWVWKLVOHDYHVOLWWOHURRPWRLPSURYH
RXUÀQDQFLDOVLWXDWLRQ6RWKLVXQGHUVFRUHV
the importance of really looking at our
costs and understanding our cost drivers
and what levers you have to actually
reduce costs.
HUBBARD: So what are Canadian
universities doing to review their revenues
and cost structures to determine how those
might need to shift in the future?
LAPORTE: In recent years, universities
in Canada have begun to look at revenue
generation more broadly, with a lot more
emphasis placed on increasing international
enrollments and on alternative revenue
sources. We’re also seeing quite a bit of
effort placed on accessing benchmark
data that will help leaders identify how
WRPDNHWKHLURSHUDWLRQVPRUHHIÀFLHQWDQG
more effective. A number of universities
are looking at program costing and
prioritization but this is rarely done as
a means for identifying program cuts.
Rather, administrators are reviewing their
budget allocation models to determine
how they might provide incentives-based
models for deans and faculty to increase
student registrations and proactively
manage their cost structures.
Leaders do understand that a resource
allocation model doesn’t provide you
with additional resources, per se, but if
you can implement the right incentives,
15
a new model can certainly help. CAUBO
recently conducted a survey that showed
two thirds of universities are considering
a change in their budget allocation
model. As we speak, only a handful of
universities have actually migrated to
something like RCM (responsibilitycentered management) in Canada.
HUBBARD: Succession planning and
developing the next generation of business
RIÀFHUV KDYH EHFRPH KRW WRSLFV ZLWKLQ
NACUBO’s membership, with recent
surveys showing that a majority who are
currently in this role are planning to retire
VRPHWLPHLQWKHQH[WÀYH\HDUV+RZLVWKLV
issue shaping up in Canada?
LAPORTE: We are certainly seeing the
same thing here. And as more are retiring it
LVEHFRPLQJPRUHGLIÀFXOWWRDFWXDOO\UHFUXLW
from within the sector, so this presents a bit
of culture shock for those coming into this
role from outside higher education.
KULCZYCKI: There is no question that
trying to determine where our successors
will come from is a real challenge, especially
as budgets grow tighter. This is the case at
my own institution and for many others
ZKHUHWKHUHLVQ·WWKHÁH[LELOLW\WRDOORZIRU
a second-in-command model to let someone
gain experience without having to carry the
full load right away. Likewise, there isn’t
a lot of opportunity or maneuverability
from a financial standpoint to offer
learning opportunities. So this remains a
big challenge—one that will be with us for
some time, and, it sounds like, for our US
counterparts as well.
HUBBARD: Another hot topic with regard
to reducing costs at American universities
relates to the issue of shared services.
Has this been a point of conversation for
Canadian institutions?
LAPORTE: Absolutely. We recently
finished a series of meetings with our
national committees and advisory group
thought leaders. Those conversations
included looking at the issues
administrators are facing to determine
which ones we should tackle going
forward. Shared services came out as
RQH RI ÀYH SULRULW\ DUHDV ZH VKRXOG EH
considering at the institutional level, the
regional level, and at a national level.
Universities are really looking for guidance
and advice for how best to implement
the shared services model. A lot of work
is actually being done in various parts
of the country with respect to regional
shared services, but there is no common
model. What isn’t yet well understood is
how to achieve shared services within an
organization or between organizations.
HUBBARD: Becoming a more data-driven
institution has become a goal for many US
colleges and universities. Is there a similar
push for acquiring data in the Canadian
higher education system?
LAPORTE: Indeed. Access to common
datasets and benchmark data has become
D GHÀQLWH QHHG IRU RXU KLJKHU HGXFDWLRQ
administrators. Right now, the data is
largely fragmented in Canada, with many
different bodies holding the data. So, our
next big area of focus will be trying to
see how we can develop common data
sets to inform decision making in Canada
and to help our vice presidents run their
RUJDQL]DWLRQVPRUHHIÀFLHQWO\7KLVUHÁHFWV
a long-term vision for CAUBO.
Laura Hubbard is vice president for
ÀQDQFHDQGDGPLQLVWUDWLRQ8QLYHUVLW\DW
Buffalo, SUNY. [email protected].
PROTECT
YOUR CAMPUS
Keep your campus, staff, students and
faculty safe with the Commissionaires
team of dedicated professionals. We’re
the choice of more than 60 campuses
across Canada for crime prevention,
access control, intrusion detection, video
surveillance and more.
You can count on Commissionaires. Many
are former military and RCMP, superbly
trained and experienced to respond to
your security needs.
www.commissionaires.ca/campus
1 888 688 0715
16
We are the solution to payment evolution.
Emerging products and technologies are changing the checkout
experience daily. That’s why more businesses turn to Moneris.
Our full range of advanced payment solutions can keep pace with
tomorrow’s innovations and students’ expectations.
Visit us at booth #62
moneris.com | 1- 888-666-3747
[email protected]
MONERIS and MONERIS & Design are registered trade-marks of Moneris Solutions Corporation. TM MONERIS BE PAYMENT READY & Design
is a trade-mark of Moneris Solutions Corporation. All other marks and registered trade-marks are the property of their respective owners.
®
BEATING THE (BELL)
CURVE STARTS WITH...
• ^ãÙã¦®WÙãÄÙ
• ^Ê½çã®ÊÄãÊzÊçÙhÄ®òÙÝ®ãù͛ÝEÝ
• d«>Ù¦ÝãWÙ®òãZ/dKóÄÙÊ¥^ãçÄã
,ÊçÝ®Ä¦®ÄÄ
ĞŶƚƵƌŝŽŶƐƐĞƚDĂŶĂŐĞŵĞŶƚ/ŶĐ͛͘Ɛ;͞ĞŶƚƵƌŝŽŶ͟ͿƉƌŝǀĂƚĞƌĞĂůĞƐƚĂƚĞŝŶǀĞƐƚŵĞŶƚƐĂƌĞƐƵƉƉŽƌƚĞĚďǇĂƐƚƌŽŶŐ
ŚŝƐƚŽƌǇŽĨĐĂƉŝƚĂůƉƌĞƐĞƌǀĂƟŽŶĂŶĚƐƚĂďůĞƌĞƚƵƌŶƐĨŽƌĨŽƵŶĚĂƟŽŶƐ͕ĞŶĚŽǁŵĞŶƚƐĂŶĚƉĞŶƐŝŽŶƉůĂŶƐ͘
ĞŶƚƵƌŝŽŶŝƐƚŚĞůĂƌŐĞƐƚZ/dŽǁŶĞƌŽĨƐƚƵĚĞŶƚŚŽƵƐŝŶŐŝŶĂŶĂĚĂƉƌŽǀŝĚŝŶŐŝŶƐƟƚƵƟŽŶĂůͲŐƌĂĚĞƐƚƵĚĞŶƚŚŽƵƐŝŶŐ
ƐŽůƵƟŽŶƐ͘
To learn more, call or visit us online today.
Respect | Integrity | Simplicity | Excellence
1.888.992.5736 | centurionreit.com
IMPORTANT INFORMATION:dŚŝƐĐŽŵŵƵŶŝĐĂƟŽŶŝƐĨŽƌŝŶĨŽƌŵĂƟŽŶƉƵƌƉŽƐĞƐŽŶůǇĂŶĚŝƐŶŽƚ͕ĂŶĚƵŶĚĞƌŶŽĐŝƌĐƵŵƐƚĂŶĐĞƐŝƐƚŽďĞĐŽŶƐƚƌƵĞĚĂƐ͕ĂŶŝŶǀŝƚĂƟŽŶƚŽ
ŵĂŬĞĂŶŝŶǀĞƐƚŵĞŶƚŝŶĞŶƚƵƌŝŽŶZ/dŽƌZKd͘&ŽƌŵŽƌĞŝŶĨŽƌŵĂƟŽŶŽƌĨƵůůĚŝƐĐůĂŝŵĞƌƐ͕ƉůĞĂƐĞǀŝƐŝƚƵƐŽŶůŝŶĞĂƚǁǁǁ͘ĐĞŶƚƵƌŝŽŶƌĞŝƚ͘ĐŽŵŽƌĐĂůůƵƐĂƚϭ͘ϴϴϴ͘ϵϵϮ͘ϱϳϯϲ͘
2016 QUALITY AND PRODUCTIVITY AWARDS
Prix
de
Awards
2016 PRIX DE LA QUALITÉ ET DE LA PRODUCTIVITÉ
SHARE. LEARN. IMPROVE. | PARTAGER. APPRENDRE. AMÉLIORER.
Click
Cl
Cli
C
Clic
ick HERE
H R
HE
RE
E tto
o re
return
rettu
turn
tur
urrn to
o TABLE
TABL
TA
ABL
A
BL
B
LE OF
OF CONTENTS
CO
CON
C
O TENT
TEN
ENT
N S
19
A different class of
equipment financing
Balancing technology timelines with available fiscal funding
can be challenging for educational institutions. As a result,
universities rely on Macquarie for equipment financing tailored
to their strategic and budgetary needs.
Macquarie Equipment Finance is a global leader in customized
lease financing and asset management solutions. Through our
participation in CAUBO, we understand the most pressing issues
school administrators face and offer solutions that manage risk
while making equipment acquisition easier and more affordable.
Whether you’re looking to support campus greening
initiatives, reduce data security risks, implement private
cloud arrangements or take advantage of equipment trade in
programs, Macquarie offers a different class of products and
services for the higher education community.
3NØEHMCØNTSØLNQDØBNMS@BSØ,@BPT@QHDØ$PTHOLDMSØ%HM@MBDØ
@SØ
ØØØNQØUHRHSØL@BPT@QHDBNLLDE
This advertisement is provided for information only and as a description of Macquarie Equipment Finance Ltd., Company Number 605377-7 (Macquarie Equipment Finance), and is not an
expression of opinion or recommendation. Macquarie Equipment Finance makes no representation, warranty or promise that the information contained in this brochure accurately describes
the provision of finance or leasing services in any particular jurisdiction. Macquarie Equipment Finance does not purport to provide legal, taxation, accounting or financial advice to prospective
clients. The recipient should make its own assessment of any product or service referred to herein and seek appropriate advice. Macquarie Equipment Finance is not an authorized deposittaking institution for the purposes of the Banking Act 1959 (Commonwealth of Australia) and its obligations do not represent deposits or other liabilities of Macquarie Bank Limited ABN 46
008 583 542. Macquarie Bank Limited does not guarantee or otherwise provide assurance in respect of the obligations of Macquarie Equipment Finance and is not regulated in Canada as a
financial institution, a bank holding company or an insurance holding company. © Macquarie Group.
SHARE. LEARN. IMPROVE.
PARTAGER. APPRENDRE. AMÉLIORER.
2016 QUALIT Y AN D
PRODUCTIVIT Y AWARDS
2016 PRIX DE L A QUALITÉ
E T DE L A PRODUCTIVITÉ
Since 1987, the Canadian Association of University
Business Officers (CAUBO) has celebrated the
administrative achievements of our members through
the Quality & Productivity (Q&P) Awards Program.
The simple concept of sharing good ideas has grown into
an established best practices program that celebrates
the successes of our members and provides a venue for
spreading the word.
Depuis 1987, L’Association canadienne du personnel
administratif universitaire (ACPAU) souligne les bons coups
de ses membres par l’entremise du programme des prix
de la qualité et de la productivité. Le concept de départ,
qui consistait à communiquer de bonnes idées, a germé;
aujourd’hui, il s’agit d’un programme bien établi qui réunit
des pratiques exemplaires, met en valeur les réussites de
nos membres et constitue un moyen de diffuser ce savoir.
CAUBO promotes the professional and effective delivery
of services and administration of resources in all facets
of higher education. This annual awards program is
designed to recognize, reward and share achievements
of administrators in the introduction of new services,
improvement in the quality of services provided, and the
PDQDJHPHQWRIKXPDQÀQDQFLDODQGSK\VLFDOUHVRXUFHV
L’ACPAU s’occupe de promouvoir la prestation
SURIHVVLRQQHOOH GH VHUYLFHV HW O·DGPLQLVWUDWLRQ HIÀFDFH
de ressources dans toutes les facettes de l’enseignement
supérieur. Le programme des prix de la qualité et de la
productivité vise à récompenser et à faire connaître chaque
année les réalisations des administrateurs universitaires,
que ce soit pour l’introduction de nouveaux services,
l’amélioration de la qualité des services fournis, ou encore la
JHVWLRQGHVUHVVRXUFHVKXPDLQHVÀQDQFLqUHVRXSK\VLTXHV
21
C R ITE R I A
C R ITÈ R E S
The Q&P awards are split into two categories: Open
and Themed. The 2016 theme is Achieving and
'HPRQVWUDWLQJ 2SHUDWLRQDO (IÀFLHQF\. The Open
category considers submissions that fall under any other
topic.
Les prix de la qualité et de la productivité sont décernés
GDQVGHX[FDWpJRULHVJpQpUDOHHWWKpPDWLTXH/HWKqPH
de 2016 est : $WWHLQWHIRQFWLRQQHOOHGHO·HIÀFDFLWp
RSpUDWLRQQHOOH. Tous les dossiers ne correspondant pas
DXWKqPHWRPEHQWGDQVODFDWpJRULHJpQpUDOH
7KUHHQDWLRQDOSUL]HVDUHDZDUGHGLQHDFKFDWHJRU\
DQG HDFK FDUULHV D FDVK DZDUG ² IRU ÀUVW
SUL]HIRUVHFRQGSUL]HDQGIRUWKLUG
prize. There are also opportunities for Honourable
Mentions.
7URLV SUL[ QDWLRQDX[ VRQW GpFHUQpV GDQV FKDTXH
FDWpJRULHHWWRXVVRQWDFFRPSDJQpVG·XQHERXUVH
SRXU OH SUHPLHU SUL[ SRXU OH
GHX[LqPHSUL[HWSRXUOHWURLVLqPHSUL[
Des mentions honorables peuvent aussi être décernées,
mais aucune bourse ne sera offerte pour celles-ci.
The Selection Committee reserves the right not to give
an award if not warranted in its judgment.
Initiatives may be resubmitted by an institution provided
they contain additional qualitative and quantitative results.
Four categories are used to evaluate submissions for the
Quality and Productivity Awards, leading to a maximum
score of 100 points. The scoring factors and point values
for each category are as follows:
7UDQVIHUDELOLW\
,QQRYDWLRQ
4XDOLW\LPSDFW
3URGXFWLYLW\LPSDFW
22
Le comité de sélection peut décider de ne pas attribuer
XQSUL[V·LOFRQVLGqUHTX·DXFXQHFDQGLGDWXUHQHOHPpULWH
Un établissement peut présenter de nouveau une initiative
d’une année antérieure à condition de lui avoir apporté
des améliorations qualitatives et quantitatives.
/HV GRVVLHUV VRQW pYDOXpV VHORQ TXDWUH FULWqUHV
La note globale maximale est de 100 points. Les quatre
FULWqUHVG·pYDOXDWLRQHWOHXUSRQGpUDWLRQVRQWOHVVXLYDQWV
7UDQVIpUDELOLWp
,QQRYDWLRQ
,PSDFWVXUODTXDOLWp
,PSDFWVXUODSURGXFWLYLWp
FIRST PRIZE , THEMED CATEGORY
6LPRQ)
)UDVHU8
8QLYHUVLW \
(Back L-R) Laura Simonsen, Matthew Cimone, Mark McLaughlin, Grady Ott, Adriano Silva, Mebs Lalani, Dan Traviss, Brady Yano.
)URQW/5$GULDQ6PLWK&DQGDFH/H5R\5DFKHO7HOOLQJ(XQLFH/DP/DUU\:DGGHOO&KLHI)DFLOLWLHV2IÀFHU0LVVLQJ-RVKXD&DLUQV
Lynda Hewitt, Chris Hodgson, Todd Gattinger, Craig Changfoot, Marie Schneider.
SFU Zero Waste Initiative
In January 2014, as part of its Sustainability Strategic Plan, SFU
launched its Zero Waste Initiative with the aim of increasing
GLYHUVLRQRIZDVWHIURPODQGÀOOIURPWRZKLOHGRXEOLQJ
the amount recycled or composted. This goal was achieved
within 18 months thanks to: infrastructure improvements;
cross-departmental governance; a comprehensive and engaging
multimedia communication strategy to encourage behaviour
change; demand-side management (waste production); and strong
administrative support. Streamlining and standardizing waste
PDQDJHPHQWDFURVVWKHHQWLUHXQLYHUVLW\UHVXOWHGLQÀQDQFLDODQG
greenhouse gas emission savings as well as increased operational
HIÀFLHQFLHVDQGHQKDQFHGVXVWDLQDELOLW\HGXFDWLRQ
Composed of major campus departments and groups, the SFU
Zero Waste Committee uses data from waste monitoring, audits
and an annual survey to review progress and set priorities.
The committee has developed a model of institutional waste
management that is applicable to any institution, regardless of
size, and more than 50 institutions across North America have
looked to SFU for leadership in Zero Waste best practice.
For further information on this project, please contact:
Rachel Telling, Coordinator, Zero Waste Initiative,
6)86XVWDLQDELOLW\2IÀFH6LPRQ)UDVHU8QLYHUVLW\
778-782-9868 | [email protected]
An in-depth look at SFU’s waste footprint spawned innovative
ways of incorporating circular economy principles into everyday
function such as requiring vendors to eliminate non-recyclable/
compostable packaging and procurement to consider the impact
of an item or service’s full life cycle.
23
SECOND PRIZE , THEMED CATEGORY
0F0DVWHU8
8QLYHUVLW \
(Left, bottom to top) Becky Lavigne, Austin Noronha, Sue Graci, Karen Campbell, Laurie Hickey, Deidre Henne.
(Right, bottom to top) Sharon Patry, Roxanne Headrick, Sarah Nunes, Lina Persadie, Angelo DiLettera, Terri Wetton.
6KRZ0H7KH0RQH\7XUQLQJ$3,QWRD3URÀW&HQWUH
Looking to grow revenue without impacting the student
experience, McMaster leveraged their Procurement Card (PCard)
contract in order to reduce expenses and administrative payment
processing time while mitigating risks. As part of the institution’s
migration to a new ERP in December 2013, Accounts Payable
(AP) rolled out the required use of a PCard to virtually every
faculty and department for purchases valued less than $10,000.
The transition immediately increased PCard vendor rebates,
which are partly based on average per card spend.
In 2015, McMaster increased PCard rebate capability even
further by obtaining virtual PCards used by AP to pay purchase
order invoices in lieu of cutting cheques. For the initial phase,
AP partnered with the Strategic Procurement unit to contract
a favourable PCard rebate program and identify potential
supplier payments targeting high dollar purchases.
24
Since launching the project, McMaster has increased rebates
received from its credit card provider by 150% – and climbing.
The project also supports the university’s cash management
objectives by providing a monthly scheduled debit to its bank
account as opposed to daily cheque runs, and AP has control
and visibility over the one transaction.
This model can be applied to any institution participating in
a corporate procurement card program that realizes rebates or
incentives with little impact on how their AP department functions.
Terri Wetton, Senior Manager,
Accounts Payable, McMaster University
905-525-9140 ext. 24942 | [email protected]
THIRD PRIZE , THEMED CATEGORY
0F*LOO8
8QLYHUVLW \
/5+ROO\(VDN-HIIUH\0LOHV-DUURG1LFKRO6XELEH&KRXGKXU\.DUHQ=ZLFNHU'U-XOLH&KHYUHWWH'U-LP*RXUGRQ
Quality Starts Here: Changing the Way We Work
To minimize the impact of last-minute staff shortages on service
quality when scheduling 80 employees across seven different
locations, McGill University used a Lean Six Sigma methodology
to streamline work processes. As a result, the absence of any
single employee has no direct impact on operations.
In 2015, McGill saved $278,460 by eliminating the need for nine
full-time casual employees. By no longer having to reschedule
staff, managers saved $25,000 worth of time that was reinvested
into quality improvement projects. The cost of the project: a
mere $800 for the boards.
The project started by analyzing individual work processes
over the course of a week. Workloads were then divided into
blocks assigned to five-person teams over a five-day cycle.
A Lean approach eliminated waste from processes, allowing
employees to assume an 80% workload for every seven-hour
shift so they could easily absorb the work of an absent colleague.
To rearrange their workloads, teams use management boards
that highlight the work needing to be done for a given day, as
well as progress status and completion. The boards also help
staff address one-off tasks, and signal needs to management.
Jarrod Nichol, Lean Thinking Administrator
Comparative Medicine and Animal Resources Center,
McGill University
25
And now,
today’s
economics
lesson.
Whether you need a car for work or
rewarding yourself with a getaway,
you’ll enjoy great savings and
benefits. Plus, get AIR MILES®
Reward Miles with qualifying rentals.
As a CAUBO member you can enjoy
exclusive rates on your next
business rental or save up to 25%
off base rates* on your next leisure
rental.
For more information or to make a
reservation, visit budget.ca/caubo.
*Discount of up to 25% off the base rate, at participating Budget locations in Canada and the U.S. All taxes, fees (including but not limited to Air Conditioning Excise Recovery Fee, Concession Recovery Fee, Vehicle License Recovery Fee, Energy Recovery Fee, Tire Management Fee,
and Frequent Travel Program Fee), surcharges (including but not limited to Customer Facility Charge and Environmental Fee Recovery Charge), optional products such as LDW and refuelling are extra. The discount received depends on fleet availability, location, type of car rented and
seasonality. Discount excludes Group X vehicles. Holiday and other blackout periods may apply. Vehicle must be returned to rental location. Weekly rates require a minimum five day rental period. Weekend rate available Thursday noon; car must be returned by Monday 11:59 p.m.,
or higher rate will apply. A Saturday night keep and an advance reservation may be required. Rates are non-discountable and cannot be combined with any other BCD#, coupon, discounted or prepay rate or promotional offer. Kilometre restrictions apply on all Specialty vehicles. Offer
subject to vehicle availability at the time of rental and may not be available on some rates at some times, including some online rates at avis.com. Renter must meet Avis age, driver and credit requirements. Minimum age is 25 but may vary by location. An additional daily surcharge
may apply for renters under 25 years old.
®†™† Trademarks of AIR MILES International Trading B.V. Used under license by LoyaltyOne, Co. and Budgetcar, Inc.
© 2016 Budgetcar, Inc. All Rights Reserved. ®Budget is a Registered trademark licensed to Budgetcar, Inc. for use in Canada.
FIRST PRIZE , OPEN CATEGORY
5\HUVRQ8
8QLYHUVLW \
/5-DQLFH:LQWRQ-RDQQH0F.HH5HHGD0DKPRRG'RXJ)XUFKQHU.DPDO%XGZDO3HWHU*HH%UHQGDQ3ULHWR-LPP\+XDQJ
RU Debt Free Student Financial Literacy Course
In fall 2014, Ryerson University launched RU Debt Free, a
comprehensive post-secondary financial literacy course
provided free of charge to students at any stage of their academic
career. The goal is to help students, both during and after their
university years, avoid the economic hardship associated with
lack of financial information.
Student mentors trained by Ryerson’s Credit & Collection Manager
teach the face-to-face classes, with a peer-to-peer approach that
has proven particularly engaging. Using easy-to-understand
KDQGERRNV DQG LQWHUDFWLYH PDWHULDOV WKH SURJUDP FRYHUV ÀYH
subjects: Budgeting, Banking, Credit Basics, Paying for School, and
Life After School. Provided with all class materials and a healthy
snack, students are invited to join in team activities designed
to reinforce learning. The course culminates in a graduation
ceremony, where prizes and gifts are awarded.
Each course can accommodate 100 students per semester
divided among morning and afternoon sessions. More than
320 students have already benefited from the program, which is
promoted across campus on Ryerson’s video monitor network,
at orientation events, and on Facebook.
The program addresses a national issue common among
post-secondary students, and Ryerson’s RU Debt Free team
is prepared to share their course materials at no charge, and,
where feasible, train program coordinators and instructors from
other institutions.
Doug Furchner, Manager,
Credit & Collection Services, Ryerson University
27
SECOND PRIZE , OPEN CATEGORY
:HVWHUQ8
8QLYHUVLW \
(L-R) Steve Alb, Hosham Alimorad, Stephen Cribar.
Supporting Student Business:
Building Trust and Relationships With Student Entrepreneurs
In March 2015, Western Retail Services (WRS) partnered with
Propel Entrepreneurship, a Campus-Linked Accelerator program
administered through the Ontario government’s Centres of Excellence that provides co-working space, mentorship, seed funding,
events, and advocacy for youth-based start-ups. WRS provides
retail space in the main bookstore to highlight student businesses
and their products. The university also offers ‘pitch nights,’ as well
as well as assistance to navigate new challenges in the retail world.
Propel screens retail-based clients for market readiness, stability and
quality of products while WRS provides dedicated space on three
campus locations, allowing start-ups to introduce their brands to
QHZFXVWRPHUVLQWKH:HVWHUQFRPPXQLW\6WXGHQWVEHQHÀWIURP
real-life exposure to the challenges of getting their products to
market, and the ability to tap into the bookstore’s retail expertise.
28
This strategic partnership provides the bookstore access to
trendy, student-centric products. Western University has the
opportunity to gain incremental revenue, while bringing
awareness, communicating, and demonstrating that its core
values are aligned with those of students.
Any university retail operation can use this idea to connect
with students, transforming the existing dynamic of pushing
products and services into a stronger and more collaborative
relationship on campus.
Hosham Alimorad, Associate Director,
Business Strategy and IS, Western University
THIRD PRIZE , OPEN CATEGORY
7e /84
David Dubé, Sébastien Quirion-Ferland, Sabrina Tremblay, Martin Noël, Amélie Bourgault, Manouane Théberge, Philippe Hardy.
(Missing) Chantal Collin, André Bélair.
MaTÉLUQ, the University Web Portal for TÉLUQ students
Launched in September 2014, the MaTÉLUQ student web portal
gives students an innovative way of managing their studies at
TÉLUQ, an on-line university that advocates high quality and
accessible university-level study. In just a few clicks, students
can access their entire file, including their program summary,
course selection, deadlines and performance indicators, as well
as various tools. Students receive reminders and motivational
messages, and can requests certain documents online, including
transcripts in PDF format, which reduces mail-outs and, thus,
TÉLUQ’s environmental footprint.
7KHGLJLWDOSODWIRUPLQFUHDVHVRUJDQL]DWLRQDOHIÀFLHQF\E\DOORZLQJ
academic advisors to follow students’ development in real time
and offer targeted, personalized support. Staff have also reported
that since the launch of MaTÉLUQ, questions and requests from
VWXGHQWVKDYHHYROYHGDQGEHFRPHPRUHVSHFLÀF,QDGGLWLRQWKH
XQLYHUVLW\KDVEHHQDEOHWRUHGXFHLWVIXOOWLPHRIÀFHSRVLWLRQVE\
two, for an annual saving of more than $100,000.
MaTÉLUQ has received positive feedback from students on its
cutting-edge and user-friendly design, and is unique from other
university web portals in that it groups all the tools students
need to manage their studies in one place.
With a modular and flexible design, the MaTÉLUQ portal
can be adapted to meet a variety of institutional needs. The
MaTÉLUQ team is open to providing expertise and support to
other institutions looking to implement the tool.
Martin Noël, Interim General Director
and Director of Academic Affairs, TÉLUQ
418-657-2747 x5201 | [email protected]
29
HONOUR ABLE MENTION
HONOUR ABLE MENTION
0F*LOO8
8QLYHUVLW \
8QLYHUVLW \R
RI7
7RURQWR
(L-R) Oliver De Volpi, Mathieu Laperle, Paul Meldrum, Michael Bleho
/5%UXFH+RSSH-RKQ2JJ3DXO/LWWOHÀHOG'DUUHO)HUQDQGRSXOOH
Usama Makary, Ron Swail, Philippe André. (Missing) Stacey Wilson
McGill Feeding McGill
)DFLOLWLHV6HUYLFHV,QYRLFH:RUNÁRZ3URMHFW
McGill Feeding McGill is a great example of how a public
institution can support large-scale food production. Realizing
that the University’s Macdonald Campus Farm had potential
beyond teaching and research, Student Housing and Hospitality
Services (SHHS) turned to the research station as a supplier for
foodservices. By 2013, the Horticultural Research Station became
the main produce provider for SHHS. To date, the farm has
supplied 120,000 kg of fruits and vegetables and 180,000 eggs,
while creating more than 12,000 hours of student employment
experience in commercial-scale agricultural production.
A broadly transformative project, the Facilities & Services (F&S)
:RUNÁRZLQLWLDWLYHDXWRPDWHVWKHGHSDUWPHQW·VLQYRLFHSD\PHQW
SURFHVVVLJQLÀFDQWO\LQFUHDVLQJSURGXFWLYLW\IRUPRUHWKDQVWDII
members across the university. Embedded with internal controls,
WKHHOHFWURQLFLQYRLFHZRUNÁRZV\VWHPJLYHVXVHUVWKHDELOLW\WR
view and approve invoices using SAP or web interface. This reduces
risk by eliminating potential duplicate payments, promoting
greater accountability and transparency, and generating several
customized management reports that provide new opportunities for
management oversight of spend analysis. Ensuring timely approval
of F&S payables also enables opportunities for early payment
discounts. Meanwhile, budgetary controls are enhanced thanks
to real time data on budget expenditures and accrual valuations.
The initiative has allowed SHHS to increase its proportion of
local food, maintain its position as a pioneer of sustainability on
campus, and connect members of the McGill community with
the food they eat. SHHS has reached more than 7,500 students
through Local Food Days, Meatless Mondays and culinary
workshops that teach students how to prepare healthy meals.
As a spinoff of this project, the university also launched the
installation of rainwater collection vessels to reduce the amount
of water used in its operations, and a large-scale leaf composting
program to reduce the need for fertilizer on farm fields.
Whether on a large or small scale, any institution can reduce its
carbon footprint and promote healthier food choices by utilizing
its own land to feed the student body, or partnering with local
farms and organizations to source more sustainable products.
Monique Lauzon, P.Dt. Marketing and Nutrition Counselor,
McGill University
30
The software uses state-of-the art optical scanning technology to
enable data mining from scanned invoices. These include utility
meter readings, which are stored in an energy database automated
to generate key metrics and up-to-date consumption data. A robust
search tool allows users to easily extract information. An electronic
DSSURYDOV\VWHPDOVRVLJQLÀFDQWO\UHGXFHVSDSHUFRQVXPSWLRQ²
approximately 60% of invoices are now received by email.
The system was pro-actively designed to permit transferability to
other departments with relatively little customization, and plans
are underway to work collaboratively with other institutions to
discuss transferability potential.
Darrel Fernandopulle, Director,
Finance – Facilities & Services, University of Toronto
H U N DRE DS OF B EST PR ACTICES AT YOU R FINGERTI P S…
&$8%2PHPEHUVFLWHWKDWDFFHVVWREHVWSUDFWLFHVWKDWKHOSÀQGVROXWLRQVWRLVVXHVDQGLGHQWLI\RSSRUWXQLWLHV
for improved operations or on-campus experiences are amongst the most valuable resources available in the
CAUBO community. The Q&P database has grown to be a very important source for precisely that.
All Q&P submissions from 2004 onwards have been archived in a searchable database.You can search by keyword,
\HDURULQVWLWXWLRQWRÀQGLQQRYDWLYHSUDFWLFHVWKDWFDQEHDSSOLHGWR\RXULQVWLWXWLRQWRGD\
GET STARTED
BY VISITING
www.caubo.ca.
31
PREMIER PRIX , CATÉGORIE THÉMATIQUE
6LPRQ)
)UDVHU8
8QLYHUVLW \
*'(QDUULqUH/DXUD6LPRQVHQ0DWWKHZ&LPRQH0DUN0F/DXJKOLQ*UDG\2WW$GULDQR6LOYD0HEV/DODQL'DQ7UDYLVV%UDG\<DQR
*'(QDYDQW$GULDQ6PLWK&DQGDFH/H5R\5DFKHO7HOOLQJ(XQLFH/DP/DUU\:DGGHOO$EVHQWVGHFHWWHSKRWR-RVKXD&DLUQV/\QGD+HZLWW
Chris Hodgson, Todd Gattinger, Craig Changfoot, Marie Schneider
Initiative zéro déchet de la SFU
Dans le cadre de son plan stratégique sur la durabilité, la SFU a
lancé en janvier 2014 son Initiative zéro déchet, qui avait pour
objectif de faire passer de 25 à 70 % son taux de réacheminement
des déchets et de doubler la quantité de déchets recyclés ou
compostés. Cet objectif a été atteint en seulement 18 mois grâce à
une série de facteurs : des travaux d’infrastructure; la mise en place
d’une structure de gouvernance interdépartementale; l’exécution
d’une stratégie multimédia structurante et motivante visant à
faire changer les habitudes; l’implantation de la gestion axée sur
la demande (production des déchets); et un important soutien
DGPLQLVWUDWLI$XÀQDOODVLPSOLÀFDWLRQHWO·XQLIRUPLVDWLRQGHOD
gestion des déchets sur tout le campus se sont traduits par des
économies budgétaires, la réduction des émissions de gaz à effet
GHVHUUHGHVJDLQVG·HIÀFDFLWpHWXQHPHLOOHXUHVHQVLELOLVDWLRQj
la durabilité.
Composé de grands départements et groupes du campus,
le Comité zéro déchet de l’université s’appuie sur plusieurs
sources (recensions des déchets, audits et enquête annuelle) pour
évaluer les progrès accomplis et établir les priorités. Depuis que
le Comité a mis au point son modèle de gestion des déchets,
qui peut s’appliquer aux établissements de toute taille, plus de
50 établissements d’Amérique du Nord ont décidé d’appliquer
les pratiques exemplaires « zéro déchet » de la SFU.
Pour obtenir de plus amples renseignements sur ce projet,
communiquez avec :
Rachel Telling, coordonnatrice, Initiative zéro déchet
Bureau de la durabilité, Simon Fraser University,
Après une analyse approfondie de sa production de déchets, la
SFU a trouvé des moyens novateurs d’incorporer les principes de
l’économie circulaire dans ses activités quotidiennes. Par exemple,
les fournisseurs ont dû éliminer les emballages non recyclables
et non compostables, et le Service de l’approvisionnement doit
désormais tenir compte de l’impact environnemental du cycle de
vie complet des articles et services.
32
DEUXIÈME PRIX , CATÉGORIE THÉMATIQUE
0F0DVWHU8
8QLYHUVLW \
(À gauche, de bas en haut) Becky Lavigne, Austin Noronha, Sue Graci, Karen Campbell, Laurie Hickey, Deidre Henne.
(À droite, de bas en haut) Sharon Patry, Roxanne Headrick, Sarah Nunes, Lina Persadie, Angelo DiLettera, Terri Wetton.
&RPPHQWIDLUHGHV&RPSWHVIRXUQLVVHXUVXQHVRXUFHGHSURÀW
Cherchant à accroître ses revenus sans nuire à l’expérience de ses
étudiants, McMaster a su mettre à contribution son contrat de
carte d’approvisionnement (PCard) pour réduire ses dépenses
et le temps de traitement des paiements, tout en atténuant les
risques. Dans le sillage de la migration de l’université vers un
QRXYHDX V\VWqPH GH SODQLÀFDWLRQ GHV UHVVRXUFHV HQ GpFHPEUH
2013, le Service des comptes fournisseurs a imposé la PCard à
quasiment tous les départements et facultés pour les achats de
moins de 10 000 $. Cette transition s’est immédiatement traduite
par une augmentation des rabais offerts aux utilisateurs de la
PCard, qui sont (entre autres) calculés en fonction de la moyenne
des dépenses effectuées avec la carte.
En 2015, McMaster a encore augmenté le potentiel de rabais de
la PCard en obtenant des versions virtuelles de la PCard, dont se
servent les Comptes fournisseurs pour payer leurs factures, au
lieu d’émettre des chèques. Pendant la phase initiale, les Comptes
fournisseurs se sont associés à l’Unité d’approvisionnement
stratégique pour élaborer un programme permettant de maximiser
les rabais obtenus grâce à la PCard et de recenser les paiements
qui pourraient être faits à des fournisseurs pour des achats de
grande valeur.
Depuis le début du projet, les rabais qu’obtient McMaster de
son fournisseur de carte de crédit ont augmenté de 150 % et sont
toujours en croissance. De plus, le projet contribue aux objectifs
de gestion de trésorerie de l’université, car les montants ne
sont maintenant débités de son compte qu’une fois par mois,
j GDWH À[H /·XQLYHUVLWp Q·D GRQF SOXV j SURGXLUH GHV FKqTXHV
quotidiennement, et les Comptes fournisseurs peuvent exercer
un maximum de contrôle et de supervision sur la transaction
mensuelle unique.
Ce modèle peut s’appliquer à n’importe quelle université
participant à un programme de carte d’approvisionnement pour
entreprises qui donne des rabais ou des récompenses, car il ne
QpFHVVLWHTXHGHWUqVOpJqUHVPRGLÀFDWLRQVDXIRQFWLRQQHPHQWGX
Services des comptes fournisseurs.
communiquez avec :
Terri Wetton, gestionnaire principal,
Comptes fournisseurs, McMaster University
905-525-9140, p. 24942 | [email protected]
33
TROISIÈME PRIX , CATÉGORIE THÉMATIQUE
8QLYHUVLWp0
0 F*LOO
*'+ROO\(VDN-HIIUH\0LOHV-DUURG1LFKRO6XELEH&KRXGKXU\.DUHQ=ZLFNHU'U-XOLH&KHYUHWWH'U-LP*RXUGRQ
Mieux s’organiser pour mieux travailler
Pour atténuer les répercussions des absences imprévues sur
la qualité du service, l’Université McGill s’est tournée vers la
PpWKRGRORJLH/HDQ6L[6LJPDHWVHVSULQFLSHVGHVLPSOLÀFDWLRQ
des processus. Résultat : l’absence d’un de ses 80 employés dans
l’un de leurs six lieux de travail n’enraye plus les opérations.
Les responsables du projet ont commencé par analyser les
processus de travail individuels pendant une semaine. Ensuite,
les charges de travail ont été divisées en blocs assignés à des
équipes de cinq personnes selon un cycle de cinq jours. Grâce à
l’approche Lean, les processus ont été épurés, ce qui a permis aux
employés d’assumer une charge de travail de 80 % par quart de
sept heures et d’ainsi pouvoir absorber le travail d’un collègue
HQFDVG·DEVHQFH3RXUUHFRQÀJXUHUOHXUVFKDUJHVGHWUDYDLOOHV
équipes utilisent des tableaux de gestion qui indiquent le travail
à faire par journée, la progression du travail et le travail terminé.
Ces tableaux aident aussi le personnel à s’occuper des tâches
imprévues et à signaler leurs besoins à la direction.
34
En 2015, McGill a économisé 278 460 $ en éliminant le besoin de
neuf employés occasionnels à temps plein. De plus, en n’ayant
plus besoin de réassigner les employés, les gestionnaires ont
économisé l’équivalent de 25 000 $ en temps, somme qui a été
réinvestie dans des projets d’amélioration de la qualité. Le coût
du projet? À peine 800 $ pour les tableaux.
communiquez avec :
Jarrod Nichol, administrateur lean
Centre de médecine comparative et de ressources animalières,
Université McGill
PREMIER PRIX , CATÉGORIE GÉNÉR ALE
5\HUVRQ8
8QLYHUVLW \
*'-DQLFH:LQWRQ-RDQQH0F.HH5HHGD0DKPRRG'RXJ)XUFKQHU.DPDO%XGZDO3HWHU*HH%UHQGDQ3ULHWR-LPP\+XDQJ
RU Debt Free : FRXUVGHOLWWpUDWLHÀQDQFLqUHSRXUOHVpWXGLDQWV
RU Debt FreeFRXUVGHOLWWpUDWLHÀQDQFLqUHSRXUOHVpWXGLDQWV
À l’automne 2014, Ryerson University a lancé RU Debt Free, un
FRXUV GH OLWWpUDWLH ÀQDQFLqUH GH QLYHDX SRVWVHFRQGDLUH RIIHUW
gratuitement aux étudiants universitaires de tous les niveaux. Le
cours a pour but d’aider les étudiants à éviter les écueils que le
PDQTXHGHFRQQDLVVDQFHVÀQDQFLqUHVSRXUUDLWOHXUFDXVHUDXVVL
bien à l’université que par la suite.
Les cours sont donnés en classe par des mentors étudiants formés
par le directeur du Service de crédit et de recouvrement de
Ryerson; c’est un modèle que les étudiants apprécient. S’appuyant
sur des manuels faciles à suivre et du matériel interactif, le
programme couvre cinq sujets : le budget, les comptes bancaires, le
b.a.-ba du crédit, les dépenses scolaires et la vie après l’université.
Les étudiants reçoivent gratuitement toute la documentation
nécessaire, en plus d’une collation santé, et sont invités à participer
à des activités d’équipe pour approfondir les leçons. Le cours se
termine sur une cérémonie de remise de diplôme, lors de laquelle
les étudiants peuvent gagner des prix et des cadeaux.
Le cours peut accueillir 100 étudiants par semestre à raison d’un
groupe le matin et un l’après-midi. À ce jour, plus de 320 étudiants
RQW SURÀWp GX SURJUDPPH /·XQLYHUVLWp HQ IDLW DFWLYHPHQW OD
promotion sur ses écrans disséminés partout sur le campus, lors
d’activités d’accueil et sur Facebook.
/HSURJUDPPHVHYHXWXQHUpSRQVHjXQÁpDXTXLWRXFKHQRPEUH
d’étudiants postsecondaires au pays. L’équipe du cours RU Debt
Free de Ryerson est prête à distribuer gratuitement son matériel
de cours et pourrait même, dans la mesure du possible, former
les coordonnateurs de programme et les enseignants d’autres
universités.
communiquez avec :
Doug Furchner, directeur
Service de crédit et de recouvrement, Ryerson University
35
DEUXIÈME PRIX , CATÉGORIE GÉNÉR ALE
:HVWHUQ8
8QLYHUVLW \
(G-D) Steve Alb, Hosham Alimorad, Stephen Cribar.
Aider les entreprises étudiantes : comment établir
GHVUHODWLRQVGHFRQÀDQFHDYHFOHVpWXGLDQWVHQWUHSUHQHXUV
En mars 2015, Western Retail Services (WRS) s’est associée à Propel
Entrepreneurship, un programme d’accélérateur d’entreprises
situé sur le campus. Ce partenariat a été rendu possible grâce
aux Centres d’excellence de l’Ontario, qui proposent de l’espace
de cotravail, du mentorat, des activités, de la promotion et du
ÀQDQFHPHQWGHGpPDUUDJHDX[HQWUHSULVHVFUppHVSDUGHVMHXQHV
Pour sa part, WRS fournit de l’espace de vente dans sa plus grande
OLEUDLULHDÀQGHGRQQHUGHODYLVLELOLWpDX[HQWUHSULVHVpWXGLDQWHVHW
à leurs produits. Quant à l’université, elle organise une soirée de
rencontre avec des investisseurs et aide les jeunes entrepreneurs
à trouver leurs repères dans le monde du commerce de détail.
Propel évalue ses clients du domaine de la vente au détail en
fonction de leur degré de préparation à la commercialisation, de
leur stabilité et de la qualité de leurs produits. Pour sa part, WRS
offre à ces jeunes entreprises de l’espace dans trois magasins sur
le campus pour leur donner la chance de présenter leur marque à
de nouveaux clients de la communauté universitaire de Western.
Ainsi, les étudiants entrepreneurs ont la chance d’être exposés
DXGpÀGHSHUFHUOHPDUFKpDYHFOHXUVSURGXLWVHWGHSURÀWHUGH
l’expertise de la librairie dans le domaine de la vente au détail.
36
Par ailleurs, ce partenariat stratégique permet à la librairie de
proposer de nouveaux produits susceptibles d’intéresser la
clientèle étudiante. Ainsi, Western University a la possibilité
d’engranger des revenus supplémentaires tout en démontrant
clairement la correspondance entre ses grandes valeurs et celles
des étudiants.
Tout commerce universitaire peut reprendre cette idée pour établir
un lien avec les étudiants et ainsi transformer la dynamique
vendeur-acheteur en une relation plus forte et collaborative.
communiquez avec :
Hosham Alimorad, directeur associé
Stratégie d’affaires et système d’information, Western University
TROISIÈME PRIX , CATÉGORIE GÉNÉR ALE
7e /84
(G-D) David Dubé, Sébastien Quirion-Ferland, Sabrina Tremblay, Martin Noël, Amélie Bourgault, Manouane Théberge, Philippe Hardy.
(Absents de cette photo) Chantal Collin, André Bélair
MaTÉLUQ, le portail Web des étudiants de la TÉLUQ
Lancé en septembre 2014, le portail étudiant MaTÉLUQ donne
aux étudiants une manière novatrice de gérer leurs études à la
TÉLUQ, une université en ligne qui propose des programmes
universitaires accessibles et de grande qualité. En quelques
clics, les étudiants ont accès à tout leur dossier : résumé de leur
programme, choix de cours, dates de remise et indicateurs de
performance, en plus d’un certain nombre d’outils. Les étudiants
reçoivent des rappels et des messages de motivation et peuvent
demander certains documents en format électronique, comme
leurs relevés de notes en format pdf. Cette façon de faire permet
de grandement réduire le volume de courrier et, par le fait même,
l’empreinte environnementale de la TÉLUQ.
Fait à noter, la plateforme numérique augmente l’efficacité
organisationnelle en permettant aux conseillers aux études de
suivre la progression de étudiants en temps réel et de leur offrir
un soutien ciblé et personnalisé.
MaTÉLUQ a été bien accueilli par les étudiants en raison de sa
conception moderne et conviviale. Il se distingue des portails des
autres universités en ce qu’il regroupe en un seul endroit tous
les outils dont les étudiants ont besoin pour gérer leurs études.
Grâce à sa conception souple et modulaire, le portail MaTÉLUQ
peut être adapté pour répondre à divers besoins de l’université.
L’équipe de MaTÉLUQ est ouverte à offrir son expertise et son
soutien à d’autres universités qui souhaiteraient implanter un
outil similaire.
communiquez avec :
Martin Noël, directeur général par intérim
et directeur des affaires académiques, TÉLUQ
418-657-2747, p. 5201 | [email protected]
Les employés ont noté que depuis le lancement de MaTÉLUQ,
les questions et les demandes des étudiants se font plus précises
qu’auparavant. De plus, l’université a pu économiser 100 000 $
en abolissant deux postes à temps plein.
37
MENTION HONOR ABLE
MENTION HONOR ABLE
8QLYHUVLWp0
0 F*LOO
8QLYHUVLW \R
RI7
7RURQWR
(G-D) Oliver De Volpi, Mathieu Laperle, Paul Meldrum, Michael Bleho
*'%UXFH+RSSH-RKQ2JJ3DXO/LWWOHÀHOG'DUUHO)HUQDQGRSXOOH8VDPD
Makary, Ron Swail, Philippe André. (Absente de cette photo) Stacey Wilson
McGill nourrit McGill
Projet de traitement des factures
McGill Feeding McGill est un exemple parfait de la manière
dont un établissement universitaire peut soutenir la production
alimentaire à grande échelle. Réalisant que le potentiel de la
ferme du campus Macdonald ne se limitait pas à la recherche et
à l’enseignement, le Service des résidences et du logement des
étudiants (SRLE) s’est tourné vers elle pour trouver une nouvelle
source d’approvisionnement alimentaire. Ainsi, dès 2013, la station
de recherche horticole est devenue le principal producteur de
fruits et légumes du SRLE. À ce jour, la ferme a produit quelque
120 000 kg de fruits et légumes et 180 000 œufs pour le Service,
en plus d’offrir aux étudiants plus de 12 000 heures d’expérience
professionnelle en production agricole commerciale.
Chantier transformateur s’il en est un, l’initiative de traitement
du groupe des installations et des services a permis d’automatiser
le processus de paiement du groupe, ce qui s’est traduit par
une augmentation spectaculaire de la productivité de plus de
100 employés de l’université. Muni de contrôles internes, le
système de traitement électronique des factures donne aux
utilisateurs la possibilité de voir et d’approuver les factures à
l’aide de SAP ou d’une interface Web. Cette façon de faire permet
de réduire le risque, dans la mesure où elle élimine les paiements
en double qui pouvaient survenir, favorise une meilleure reddition
de comptes et une plus grande transparence et génère plusieurs
rapports de gestion personnalisés qui donnent aux gestionnaires
la possibilité d’analyser les dépenses de façon plus approfondie.
Par ailleurs, l’approbation rapide des comptes payables par le
groupe des installations et des services permettra à celui-ci de
EpQpÀFLHUGHUDEDLVSRXUOHSDLHPHQWKkWLI(QRXWUHOHVFRQWU{OHV
budgétaires sont renforcés grâce aux données en temps réel sur
les dépenses budgétaires et les valeurs comptables.
Grâce à cette initiative, le SRLE a pu augmenter sa proportion
d’aliments locaux, maintenir sa position de pionnier de la viabilité
sur le campus et établir un rapport de proximité entre les membres
de la communauté universitaire de McGill et la nourriture qu’ils
consomment. Au total, le SRLE a attiré plus de 7 500 étudiants à
l’occasion de ses journées des aliments locaux, de ses lundis sans
viande et de ses ateliers culinaires santé.
Dans la foulée de cette initiative, l’université a procédé à
l’installation de systèmes de collecte des eaux de pluie pour
réduire la quantité d’eau qu’elle utilise, en plus de lancer un
programme de compostage des feuilles de grande envergure
pour réduire le besoin de fertilisants dans les champs de la ferme.
Que ce soit à petite ou à grande échelle, toutes les universités
peuvent réduire leur empreinte carbone et faire la promotion de
choix alimentaires santé en utilisant une partie de leur terrain
pour nourrir leurs étudiants, ou en s’associant à des fermes et
organismes locaux pour s’approvisionner en produits durables.
communiquez avec :
Monique Lauzon, Dt.P., conseillère en marketing et en nutrition
Université McGill
38
Le logiciel utilise les dernières technologies en matière de
numérisation pour permettre l’exploration de données à partir
des factures numérisées. Parmi ces données, citons les valeurs des
compteurs de services publics, qui sont consignées dans une base
de données sur l’énergie qui génère automatiquement des mesures
clés et des données de consommation à jour. De plus, grâce à
l’excellent outil de recherche, les utilisateurs peuvent facilement
extraire l’information qu’ils cherchent. Pour terminer, le système
d’approbation électronique permet de réduire considérablement
la consommation de papier. En effet, environ 60 % des factures
sont maintenant reçues par courriel.
Le système a été conçu pour pouvoir être transféré à d’autres
services sans trop d’ajustements, et on explore actuellement la
possibilité de collaborer avec d’autres universités pour discuter
du potentiel de transférabilité.
communiquez avec :
Darrel Fernandopulle, directeur
Finance – Installations et services, University of Toronto
DES CENTAINES DE PRATIQUES EXEMPLAIRES À VOTRE PORTÉE
6HORQOHVPHPEUHVGHO·$&3$8OHVSUDWLTXHVH[HPSODLUHVÀJXUHQWSDUPLOHVUHVVRXUFHVOHVSOXVXWLOHVRIIHUWHV
SDUO·$VVRFLDWLRQGDQVODPHVXUHRHOOHVOHVDLGHQWjWURXYHUGHVVROXWLRQVjOHXUVSUREOqPHVHWGHVIDoRQV
d’améliorer leurs processus ou encore la qualité de vie sur le campus. Or, la base de données sur la qualité et la
productivité est justement une source importante de ce genre de pratiques.
Tous les dossiers touchant la qualité et la productivité depuis 2004 ont été archivés dans une base de données
comprenant une fonction de recherche.Vous pouvez chercher par mot-clé, année ou établissement pour trouver
GHVSUDWLTXHVQRYDWULFHVTXLSRXUUDLHQWrWUHDSSOLTXpHVjYRWUHXQLYHUVLWpGqVPDLQWHQDQW
POUR CONSULTER LA
BASE DE DONNÉES,
RENDEZ-VOUS AU
www.acpau.ca.
39
LI S T O F S U B M I S S I O N S / LI S TE D E S SO U M I S S I O N S
,QVWLWXWLRQ
Établissement
7LWOHRI3URSRVDO
Titre de la proposition
&RQWDFW3HUVRQ
Personne
Ressource
Telephone/Email
Téléphone/Courriel
University of Alberta
Envision – Funding Sustainability:
How Energy Management Savings
Fund Sustainable Initiatives at the
University of Alberta
Michael Versteege
780-492-4024
[email protected]
The University of
British Columbia
Improving Finance
Service Delivery Through
Restructuring to a Team-Based
Approach in the Faculty of Medicine
Evie Mandel
604-827-1313
[email protected]
University of Calgary
&HUWLÀFDWHRI5HFRJQLWLRQ&25²
Implementing and
Auditing your Health
and Safety Management System
Rae Ann Aldridge
403-220-3762
[email protected]
University of Calgary
Emergency Management
and Business Continuity
as an Institution Priority
Rae Ann Aldridge
403-220-3762
[email protected]
Carleton University
Cultivating a Leader-ful University
Cindy Taylor
613-520-2600 ext. 7847
[email protected]
Carleton University
Going Green:
A Collaborative Approach to
(QHUJ\(IÀFLHQF\DQG&DSLWDO
Renewal at Carleton University
Darryl Boyce
613-520-4475
[email protected]
University of Guelph
A Student Engaged Campus
Sustainability Initiative
McGill University
Catalyzing a Culture of
Sustainability at McGill with the
Sustainability Projects Fund (SPF)
McGill University
Implementation of the
Incident Command System at
McGill University
McGill University
McGill Feeding McGill
McGill University
McGill Health and
Wellbeing Program
McGill University
McGill’s Sustainable
Procurement Planning –
A Holistic and Strategic Approach
McGill University
Quality Starts Here:
Changing the Way We Work
40
Dan Maclachlan
519-824-4120 ext. 52114
[email protected]
Francois Miller
514-398-7358
[email protected]
Pierre Barbarie
514-398-5236
[email protected]
Monique Lauzon
514-398-5850
[email protected]
Sharron Smith
514-398-2104
[email protected]
Kathy Zendehbad
514-398-4608
[email protected]
Jarrod Nichol
514-398-6891
[email protected]
&RQWDFW3HUVRQ
Personne
Ressource
Telephone/Email
Téléphone/Courriel
Terri Wetton
905-525-9140 ext. 24942
[email protected]
,QVWLWXWLRQ
Établissement
7LWOHRI3URSRVDO
Titre de la proposition
McMaster University
Show Me The Money!
7XUQLQJ$3,QWRD3URÀW&HQWHU
University of New
Brunswick
Collaborative Development
of a Governance and
Reporting Framework for
Land Development Activities
University of Ottawa
Residence Expansion
Michel Guilbeault
Ryerson University
RU Debt Free
Student Financial Literacy Course
Doug Furchner
416-979-5017
[email protected]
Simon Fraser University
SFU Zero Waste Initiative
Rachel Telling
778-782-9868
[email protected]
Téluq
MaTÉLUQ, le portail Web
des étudiants de la TÉLUQ
Martin Noël
418-657-2747 ext. 5201
[email protected]
University of Toronto
Asbestos Tracker
Irfan Miraj
416-946-0101
[email protected]
Facilities & Services (F&S)
,QYRLFH:RUNÁRZ3URMHFW
Darrel Fernandopulle
416-978-6858
[email protected]
Quality Improvements to
Implementing Capital Projects
Research Administration
Improvement & Systems
Enhancement
Vancouver Island
University
Canada Learning Bond Outreach,
an Innovative Approach to
Community Involvement
Vancouver Island
University
Fund Ledger/
Awards Management System
Susie Caswell
Western University
Mobile Computer Initiative
Ryan Austin
Western University
Supporting Student Business:
Building Trust and Relationships
With Student Entrepreneurs
Barbara A.W.
Nicholson
Adrienne De
Francesco
Patrick Boal
Ralph Nilson
Hosham Alimorad
506-453-4525
[email protected]
6013-562-5800 ext. 3039
[email protected]
416-978-8228
[email protected]
616-559-8109
[email protected]
250-740-6102
[email protected]
250-740-6216
[email protected]
519-661-3300
[email protected]
519-661-3099
[email protected]
41
S E L E C T I O N C O M M I T T E E /C O M I T É D E S E L E C T I O N
ONTARIO:
SPONSOR/COMMANDITAIRE:
Marc Joyal
Vice-President, Resources/
vice-recteur aux ressources
University of Ottawa/Université d’Ottawa
Adelina Gregoriou
Regional Manager, Global Partnerships & Travel –
Eastern Canada/
chef-régional, ventes et partenariats à l’échelle mondiale –
Est du Canada
Avis Budget Group
EAST/EST:
Sharon Johnson-Legere
Vice-President, Finance and Administration/
YLFHUHFWULFHDGPLQLVWUDWLRQHWÀQDQFH
NSCAD University
QUÉBEC:
André Dorion
Vice-President, Human Resources, Administration and Finance/
vice-recteur aux ressources humaines,
jO·DGPLQLVWUDWLRQHWDX[ÀQDQFHV
Université du Québec à Montréal
SPONSOR/COMMANDITAIRE:
JD Christman
National Account Manager/
directeur de compte national
Macquarie Equipment Finance Ltd.
CAUBO/ACPAU:
Nathalie Laporte
Executive Director/
Directrice générale
WEST/OUEST:
Dave Button (Chair/président)
Vice-President (Administration)/
YLFHUHFWHXUDGPLQLVWUDWLRQ
University of Regina
It's not too early to start thinking
about your submission for 2017!
Il n’est pas trop tôt pour commencer à
penser à votre dossier de candidature
pour 2017!
For a complete description of the criteria and application process, and for details regarding previous submissions
and winners, visit our website at www.caubo.ca or contact Chloé Lymburner at [email protected].
Pour obtenir une description complète des critères et du processus de mise en candidature, ainsi que de
l’information sur les candidats et lauréats des années passées, consultez notre site Web à www.acpau.ca ou
communiquez avec Chloé Lymburner, à l’adresse [email protected].
42
Unleashing the
power of data
How can your higher education institution
make better, fact-based decisions?
Data and analytics technologies have evolved extensively. Determining the right
combination of tools will result in more accurate, trustworthy and forward thinking
information, which will help you admit the right students, spend smarter and set you
apart from other institutions.
We specialize in helping higher education institutions transform data into insight and
action. Our dedicated group of experts blend deep industry experience with the right
skillset to deliver a customized solution that helps you harness the power of your data.
www.pwc.com/ca/dat
© 2015 PricewaterhouseCoopers LLP, an Ontario limited liability partnership. All rights reserved. 4468-16 0515
SEEKING
ALPHA
IN COMPLEX
MARKETS.
THAT’S THE POWER OF ACTIVE MANAGEMENT.
SM
Navigating today’s complex markets requires more skill than ever before. At MFS, we
rigorously question and debate our research to identify the best investment opportunities.
We look at global and local insights to benefit from different points of view. And we
consistently break apart risk to focus on long-term value. We actively manage with
expertise and conviction so you can invest with more certainty. Put the power of our
active management to work for you. MFS.com/getactive
©2016 MFS Investment Management 34897.1
By Ken Snowdon
This article is reprinted, with permission, from the May
LVVXHRI%XVLQHVV2IÀFHUSXEOLVKHGE\1$&8%2
Washington, DC.
Ken Snowdon, president of Snowdon and
Associates, a higher education consulting
company based in Ontario, Canada, is the
author of “Canada’s Universities: Cost
Pressures, Business Models and Financial
Sustainability” available at www.caubo.ca
under the Knowledge Centre tab.
The National Association of College
and University Business Officers
1$&8%2 UHSUHVHQWV PRUH WKDQ
2,100 colleges and universities across
the United States. CAUBO recently
formed a partnership with NACUBO
allowing members to access member
pricing for products and events,
including NACUBO’s Annual Meeting,
which will be held in Montreal this year
from July 16-19. In light of this recent
partnership, we are sharing two articles
written for NACUBO discussing the
GLIIHUHQFHV DQG VLPLODULWLHV EHWZHHQ
the Canadian and U.S. higher education
landscapes. We hope you find this
perspective interesting and informative!
%DVHGRQGHFDGHVROGÀQDQFLDOVWUXFWXUHV
institutions on both sides of the border are
being asked to do more with less.
In Canada
The economic model for Canadian
universities needs a reality check. Over
the last two decades Canada’s universities
have been expected to improve access
for under-represented groups, increase
HQUROPHQWVLJQLÀFDQWO\H[SDQGUHVHDUFK
efforts, build partnerships, and become
social and economic development
catalysts at the local, regional and national
levels. In effect, institutional mandates
have expanded dramatically, yet the
economic model has not been adjusted
to the new reality.
C k HERE
Click
E
to return
r
to
t TABLE
A L OF
F CONTENTS
O T T
While Canada’s universities can point to
measures of success on all of the preceding
fronts, a sense of unease has settled on
the post-secondary landscape over the last
several years. The heady expansionism
of the new millennium ran into the sober
UHDOLWLHV RI WKH JOREDO ÀQDQFLDO FULVLV DQG
demography. The former magnified the
YXOQHUDELOLWLHV LQ SHQVLRQ ÀQDQFLQJ DQG
marked the beginning of a prolonged
period of government constraint. The latter,
in some regions, translated into enrolment
GHFOLQHVZLWKGLUHFWÀQDQFLDOFRQVHTXHQFHV
At the institutional level, financial
challenges that appeared manageable
in an expansionary period were sorely
tested as institutions grappled with the
LQFUHDVHGÀQDQFLDOSUHVVXUHRQDQXPEHU
of fronts – pension liabilities, the ‘real’
costs of research, and the reality of
labour markets in a knowledge intensive
economy. Coupled with a serious and
growing deferred maintenance liability, the
preceding factors created a perfect storm
and led some to question the sustainability
of the existing economic model.
To address the question I was commissioned
by the Canadian Association of University
%XVLQHVV2IÀFHUVWRSUHSDUHDUHSRUWDLPHG
at developing a better understanding of the
cost pressures facing Canada’s universities
and the structural challenges of the current
Canadian economic model. One of the key
ÀQGLQJVRIWKHUHSRUWCanada’s Universities:
Cost Pressures, Business Models, and Financial
Sustainability, is the structural deficit
associated with the expanded mandates
of many institutions.
Over the last 15 to 20 years, we have seen
a shift towards a greater emphasis on
research and partnership development
as institutions embraced the government
sponsored ‘innovation agenda.’ Those
activities brought additional costs to
the institutions, even though the basic
revenue or income model – largely
based on enrolment –was not adjusted
to accommodate the expanded role. The
revenue part of the economic model failed
to recognize the full cost implications
of a shift in faculty workloads and the
substantial indirect and direct costs of
research and partnership building.
Unlike that of the United States, research
funding in Canada generally provides
no or limited funding for the salary of
the principal investigator and only
partially covers indirect costs. The result
LV D VWUXFWXUDO GHÀFLW WKDW XOWLPDWHO\ KDV
institutions ‘robbing Peter to pay Paul.’
+HUH·VKRZLWKDSSHQV7RIXOÀOOUHVHDUFK
demands, faculty workloads shift – teaching
loads decrease and research loads increase.
With little or no new money to recognize
that faculty are necessarily spending more
time on research/partnerships efforts, the
university is faced with the task of trying
to cover the teaching requirements. The
results are predictable: increased class
sizes, increased student-faculty ratios,
more part-time and teaching-only faculty,
and too few full-time faculty to meet the
demands. At the same time institutions
have to cope with the realities of the indirect
FRVWV RI UHVHDUFK DQG ÀQG WKH UHVRXUFHV
to encourage partnership ventures with
private and public sector organizations.
How Institutions Are Coping
The diversity and differing circumstances
of Canada’s institutions mean that the
source and intensity of the financial
challenge varies by institution. All cope
with the annual challenge of trying to
balance budgets in an environment
where governments seldom recognize
VHFWRUVSHFLÀFLQÁDWLRQ²RUIRUWKDWPDWWHU
45
JHQHUDOLQÁDWLRQ²LQGHFLGLQJJUDQWDQG
tuition levels.
Institutions affected by pension liabilities
are seeking solvency-funding exemptions
(having had to pour millions into their
pension funds over the past decade).
Others are coping with decreased
enrolment and actively seeking out new
‘markets.’ A few have embarked on
prioritization exercises while others have
LQLWLDWHGUHYHQXHGLYHUVLÀFDWLRQVWUDWHJLHV
involving new markets (international,
post-degree, and distance education) and
a greater reliance on private giving and
private sector partnerships (fund-raising,
donor development, contract research).
Some institutions have simply increased
enrolment, largely at the expense of their
sister institutions. Many are trying to do
all of the above. That, unfortunately, is a
key problem; few institutions actually have
the management capacity.
A Word of Caution
%HIRUHVWDUWLQJQHZUHYHQXHGLYHUVLÀFDWLRQ
LQLWLDWLYHVEXVLQHVVRIÀFHUVRQERWKVLGHV
of the border should ask tough questions
and conduct a thorough business analysis.
Institutional leaders must understand the
full impact of new initiatives in terms of
net revenue and think hard about their real
mission and mandate. As times get tougher
institutions can ‘run off in all directions’ and
get involved in activities and initiatives that
ultimately end up testing the capacity of the
institution, its leadership and governance.
Institutions need to take a hard look at their
current activities and aspirations – ‘tough
times’ mean you can’t do everything.
As noted in the conclusion of the report,
“There are no easy solutions to reconciling
cost pressures with revenue realities…
It necessarily begins, however, with the
need for a more in-depth understanding of
fundamental cost drivers in the institution
and a critical look at some of the key facWRUVWKDWKDYHVKDSHGWKHÀQDQFLDODVSHFWV
of Canadian higher education in the new
millennium.”
Consultez la
version française
de cet article au
www.caubo.ca
46
Click
C
Cli
k HERE
E
tto return
et r to
to TABLE
A E OF
F CONTENTS
O T T
SHURE LITHIUM-ION RECHARGEABLE BATTERIES*
THE POWER TO ENGAGE MINDS.
Crystal clear audio plays an essential role in teaching and
learning. In today’s educational facilities, that means more
than just microphones.
Shure lithium-ion rechargeable batteries for select Shure
wireless systems last longer than disposable alkaline
batteries. They also contain a built-in smart chip that
monitors battery health and transmits information on
remaining runtime in hours and minutes.
Integrating rechargeable technology into educational
installations not only results in top notch reliability for
critical presentations, it’s also suitable for institutions who
are looking for ways to increase cost-savings without
sacrificing quality.
For more information, download our
Products for Installed Applications brochure
at www.shurecanada.com/audiosolutions.pdf
*Compatible with Shure QLX-D™ and ULX-D® Digital Wireless Systems.
www.shurecanada.com
© 2016 Shure Incorporated
SB900
SBC200
Remaining runtime displayed
in hours and minutes accurate
to within 15 minutes on wireless
systems
Generates significant cost savings
over the use of alkaline batteries
Reduces the amount of toxic
materials sent to landfills
sstt
Leading disruption: Building resilient students, universities, and communities
By Feridun Hamdullahpur, President and Vice-Chancellor, University of Waterloo, March 31, 2016, as published on the U15 website
T
wo of the biggest economic
challenges facing Canada today are
talent development and business
innovation. If we are to address those
challenges and meet the needs of 21 st
Century economies and communities,
the philosophy of university education
needs to expand. Universities themselves,
I would argue, require deep reform.
It’s time to rethink the model – something
that has been done several times
throughout history.
Perhaps most recently, Clark Kerr, writing
in the 1960s, summed up the nature and
role of the modern university as we know
it today. On the cusp of the third industrial
revolution, Kerr saw that knowledge had
never before been so central to national
prosperity. Even in the 1960s, virtually all
ÀHOGVZHUHVWDUWLQJWRUHTXLUHWKHLUZRUNHUV
to have completed advanced studies.
As the economy came to rely upon
universities for this advanced talent, and
universities sought to accommodate that
need, they became larger and more complex.
A “multiversity”, as Kerr described it.
What Kerr described is, by and large,
the still-dominant model of university
education today.
As we stand on the cusp of the fourth
industrial revolution – the blurring
of the lines between physical, digital
and biological realms – the traditional
university model is at risk of disruption.
The companies leading this revolution
operate at the nexus of technology and
communication; technology and biomedical sciences; technology and the arts;
technology and planning.
So must the workers who are in high
demand. But employers are questioning
our institutions’ ability to generate the
kind of talent they need to fuel their
organizations for 21st Century success.
48
1.7M
students at Canadian
universities in 2014-2015
There were 979,000 full-time
students and 312,000 part-time
students in 2014-2015.
Source: Association of Atlantic Universities,
Council of Ontario Universities and
individual institutions.
Traditional universities take kids from
high school, bolt even more knowledge
onto them, and then – in the hope they’ve
matured by graduation day – let industry
sort them out as they start their careers.
But this linear process takes far too long.
We need to pick up where Clark Kerr left
off and innovate: create the next model of
university education.
We need to improve the process of human
capital development and universityindustry collaboration to support Canada’s
prosperity.
Instead of presuming that our students will
take our raw knowledge and turn themselves
into savvy, conscientious, communicative,
team-oriented, entrepreneurial professionals,
we need to prepare them that way.
To do that, our approach at Waterloo – a
model I believe can work on a broader scale
– is to wrap the student experience in three
additional, integrated, enriching layers:
co-operative education, entrepreneurship,
and research-intensity.
Co-op experience helps students develop
business skills, mature faster, and challenge
their classroom knowledge in real-world
contexts.
It also builds a deep institutional
connection to industry, expanding the
university’s role as an instrument for
social and economic growth.
Through almost 19,000 co-op placements,
our students earned more than $250M in the
2014-15 academic year.
25%
growth in co-ops
Enrolment in co-op programs
at universities has jumped by
25 percent in recent years, from 53,000
students in 2006 to 65,000 students in
2013.
Source: Based on data from the Canadian
Association for Co-operative Education,
2006-2013.
The second layer our students require is
entrepreneurship: through programming,
incubation, and acceleration or startups.
At Waterloo, we support entrepreneurship
through our Velocity program for student
and alumni entrepreneurship, our regional
Accelerator Centre, and UWaterloo’s Conrad
Business Entrepreneurship and Technology
Centre. They work together with our local
tech startup partner, Communitech, to drive
our regional innovation ecosystem.
That’s the supply. The demand is amazing.
Our research indicates that an enormous
percentage of incoming students want to
start their own businesses.
And they mean what they say: our student
and alumni entrepreneurs have now attracted
a quarter billion dollars in capital investment.
That’s huge for our region.
The third element of 21st century education is a
research focus on strategic frontier disciplines.
This kind of approach combines talent
d e v e l o p m e n t w i t h e n t re p re n e u r i a l
opportunity and cutting-edge research. It
attracts uniquely motivated students.
And that is good not just for the university,
it’s good for the region, the province and
the country.
Click HERE
Click
HERE to
to return
return to TABLE
TABLE OF CONTENTS
CONTENT
CON
TENTS
S
55%
of undergraduates
More than half of today’s
XQGHUJUDGXDWHVEHQHÀWIURP
experiential learning – such as
co-ops, internships and service
learning – as part of their
university education.
Source: Canadian University Survey
Consortium, Graduating University
Student Survey, 2015.
A few weeks ago, General Motors Canada
established its 2908 innovation lab at
Communitech in the Waterloo region.
The lab, as GM Canada President Steve
Carlisle – a Waterloo alumnus – describes
it, will emphasize disrupting the entire
auto industry by expanding from auto
manufacturing to “urban mobility” using
infrastructure that is “electric, connected,
and autonomous.”
Google is also opening a massive new
facility in the Waterloo region: a 185,000
square foot space it intends to fill with
hundreds of talented engineers. Many of
them will be Waterloo students and alumni.
Canada needs more such investment, and
our universities can help attract it. If we
encourage reform now, to build broader
talent and research pipelines between
universities and industry, we can secure
an invaluable global advantage.
To deliver a 21 st Century Education
experience, and to be the places industry
can turn to for meaningful, broad
engagement, we need:
• campuses with great faculty doing
deeply curious and real-world relevant
research;
• specialization and scale in fourth
Industrial Revolution disciplines and
training;
• programming that blends deep
learning with professional experiences
and entrepreneurial incentives and
support systems;
• partner employers with a vested interest
in the education process; and
• a sophisticated operational platform
to ensure the system is integrated and
focused on the sum of the service, not
the parts.
I believe this concept needs to be a focus
for Canada’s university system in the years
and decades to come.
80%
of employers
)RXURXWRIÀYHHPSOR\HUVVXUYH\HG
say co-op and internship students
are a source of new talent and
potential future employees.
Source: Leger Marketing employer survey for
Universities Canada, 2014.
We need to build a Canada where universities
and industry share robust, mutually
EHQHÀFLDOFRQQHFWLRQVZKHUHJRYHUQPHQWV
put major breakthroughs within reach,
as they did recently with Waterloo’s
Institute for Quantum Computing and the
Advanced Manufacturing Consortium; and
where talent development becomes coreto-mission for universities by adopting
co-operative education and entrepreneurial
opportunity across the system. Canada
can do this. Canada can lead the way
LQ GHÀQLQJ XQLYHUVLW\ HGXFDWLRQ IRU WKH
21st Century.
*This text was adapted from President
Hamdullahpur’s keynote to the Economic Club
of Canada in Toronto on March 30, 2016.
Our ability to attract that investment can
be traced back to this new approach to
education.
Undergrads are getting their hands dirty – and it’s good for the economy
By Dr. Elizabeth Cannon, president and vice-chancellor of the University of Calgary as published in the Hill Times on August 17, 2015
I
n a few weeks, close to a million
undergraduate university students will
head off to campuses across Canada.
About a quarter of them are first-year
students, and they’re in for a life-changing
experience. The people they meet, the
courses they take, and the projects they
tackle outside of the classroom will shape
their future – and Canada’s.
But what will that future look like? What’s
in store for them after graduation?
Today’s university students are being
prepared for a lifetime of learning. They
will enter a rapidly evolving labour market,
where many of the jobs in highest demand
didn’t even exist 15 years ago. They’ll need
to be adaptable to new challenges, new
skills and new opportunities.
Click HERE
Click
HERE to
to return
return to TABLE
TABLE OF CONTENTS
CONTENT
CON
TENTS
S
Canada needs more highly trained university graduates to meet upcoming labour
market shortages. Job projections by the
Canadian government show that between
2013 and 2022, there will be more than 5.8
million job openings. More than 65% of
those will require postsecondary training.
Canada’s universities are doing their part to
equip graduates with the experience, skills,
DQGÁH[LELOLW\WKH\·OOQHHGWRVXFFHHGLQWKH
workplace. Part of that involves hands-on
UHVHDUFKVWDUWLQJDVHDUO\DVÀUVW\HDU
Employers today are looking for more
than just a credential. They want to
hire people who can delve into open
problems and work creatively with
people of different backgrounds. A 2013
survey by the Canadian Council of Chief
Executives shows that problem-solving,
communication, leadership, and analytical
skills are among the top qualities that
employers look for in new hires.
1M+
new jobs
Between June 2008 and June 2015,
about twice as many net new
jobs were created for university
graduates than for college and
trades graduates combined.
Source: Statistics Canada, Labour Force
Survey, 2008-2015.
We often hear about the role of co-ops,
internships, and other hands-on learning
49
There are inspiring examples across
the country of universities helping
undergraduates get their hands dirty
through research. Institutions are
leveraging their strength in research to
provide better learning opportunities for
our next generation of thinkers and doers.
in fostering this broad skill set. More
than half of today’s undergraduate
students have a work-integrated learning
experience during their studies. What we
hear less about is the value of hands-on
research. But it’s also an integral part of
the experiential learning toolkit.
Research experience early in an academic
career helps students create a unique
body of expertise which differentiates
them from their peers. It also allows them
to dive into a subject that fascinates them;
gaining insights and knowledge that will
help them make career decisions.
Research skills can and should be learned
early. Tackling an open-ended question,
whether in a lab or a library, cultivates
that inquisitive, problem-solving drive
that helps students succeed in the world
of work.
A 2012 survey of undergraduates across
Canada showed that 58% of bachelor’s
students are getting exposure to their
professors’ research. That’s a good start,
but universities are looking to do more.
At the University of Calgary, we’re creating
a culture that integrates research with
the undergraduate learning experience.
We want students to go beyond being
consumers of knowledge, and instead
develop the skills that allow them to create
new knowledge – right from the get-go.
The University of Calgary offers a
number of research awards and programs
VSHFLÀFDOO\ IRU XQGHUJUDGXDWH VWXGHQWV
T h e P ro g r a m f o r U n d e rg r a d u a t e
Research Experience, for example,
funds students from across disciplines
to undertake independent summer
UHVHDUFK SURMHFWV DV HDUO\ DV ÀUVW \HDU
The Markin Undergraduate Student
Research Program (USRP) in Health
& Wellness supports students whose
UHVHDUFK LQWHUHVWV OLH VSHFLÀFDOO\ LQ WKH
KHDOWKÀHOG7KHVWXGHQWVZKRSDUWLFLSDWH
The right way to manage
your international
tuition payments
BENEFITS for EDUCATORS
BENEFITS for STUDENTS
Save on bank fees
Discounted foreign exchange rates
Streamlined payment reconciliation
24x7 payment tracking
Dedicated relationship management
Supporting 100+ currencies
is now part of
WEB Ŷ\ZLUHFRPULJKWZD\
50
MAIL OHDUQPRUH#Ŷ\ZLUHFRPPHONE +1 800 346 9252
Click HERE
Click
HERE to
to return
return to TABLE
TABLE OF CONTENTS
CONTENT
CON
TENTS
S
in these programs are tackling real-world
problems early in their academic careers.
Karen Leung, a science student and a
recipient of a Markin USRP, examined
cross-cultural experiences of dementia,
interviewing Alzheimer’s patients from
four different cultural and linguistic
communities in Canada. Engineering
student Jason Motkoski manufactured
and tested a new laser tool to be used in
surgery by a medical robot arm.
With guidance and leadership from
faculty, students like Karen and Jason have
H[SHULHQFHG ÀUVWKDQG KRZ UHVHDUFK FDQ
contribute to new knowledge and solve
real-world problems.
Hands-on research experience is becoming
increasingly important in preparing
today’s students for new economic and
labour force realities.
$35B
enterprise
As a $35 billion enterprise in direct
expenditures, universities are
VLJQLÀFDQWGULYHUVRIHFRQRPLF
prosperity. They provide employment
for close to 250,000 people.
Improving
investment
performance by
incorporating
ESG issues
As a Canadian leader in sustainable
investing, we endeavor to identify the
environmental, social and governance
issues that could have a material
impact on investment performance and
incorporate these considerations into
our investment analysis and decisionmaking process.
Source: Statistics Canada, Financial
Information of Universities and Colleges
Survey and Labour Force Survey, 2014.
When we see major investments that aim to
expand the research capacity of Canadian
institutions – for example, the new Canada
First Research Excellence Fund – we must
recognize their value in giving students
exposure to world-leading research
initiatives. And we need to continue to
invest in research experiences for students,
VWDUWLQJLQÀUVW\HDU
Making the most of experiential learning
– and hands-on research in particular –
requires that universities, government
and the private sector all recognize the
value of these experiences in developing
graduates who can assess challenges,
DQDO\]H LQIRUPDWLRQ DQG ÀQG VROXWLRQV
We don’t know exactly what the economy
of the future will look like, but we do
know navigating it will require the creative
thinking and problem-solving skills that
research experiences nurture.
* All statistics taken from http://www.
univcan.ca/universities/facts-and-stats/
Click HERE
Click
HERE to
to return
return to TABLE
TABLE OF CONTENTS
CONTENT
CON
TENTS
S
addenda-capital.com
51
e
Enclencher les bouleversements –
pour des étudiants, des universités et des collectivités résilients
Par Feridun Hamdullahpur, recteur et vice-chancelier, University of Waterloo, 31 mars 2016
(traduction de l’article publié en anglais sur le site Web de U15)
L
e développement de talents et
l’innovation en affaires sont deux des
SOXV JUDQGV GpÀV pFRQRPLTXHV GX
&DQDGDDXMRXUG·KXL3RXUUHOHYHUFHVGpÀV
et répondre aux besoins des économies
et des collectivités du XXIe siècle, nous
devrons élargir notre philosophie de
l’enseignement universitaire. Je dirais
même que les universités elles-mêmes ont
besoin d’une réforme en profondeur.
Le moment est venu de revoir le modèle
– comme cela s’est fait plusieurs fois dans
le passé.
L’un des derniers à l’avoir fait est sans
doute Clark Kerr, qui, dans les années 1960,
a résumé la nature et le rôle de l’université
moderne telle que nous la connaissons
aujourd’hui. À l’aube de la troisième
révolution industrielle, il constatait que
le savoir était plus essentiel que jamais
à la prospérité nationale. Déjà dans les
années 1960, dans presque tous les champs
d’activité, on commençait à avoir besoin de
travailleurs ayant fait des études avancées.
L’économie comptait sur les universités
pour lui fournir cette main-d’œuvre
savante. Cherchant à répondre aux besoins,
FHOOHVFLRQWJURVVLHWVHVRQWFRPSOH[LÀpHV
– devenant des « multiversités », comme
les appelait Kerr.
Le modèle d’enseignement universitaire
que décrivait Clark Kerr est à peu de choses
près celui qui domine encore aujourd’hui.
Au seuil de la quatrième révolution
industrielle – où se brouillent les limites entre
le physique, le numérique et le biologique
–, le modèle conventionnel de l’université
approche d’un point de rupture. Les
entreprises pionnières de cette révolution
exercent leurs activités au carrefour de la
technologie et des communications; de la
technologie et des sciences biomédicales; de
la technologie et des arts; de la technologie
HWGHODSODQLÀFDWLRQ
52
Les travailleurs qu’elles recherchent
doivent, eux aussi, se trouver à ce carrefour.
Or, les employeurs doutent que nos
institutions puissent produire les talents
dont ils ont besoin pour faire prospérer
leurs entreprises au XXIe siècle.
1,7 million
d’étudiants dans les universités
canadiennes en 2014-2015
En 2014-2015, on comptait
979 000 étudiants à plein temps et
312 000 à temps partiel.
Source : Association des universités de
l’Atlantique, Conseil des universités de
l’Ontario et des établissements.
Les universités conventionnelles
accueillent les étudiants après leurs études
secondaires ou collégiales, continuent de
leur inculquer des connaissances, puis,
espérant qu’ils aient atteint une certaine
maturité à la collation des grades, laissent
aux employeurs le soin de les trier quand
ils entrent sur le marché du travail.
Ce processus linéaire prend beaucoup trop
de temps. Nous devons reprendre là où Clark
Kerr s’est arrêté et innover : créer le prochain
modèle de l’enseignement universitaire.
Nous devons améliorer le processus du
développement du capital humain et la
collaboration université-entreprises pour
favoriser la prospérité de l’économie
canadienne.
Nous ne devons pas présumer que
nos étudiants vont absorber nos
connaissances brutes pour se transformer
en professionnels-entrepreneurs avertis,
consciencieux, communicateurs et orientés
vers le travail d’équipe. Nous devons faire
d’eux ces personnes.
L’approche de la University of Waterloo –
qui est, je pense, applicable à plus grande
échelle – consiste à ajouter au parcours de
l’étudiant trois expériences intégrées et
enrichissantes : l’enseignement coopératif,
l’entrepreneuriat et l’intensité de recherche.
La première, l’expérience coopérative,
développe les aptitudes professionnelles,
fait mûrir l’étudiant plus rapidement et lui
donne l’occasion de mettre à l’épreuve, en
conditions réelles, les connaissances qu’il
acquiert en classe.
Elle crée aussi un lien fort entre l’institution
et les employeurs, en renforçant le rôle
de l’université comme instrument de
croissance sociale et économique.
Dans le cadre de près de 19 000 stages coop,
nos étudiants ont gagné plus de 250 M$ au
cours de l’année universitaire 2014-2015.
25 %
de croissance
dans les programmes coop
Le nombre d’inscriptions dans
les programmes coop universitaires a
augmenté de 25 % dans les dernières
années : il est passé de 53 000 étudiants
en 2006 à 65 000 en 2013.
Source : D’après les données de l’Association
canadienne de l’enseignement coopératif,
2006-2013.
La deuxième expérience dont nos étudiants
ont besoin est celle de l’entrepreneuriat,
qui se compose de programmes,
d’incubateurs et d’accélérateurs ou d’aide
au démarrage.
À Wa t e r l o o , n o u s s o u t e n o n s
l’entrepreneuriat grâce à notre programme
Velocity, qui s’adresse aux étudiants et
aux anciens, à notre accélérateur régional
et au Conrad Business Entrepreneuriat
and Technology Centre. Ces groupes
travaillent avec notre partenaire local de
démarrage d’entreprises technologiques,
Click HERE
Click
HERE to
to return
return to TABLE
TABLE OF CONTENTS
CONTENT
CON
TENTS
S
Communitech, pour nourrir l’écosystème
d’innovation régional.
Cela constitue l’offre en entrepreneuriat.
La demande, quant à elle, est formidable.
Nos études indiquent qu’un pourcentage
énorme de nouveaux étudiants veulent
fonder leur entreprise.
Et ce ne sont pas des paroles en l’air. Nos
entrepreneurs – étudiants et anciens – sont
allés chercher à ce jour un quart de million
de dollars d’investissements. C’est énorme
pour notre région.
La troisième composante de l’enseignement
du XXIe siècle est la recherche dans des
disciplines frontières stratégiques.
Cette approche consiste à concilier le
développement de talents avec des
possibilités entrepreneuriales et des
travaux de recherche de pointe. Elle attire
des étudiants exceptionnellement motivés.
C’est une bonne chose pour l’université,
mais aussi pour la région, la province et
le pays tout entier.
55 %
des étudiants de premier cycle
Plus de la moitié des étudiants de
premier cycle d’aujourd’hui tirent
SURÀWGHO·DSSUHQWLVVDJHH[SpULHQWLHO²
stages coop, stages, apprentissage
par le service – dans le cadre de leurs
études universitaires.
Source : Consortium canadien de recherche sur
les étudiants universitaires, Enquête de 2015
auprès des étudiants de dernière année, 2015.
Il y a quelques semaines, General Motors
Canada ouvrait son laboratoire innovateur
« 2908 à Communitech », dans la région
de Waterloo.
Ce laboratoire, pour reprendre les mots du
président de GM Canada Steve Carlisle
– un ancien de Waterloo – poussera tout
le secteur de l’automobile à se réinventer
pour embrasser le concept de la « mobilité
urbaine », avec ses véhicules « électriques,
connectés et autonomes ».
Google ouvre aussi une immense
installation dans la région : un immeuble
de 185 000 pieds carrés qu’elle compte
remplir de centaines d’ingénieurs
talentueux. Beaucoup d’entre eux seront
des étudiants ou des anciens de Waterloo.
• d’employeurs partenaires ayant
un intérêt direct dans le processus
éducatif; et
• d’une plateforme opérationnelle poussée,
fournissant un système intégré et axé sur
l’ensemble du service – sur la somme des
parties plutôt que sur les parties.
Ce concept devra à mon avis être une
priorité du système universitaire canadien
pendant les années et les décennies à venir.
80 %
Il y a un lien à faire entre notre capacité
d’attirer ces investissements et cette
nouvelle approche de l’enseignement.
des employeurs
Quatre employeurs sur cinq ont
répondu dans un sondage que les
étudiants effectuant des stages,
coops ou autres, étaient une
source de nouveau talent et des
employés potentiels.
Le Canada a besoin d’un plus grand nombre
de ces investissements, et nos universités
peuvent l’aider à les obtenir. Si nous
encourageons la réforme aujourd’hui, pour
multiplier les liens universités-entreprises
dans le développement de talents et la
recherche, nous détiendrons un avantage
mondial d’une valeur inestimable.
Pour offrir l’expérience d’enseignement
du XXIe siècle et apporter aux entreprises
XQHFROODERUDWLRQpWHQGXHHWVLJQLÀFDWLYH
nous avons besoin :
• de corps professoraux dynamiques
et animés par une infinie curiosité,
qui mènent des travaux de recherche
pertinents pour le « monde réel »;
• de spécialisation et d’amplitude dans les
disciplines de la quatrième révolution
industrielle et la formation connexe;
• de programmes qui marient un
apprentissage approfondi avec des
expériences professionnelles, des mesures
d’encouragement de l’entrepreneuriat et
des systèmes de soutien;
Source : Sondage de Leger Marketing auprès
des employeurs pour Universités Canada, 2014.
Le Canada doit être un pays où les universités
et les entreprises entretiennent des liens
robustes, mutuellement avantageux; où
les administrations publiques soutiennent
la réalisation de percées majeures, comme
elles l’ont fait récemment avec l’Institute
for Quantum Computing de la University
of Waterloo et l’Advanced Manufacturing
Consortium; et où les universités mettent
le développement de talents au cœur de
leur mission en adoptant l’enseignement
coopératif et en encourageant l’esprit
entrepreneurial dans tout le système.
Le Canada est capable de faire tout cela. Il peut
rWUHGHFHX[TXLGpÀQLURQWO·HQVHLJQHPHQW
universitaire pour le XXIe siècle.
*Adapté du discours qu’a prononcé
M. Hamdullahpur devant l’Economic Club of
Canada à Toronto, le 30 mars 2016.
Des étudiants de premier cycle
se salissent les mains – et c’est bon pour l’économie
Par Elizabeth Cannon, rectrice et vice-chancelière de la University of Calgary
(traduction de l’article paru dans The Hill Times le 17 août 2015)
D
ans quelques semaines, près d’un
million d’étudiants de programmes
de premier cycle prendront le chemin
de l’université partout au Canada. Le quart
d’entre eux environ sont des étudiants de
première année qui s’apprêtent à vivre une
expérience transformatrice. Les rencontres
Click HERE
Click
HERE to
to return
return to TABLE
TABLE OF CONTENTS
CONTENT
CON
TENTS
S
qu’ils vont faire, les cours qu’ils vont suivre
et les projets dans lesquels ils s’investiront
hors de la salle de classe vont façonner leur
avenir – et celui du Canada.
Mais de quoi cet avenir sera-t-il fait? Qu’estce qui attendra ces jeunes après leurs études?
À l’université, aujourd’hui, on prépare les
étudiants à poursuivre leur apprentissage
toute leur vie. Les diplômés vont entrer
sur un marché du travail qui évolue
rapidement, où beaucoup des fonctions
dont les entreprises ont le plus besoin
n’existaient pas il y a 15 ans. Ils devront
53
SRXYRLUV·DGDSWHUDX[QRXYHDX[GpÀVDX[
nouveaux besoins de compétences, aux
nouveaux débouchés.
Le Canada aura besoin de diplômés
universitaires hautement qualifiés pour
répondre aux pénuries de travailleurs à
venir. Le gouvernement du Canada prévoit
qu’il y aura plus de 5,8 millions de postes
à pourvoir entre 2013 et 2022. Plus de 65 %
d’entre eux nécessiteront une formation
postsecondaire.
Les universités canadiennes font leur part
pour que les diplômés aient l’expérience,
les compétences et la souplesse nécessaires
pour réussir dans le monde du travail. La
recherche pratique, dès la première année
d’études, fait partie des moyens d’acquérir
ce bagage.
Les employeurs d’aujourd’hui recherchent
plus qu’un diplôme. Ils veulent embaucher
des personnes capables de retourner
des problèmes dans tous les sens pour
les résoudre et de travailler de manière
créative avec des collègues aux profils
variés. Une enquête de 2013 du Conseil
canadien des chefs d’entreprise montre
que les compétences de résolution
de problèmes, de communication, de
leadership et d’analyse sont de celles que
les employeurs recherchent le plus chez de
nouveaux employés.
+million
de 1
de nouveaux emplois
De juin 2008 à juin 2015, environ
deux fois plus de nouveaux emplois
nets ont été créés pour des diplômés
universitaires que pour des diplômés
de collèges et d’écoles de formation
professionnelle mis ensemble.
Source : Statistique Canada, Enquête sur la
population active, 2008-2015.
On entend souvent parler de l’importance
des programmes coopératifs, des stages et
d’autres occasions d’apprentissage pratique
pour favoriser l’acquisition de ce vaste
ensemble de compétences. Plus de la moitié
des diplômés de programmes de premier
cycle vivent aujourd’hui une expérience
d’apprentissage en milieu de travail dans
le cadre de leurs études. On entend moins
parler de la valeur de la recherche pratique.
Elle fait pourtant, elle aussi, partie intégrante
de l’apprentissage par l’expérience.
54
Les compétences en recherche peuvent
et doivent être acquises tôt. Quand un
étudiant s’applique à résoudre une question
ouverte, que ce soit en laboratoire ou à la
bibliothèque, il cultive son esprit de curiosité
et cette volonté de résoudre des problèmes
TXLIHURQWGHOXLXQWUDYDLOOHXUHIÀFDFH
Faire l’expérience de la recherche tôt dans
son parcours universitaire aide l’étudiant
à acquérir un bagage bien à lui, qui le
distingue de ses pairs. Cela lui permet
aussi de plonger dans un sujet qui le
SDVVLRQQHFHIDLVDQWLOIDLWGHVUpÁH[LRQVHW
des constatations qui l’aideront à prendre
des décisions pour sa carrière.
Selon une enquête menée en 2012 auprès
d’étudiants de premier cycle de partout au
Canada, 58 % des étudiants au baccalauréat
sont exposés aux travaux de recherche de
leurs professeurs. C’est un bon début, mais
les universités veulent en faire plus.
On trouve des exemples inspirants, d’un
bout à l’autre du pays, d’universités
qui convient des étudiants de premier
cycle à « se salir les mains », à faire
l’expérience concrète de la recherche. Des
LQVWLWXWLRQVPHWWHQWjSURÀWOHXUVIRUFHVHQ
recherche pour offrir de riches occasions
d’apprentissage à la prochaine génération
de penseurs et de gens d’action.
À la University of Calgary, nous instaurons
une culture qui intègre la recherche dans
l’apprentissage au premier cycle. Nous
voulons que les étudiants soient plus que
des consommateurs de connaissances,
qu’ils développent – dès le début de leurs
études – les compétences requises pour
créer de nouveaux savoirs.
La University of Calgary offre plusieurs
bourses de recherche et programmes conçus
spécialement pour les étudiants de premier
F\FOH*UkFHjO·DLGHÀQDQFLqUHGXSURJUDPPH
PURE (Program for Undergraduate Research
Experience), par exemple, des étudiants de
toutes les disciplines peuvent réaliser des
projets de recherche indépendants pendant
la période estivale, dès leur première année.
Le programme Markin USRP in Health &
Wellness, quant à lui, s’adresse aux étudiants
s’intéressant à la recherche en santé.
Les participants à ces programmes
travaillent à résoudre des problèmes
du monde réel tôt dans leur parcours
universitaire. Karen Leung, étudiante
en science et boursière du programme
Markin USRP, a étudié la démence à
travers divers prismes, en interviewant
des personnes atteintes d’Alzheimer
issues de quatre communautés culturelles
et linguistiques au Canada. L’étudiant en
génie Jason Motkoski a fabriqué et testé un
outil laser destiné à être utilisé en chirurgie,
monté sur un bras robotisé.
Grâce à l’encadrement et au leadership de
professeurs, des étudiants comme Karen
et Jason ont pu constater concrètement
comment la recherche contribue à
l’avancement des connaissances et à la
résolution de problèmes du monde réel.
L’expérience pratique en recherche est de
plus en plus importante pour préparer
les étudiants aux nouvelles réalités de
l’économie et du monde du travail.
Une entreprise de
35
milliards
Avec 35 milliards de dollars de
dépenses directes, les universités
sont d’importants moteurs de
la prospérité économique. Elles font
travailler près de 250 000 personnes.
Source : Statistique Canada, Enquête sur
O·LQIRUPDWLRQÀQDQFLqUHGHVXQLYHUVLWpV
et collèges et Enquête sur la population
active, 2014.
Chaque fois que des investissements majeurs
viennent renforcer les capacités de recherche
d’universités canadiennes – qu’on pense, par
exemple, au nouveau Fonds d’excellence en
recherche Apogée Canada – ils contribuent
à exposer des étudiants à des projets de
recherche de classe mondiale. Nous
devons continuer d’investir pour offrir des
expériences de recherche aux étudiants, dès
leur première année.
Pour que l’apprentissage par l’expérience
– et la recherche pratique en particulier –
livrent tout leur potentiel, il faut que les
universités, les administrations publiques et
le secteur privé reconnaissent la valeur de ces
expériences dans la formation de diplômés
capables d’évaluer des problèmes, d’analyser
des informations et de trouver des solutions.
Nous ignorons de quoi exactement sera faite
l’économie de demain, mais nous savons
une chose : la créativité et les aptitudes de
résolution de problèmes que cultivent les
expériences de recherche seront essentielles
dans cette économie.
* Source de toutes les statistiques : http://www.
univcan.ca/fr/universites/statistiques/
Click HERE
Click
HERE to
to return
return to TABLE
TABLE OF CONTENTS
CONTENT
CON
TENTS
S
1289($8VLWHZHEHW1289(//(6OLVWHV
GHGL΍XVLRQGHOȇ$&3$8
(QDSSXLDXSODQVWUDW«JLTXHGHOȇ$&3$8bQRXV
avons conçu un nouveau site web orienté sur la communauté
de l’ACPAU. Vous y trouverez de nouvelles options qui
FRUUHVSRQGHQW DX[ EHVRLQV GHV PHPEUHVb DFFªV ¢ GHV
ressources qui facilitent la prise de décision et possibilité de
FRPPXQLTXHUDYHFOHVFROOªJXHVSRXU«FKDQJHUGHVFRQVHLOV
et de l’information.
3DVVH]DX www.caubo.ca SRXUG«FRXYULUb
• 'HV UHVVRXUFHV IDFLOHV GȇDFFªV - Toutes les ressources de l’ACPAU répertoriées par sujet dans
OH&HQWUHGXVDYRLUbUDSSRUWDQDO\WLTXHEDVHGHGRQQ«HVGHSUDWLTXHVH[HPSODLUHVG«FRXODQW
GX SURJUDPPH GHV SUL[ GH OD 4XDOLW« HW 3URGXFWLYLW« VHVVLRQ GȕXQ FRQJUªV DUWLFOH GH Gestion
universitaireHWF8QSHXSOXVWDUGOHVPHPEUHVVHURQWLQYLW«V¢VRXPHWWUHGHVRXWLOVGHVPRGªOHV
HWGȇDXWUHVUHVVRXUFHVTXLSRXUUDLHQW¬WUHXWLOHV¢OHXUVFROOªJXHV
• 5«VXUUHFWLRQGHVOLVWHVGHGL΍XVLRQSDUGRPDLQHIRQFWLRQQHO- En fonction des résultats d’un
VRQGDJH PHQ« DXSUªV GHV PHPEUHV HQ R» LO HVW UHVVRUWL FODLUHPHQW TXH OHV PHPEUHV
préféraient communiquer entre eux par courriel, l’ACPAU a lancé un outil Listserv renouvelé
qui permet l’archivage des discussions pour consultation ultérieure.
3DVVH]\IDLUHXQHYLVLWHHWFRPPHQFH]¢SURȴWHUGHFHVQRXYHOOHVIRQFWLRQVHWGȇDXWUHV
caractéristiques de votre nouveau site web. Son nouveau graphisme convivial et adapté
YRXVSHUPHWG«VRUPDLVGȇDFF«GHUDXVLWHHQWRXWWHPSVHWQȇLPSRUWHR»
ACPAU 2017 - Appel de communications
Ne manquez pas cette occasion de stimuler les discussions, de
réseauter avec vos collègues et de présenter des pratiques exemplaires.
Chaque année, des membres de l’ACPAU
adoptent des idées novatrices ou des
idées toutes simples qui donnent des
résultats impressionnants dans leurs
établissements : efficacité supérieure,
services améliorés, économies, etc.
Nous vous invitons à faire part à vos
collègues de votre expertise, de votre
expérience, de vos bonnes pratiques
ou des leçons que vous avez tirées.
L’ACPAU est en quête de contenu pour
son congrès annuel et ses séminaires
précongrès de 2017 (11-13 juin 2017
à Ottawa, organisé par Carleton
University).
Nous acceptons les propositions jusqu’au vendredi 9 septembre 2016.
Passez au www.caubo.ca pour tous les détails.
55
Social Finance: Enabling Positive Change
Through Investments
Responsible investing is part of a transformative change to recognize the importance of
sustainable business practices while creating value for investors.
Social finance tools and strategies such as screening for environmental, social and
governance factors can help plan sponsors, endowments and other institutional
investors as they pursue positive change and financial returns.
To learn more:
cibcmellon.com/csr
bnymellon.com/socialfinance
©2016. A BNY Mellon and CIBC Joint Venture Company.
CIBC Mellon is a licensed user of the CIBC trade-mark and certain BNY Mellon trade-marks, is the corporate brand of CIBC Mellon Trust Company and
CIBC Mellon Global Securities Services Company and may be used as a generic term to reference either or both companies. This is not an offer to
provide any product or service even if reference is made to the product or service. Some products or services are available only through BNY Mellon.
People Moves
Appointments
J. Paul Dangerfield has been appointed
President of Capilano University.
Mike Emslie has been appointed VP Financial
Services and Administration at the University
of Winnipeg.
Craig Fowler has been appointed Associate VicePresident, Research Partnerships, Innovation
and Economic Development at Laurentian
University.
Peter Hedley has been appointed Director
of Support Services at the University of
Saskatchewan.
Robert Knight has been appointed Vice
President Finance and Operations at the
University of Northern British Columbia.
Mohamed Lachemi has been appointed
President and Vice-Chancellor at Ryerson
University.
William Lahey has been appointed President of
the University of King’s College.
Tracy Rands has been appointed
Director of Talent Management at
Dalhousie University.
Cristiane Tinmouth has been appointed
Associate Vice-Principal, Financial
Services at McGill University.
Gerry Turcotte has been reappointed
President of St Mary’s University.
Retirements
Duncan Watt, Vice-President (Finance
and Administration) at Carleton
University, will retire effective June 30,
2016. He joined the administration at
Carleton in 1994, having served in that
capacity at the University of Regina for
nine years. Prior to this, he occupied
leadership and engineering positions at
the Department of National Defence in
&DOJDU\+HKDVDOVRVHUYHGDVDQRIÀFHU
in the Canadian Forces. Duncan has
been an active member of CAUBO for
over 20 years, participating on several
committees as well as in a number
leadership roles on its Board of Directors.
CAUBO national office
staff changes
Dr. Sharon Cochran, Director of Faculty
Bargaining Services (FBS), will retire as of
June 2016. Sharon took over for the founding
director of FBS in 2008. With her extensive
experience in senior-level administrative
roles, her passion for higher education, and
collaborative working style, she steered FBS
through a critical time in its evolution and has
helped lay a solid foundation for the future of
the program. We wish Sharon the best in her
upcoming retirement.
Faculty Bargaining Services will welcome its
new director, James Butler, former Vice-President (Finance and Administration) at Wilfrid
Laurier University in August. Jim is a Past
President of CAUBO and served on the Board
of Directors from 2010 to 2016, as well as on
the FBS Management Committee from April
2014 to 2016. Throughout his career, Jim has
remained involved in issues related to collective bargaining and contract administration,
DQG)%6ZLOOEHQHÀWIURPWKLVH[SHULHQFHDVLW
continues to shape its service plan to address
arising issues in the post-secondary system.
57
Doing business with our ADVERTISERS
Company
Website
Phone
Addenda Capital
www.addenda-capital.com
514-287-7373
Page
51
Angus Consulting Management Limited
Armstrong Moving
Budget Car Rental
Centurion Asset Management Inc.
CIBC Mellon
Commissionaires
D.L.G.L. Ltd
D.P. Murphy Hotels and Resorts
Enterprise Holdings Canada
Flywire
Greystone Managed Investments Inc.
www.acml.ca
www.armmove.com
www.budget.com/canadianuniversities
www.centurionreit.com
www.cibcmellon.com/csr
www.commissionaires.ca/campus
www.dlgl.com
www.dpmurphyhotelsandresorts.com
www.caubo.ca/supplier_contracts/car_rentals
ZZZÁ\ZLUHFRP
www.greystone.ca
416-443-8300
888-670-4400
800-268-8900
888-992-5736
Hexavest
www.hexavest.com
Huron Consulting Group
Invesco Canada Ltd.
Macquarie Equipment Finance
MFS Investment Management
MNP LLP
Moneris
Phillips, Hager & North
Investment Management Ltd.
PricewaterhouseCoopers LLP
Romspen
Scotia Bank
Shure Canada
University of Guelph
College of Business + Economics
www.huronconsultinggroup.com
www.institutional.invesco.ca
www.macquarie.com/mef
www.mfs.com/getactive
www.mnp.ca
www.moneris.com
888-688-0715
450-979-4646 (Richard Rousseau)
902-564-6555
613-274-6931 (Melanie Smith)
800-346-9252
416-309-2182
514-390-3667
(Mark-Olivier McNulty)
312-583-8700
416-324-7679 (Michael Peck)
866-606-1429
416-862-9800
403-444-0150
888-666-3747
4
14
26
18
56
16
6
7
9
50
59
www.phn.com
855-408-6111
58
www.pwc.com/ca/educationmatters
www.romspen.com
www.scotiabank.com/bulkinterac
www.sfm.ca
416-863-1133
416-928-5105 (Dianna Price)
519-642-5079 (Rick Mcintyre)
800-363-8855
43
3
2
47
www.leadership.uoguelph.ca
888-622-2474
46
13
57
10
20
44
60
17
Investing with
PASSION, PERSPECTIVE & PURPOSE
for Canadian universities, pension plans and endowments
Nous investissons avec
PASSION, VISION ET DÉTERMINATION
pour les universités canadiennes, les caisses de retraites et les fonds de dotations
VANCOUVER • TORONTO • MONTRÉAL
1-855-408-6111 • [email protected]
Phillips, Hager & North Investment Management is a division of RBC Global Asset Management Inc. ® Trademark of Royal Bank of Canada. Used under
licence. © RBC Global Asset Management Inc. 2016. Phillips Hager & North gestion de placements est une division de RBC Gestion mondiale d’actifs
Inc. ® Marque de commerce de la Banque Royale du Canada. Utilisée(s) sous licence. © RBC Gestion mondiale d’actifs Inc. 2016. #IC1604205
58
The Power of Disciplined Investing®
Fixed Income
Equities
Real Assets
Multi-Asset
Core
Income & Growth
Real Estate
Target Date Funds
Bond Plus
Canadian, U.S., Global,
International, China
Mortgages
Balanced
Infrastructure
Alternative Balanced
LDI
Canadian Small Cap
To learn more about how we can work with you to meet your investment needs,
please contact:
Sean Collins, CFA
Senior Vice-President
416.309.2183 | [email protected]
Greystone.ca
This article is for informational purposes only, is not meant as specific investment advice and is not a recommendation to buy or sell any particular
security. Commentary and investment capabilities reflected represent the opinions of Greystone Managed Investments Inc. at the date of this
article and was developed from sources that Greystone believes to be reliable. Copyright © Greystone Managed Investments Inc. All rights reserved.
Alternative Suite
A Lesson in Cyber Security.
•
•
•
•
•
•
Cloud & Managed Security Services
Cyber Incident Response
Maturity & Threat Analysis
PCI DSS Compliance
IT Security Product Solutions
Red Team Offensive Security
Approximately 60% of cyberattacks compromise organizations within
minutes but can take months, even years to detect. For post-secondary
institutions, the culture of sharing knowledge often is in direct conflict to
security objectives. The threat of hackers stealing research and student
data while disrupting IT systems is a growing reality compounded by
tight budgets and rapidly changing technology. MNP’s industry-leading
CyberSecurity team provides the in-depth knowledge and expertise you
need to mitigate risk and protect your organization’s vital information.
Don’t learn the hard way.
Danny Timmins, National Cyber Security Leader
905.607.9777 or [email protected]
Trac Bo, National Technology Risk Services Leader
1.877.500.0792 or [email protected]
Mariesa Carbone, National Post-Secondary Institution Leader
1.800.661.7778 or [email protected]
Better Fit. Better Results.

Téléchargez

Transcription

Documents pareils

Métamorphoses - University of Toronto French Department

1 Books without Boundaries/Livres sans limites Tenth Annual

Books without Borders / Livres sans frontières

Fantu Cheru Senior Research Fellow Nordic Africa Institute in

Elegant Resume - Fordham University

ENTWURF07 A5 Broschuere Programm Literatures of Canada and

CV - Department of History

peinture fraîche et nouvelle construction fresh paint / new

Management international - Toulouse Business School

guide de traitement informatique des donnees du