MacEwan University
PA-3: Governance

Grant MacEwan University has a bicameral governance model comprised of: The Grant MacEwan University Board of Governors and The Academic Governance Council of Grant MacEwan University (AGC). The bylaws for both governance bodies prescribe the level of student participation. See http://www.macewan.ca/contribute/groups/public/documents/document/pfw_003475.pdf http://www.macewan.ca/contribute/groups/public/documents/document/b3000_agc_bylaws.pdf In addition, both bodies provide open meetings that can be attended by any student.

The Board of Governors currently has one student member on the Board. As per Students’ Association of MacEwan University (SAMU) Policy 6 – Vice President Operations & Finance Responsibilities, the duly elected Vice President, Operations and Finance for SAMU serves as the Student Member of the Grant MacEwan University Board of Governors. The Minister of Innovation and Advanced Education appoints the elected student member to the Board for a one year term. As per the Academic Governance Council (AGC) Bylaws, AGC has a total of five student members: (1) the Vice President Academic of the Students’ Association of MacEwan University Executive Council, (2) one elected full-time student from the Faculty of Arts and Sciences, (3) one elected full-time student from the School of Business, (4) one elected full-time student from the Centre for the Arts and Communications, and (5) one elected full-time student from the Faculty of Health and Community Studies.

The student member on the Board is considered to be a full participant in all decisions made by the Board. Depending upon his/her committee involvement, the student member will have additional opportunities to participate in decision-making processes. A similar approach applies to student members of the Academic Governance Council as well as its varied committee structure. Specific examples for each area are listed below: Mission, Vision The Board of Governors approves the University’s mission and vision statements. The student member on the Board participates in the review and approval processes. These statements were last approved in 2009 and 2011, respectively. They are keystone documents for the University and would not be changed unless there is a major shift in the University’s mandate. Goals In terms of goal setting, on an annual basis the Board of Governors approves a Comprehensive Institutional Plan containing a series of goals and objectives. Input is also provided through Academic Governance Council before approval. In September 2013, the Board of Governors established a three-year plan containing six goals specific to the Board but related to the University’s priorities. Establishing new policies, programs or initiatives Both governing bodies approve new and revised policies on an ongoing basis. Recently, the Board approved the establishment of a new policy for the Determination of Rank and Title (of Faculty). This particular policy was reviewed and discussed at AGC prior to receiving Board approval. In terms of programs, the Board of Governors approves a letter of intent allowing AGC to develop new program areas. AGC recommends new programs or termination of programs to the Board who in turn sends a recommendation to the Minister of Innovation and Advanced Education. In the past three years, this has included the approval in September 2012 of the letter of intent to proceed with the development of a proposal to offer a Bachelor of Social Work Degree, endorsement in June of 2010 of the recommendation from AGC to the Minister to approve the Bachelor of Psychiatric Nursing program and the approval to close the Bachelor of Applied International Business and Supply Chain Management program. An example of an initiative approved by the Board and endorsed by AGC is the establishment of the School of Continuing Education in June 2013. Strategic and Long-term Planning In December 2013, the Board approved a set of strategic directions for the University which arose through a broad-based consultation process that included a joint workshop between the Board and Academic Governance Council. These directions are serving as the foundation for development of a five-year integrated strategic plan for the University. This plan will be presented to AGC in early May 2014 and is scheduled to be approved by the Board on May 24, 2014. Existing or prospective physical resources The Board of Governors approved a land strategy for the University so as to acquire property and land adjacent to the City Centre Campus. As well, the Board has approved the disposition (sale) of select existing campuses. Typically, the student member on the Board participates on the Campus Planning Committee, which brings recommendations on these and other matters to the Board. The Campus Planning Committee is currently working with the Students’ Association on a proposal to develop a student association building at City Centre Campus. Budgeting, staffing and financial planning Information regarding the University’s annual operating budget is shared with a sub-committee of Academic Governance Council, which has 3 student members. Part of the mandate of this committee is to “review, monitor and make recommendations to AGC relating to the alignment and harmonization of institutional strategic and budget plans with the academic plans”. The student member on the Board also has the opportunity to participate on the Board’s Finance Committee which brings forward the annual operating and capital budgets to the Board for approval. The budget contains aggregate information regarding staffing costs and levels. Communications processes and transparency practices The Board, as well as its External Relations Committee, has a communication strategy related to key priorities, including government advocacy and community relations. This is a relatively new committee and the student member participated for the 2013-14 year. As a public body, the Board is obligated to be as open and transparent as possible. To this end, Board and committee meetings include open sessions. The University’s Annual Audited Financial Statements are public and contain information such as honoraria payments to internal board members, including the student board member. On a quarterly basis, Board member expenses are disclosed as per the government’s disclosure policy. The Board Chair meets with the Students’ Association Executive to share information regarding priorities and initiatives. In 2012-13, the University undertook a major rebranding initiative. The process involved focus groups, joint workshops between the Board and AGC, and final approval by the Board. (See: http://www.macewan.ca/contribute/groups/public/documents/document/macewanuniversitybrand_release.pdf) Prioritization of programs and projects As noted above, decisions regarding programs are made by both governing bodies. Regarding projects, two recent decisions made by the Board are a) conversion of the University’s enterprise resource management system to PeopleSoft and b) development of a new academic building to be located at City Centre Campus.

The Bylaws of the Board of Governors and Academic Governance Council provide the terms for staff participation on both bodies. See: http://www.macewan.ca/contribute/groups/public/documents/document/pfw_003475.pdf http://www.macewan.ca/contribute/groups/public/documents/document/b3000_agc_bylaws.pdf In addition, both bodies provide for open meetings which any staff member can attend.

The staff member on the Board of Governors is elected by peers and then appointed by the Minister of Innovation and Advanced Education to a 3-year term. As per the Academic Governance Council (AGC) Bylaws, AGC has two continuing Support/Supervisory Staff members, whose professional responsibilities relate to academic or student services processes, who will be elected and ratified as Board appointees.

The staff member on the Board is considered to be a full participant in all decisions made by the Board. Depending upon his/her committee involvement, the staff member will have additional opportunities to participate in decision-making processes. A similar approach applies to staff members on Academic Governance Council as well as its varied committee structure. Specific examples for each area are listed below: Mission, Vision The Board of Governors approves the University’s mission and vision statements. The staff member on the Board participates in the input as well as approval processes. These statements were last approved in 2009 and 2011, respectively. They are keystone documents for the University and would not be changed unless there is a major shift in the University’s mandate. Goals In terms of goal setting, on an annual basis the Board of Governors approves a Comprehensive Institutional Plan containing a series of goals and objectives. Input is also provided through Academic Governance Council before approval. In September 2013, the Board of Governors established a three-year plan containing six goals specific to the Board but related to the University’s priorities. Establishing new policies, programs or initiatives Both governing bodies approve new and revised policies on an ongoing basis. Recently, the Board approved the establishment of a new policy for the Determination of Rank and Title (of Faculty). This particular policy was reviewed and discussed at AGC prior to receiving Board approval. In terms of programs, the Board of Governors approves a letter of intent allowing AGC to develop new program areas. AGC recommends new programs or termination of programs to the Board who in turn sends a recommendation to the Minister of Innovation and Advanced Education. In the past three years, this has included the approval in September 2012 of the letter of intent to proceed with the development of a proposal to offer a Bachelor of Social Work Degree, endorsement in June of 2010 of the recommendation from AGC to the Minister to approve the Bachelor of Psychiatric Nursing program and the approval to close Bachelor of Applied International Business and Supply Chain Management program. An example of an initiative approved by the Board and endorsed by AGC is the establishment of the School of Continuing Education in June 2013. Strategic and Long-term Planning In December 2013, the Board approved a set of strategic directions for the University which arose through a broad-based consultation process that included a joint workshop between the Board and Academic Governance Council. These directions are serving as the foundation for development of a five-year integrated strategic plan for the University. This plan will be presented to AGC in early May 2014 and is scheduled to be approved by the Board on May 24, 2014. Existing or prospective physical resources The Board of Governors approved a land strategy for the University so as to acquire property and land adjacent to the City Centre Campus. As well, the Board has approved the disposition (sale) of select existing campuses. Typically, the staff member on the Board participates on the Campus Planning Committee, which brings recommendations on these and other matters to the Board. The Campus Planning Committee is currently working with the Students’ Association of MacEwan University on a proposal to develop a student association building on the City Centre Campus. Budgeting, staffing and financial planning Information regarding the University’s annual operating budget is shared with a sub-committee of Academic Governance Council, which has up to 4 staff members. Part of the mandate of this committee is to “review, monitor and make recommendations to AGC relating to the alignment and harmonization of institutional strategic and budget plans with the academic plans”. The staff member on the Board also has the opportunity to participate on the Board’s Finance Committee, which brings forward the annual operating and capital budget to the Board for approval. The budget contains aggregate information regarding staffing costs and levels. Communications processes and transparency practices The Board, as well as its External Relations Committee, has a communication strategy related to key priorities including government advocacy and community relations. This is a relatively new committee; to date, a staff member has not yet participated on this committee, but there is nothing to preclude the Board staff member from participating on this committee in the future. As a public body, the Board is obligated to be as open and transparent as possible. To this end, Board and committee meetings include sessions which are open to any staff member. The University’s Annual Audited Financial Statements are public and contain information such as honoraria payments to internal board members, including the staff Board member. On a quarterly basis, Board member expenses are disclosed as per the government’s disclosure policy. In 2012-13, the University undertook a major rebranding initiative. The process involved focus groups, joint workshops between the Board and AGC, and final approval by the Board. (See: http://www.macewan.ca/contribute/groups/public/documents/document/macewanuniversitybrand_release.pdf) Prioritization of programs and projects As noted above, decisions regarding programs are made by both governing bodies. Regarding projects, two recent decisions made by the Board are a) conversion of the University’s enterprise resource management system to PeopleSoft and b) development of a new academic building to be located on the City Centre Campus.

The Bylaws of the Board of Governors and Academic Governance Council provide the terms for faculty participation on both bodies. See: http://www.macewan.ca/contribute/groups/public/documents/document/pfw_003475.pdf http://www.macewan.ca/contribute/groups/public/documents/document/b3000_agc_bylaws.pdf In addition, both bodies provide for open meetings which any faculty can attend.

There is one faculty member on the Board of Governors who is elected by the faculty and appointed by the Minister of Innovation and Advanced Education to a 3-year term. As per AGC Bylaws, the Council has 26 Academic Staff members including (a) eight from the Faculty of Arts and Science, (b) four from the School of Business, (c) four from the Centre for the Arts and Communications, (d) eight from the Faculty of Health and Community Studies, and (e) two Professional Resource Faculty.

The faculty member on the Board is considered to be a full participant in all decisions made by the Board. Depending upon his/her committee involvement, the faculty member will have additional opportunities to participate in decision-making processes. A similar approach applies to faculty members on Academic Governance Council as well as its varied committee structure. Specific examples for each area are listed below: Mission, Vision The Board of Governors approves the University’s mission and vision statements. The faculty member on the Board participates in the input as well as approval processes. These statements were last approved in 2009 and 2011, respectively. They are keystone documents for the University and would not be changed unless there is a major shift in the University’s mandate. Goals In terms of goal setting, on an annual basis the Board of Governors approves a Comprehensive Institutional Plan containing a series of goals and objectives. Input is also provided through Academic Governance Council before approval. In September 2013, the Board of Governors established a three-year plan containing six goals specific to the Board but related to the University’s priorities. Establishing new policies, programs or initiatives Both governing bodies approve new and revised policies on an ongoing basis. Recently, the Board approved the establishment of a new policy for the Determination of Rank and Title (of Faculty). This particular policy was reviewed and discussed at AGC prior to receiving Board approval. In terms of programs, the Board of Governors approves a letter of intent allowing AGC to develop new program areas. AGC recommends new programs or termination of programs to the Board who in turn sends a recommendation to the Minister of Innovation and Advanced Education. In the past three years, this has included the approval in September 2012 of the letter of intent to proceed with the development of a proposal to offer a Bachelor of Social Work Degree, endorsement in June of 2010 of the recommendation from AGC to the Minister to approve the Bachelor of Psychiatric Nursing program and the approval to close Bachelor of Applied International Business and Supply Chain Management program. An example of an initiative approved by the Board and endorsed by AGC is the establishment of the School of Continuing Education in June 2013. Strategic and Long-term Planning In December 2013, the Board approved a set of strategic directions for the University which arose through a broad-based consultation process that included a joint workshop between the Board and Academic Governance Council. These directions are serving as the foundation for development of a five-year integrated strategic plan for the University. This plan will be presented to AGC in early May 2014 and is scheduled to be approved by the Board on May 24, 2014. Existing or prospective physical resources The Board of Governors approved a land strategy for the University so as to acquire property and land adjacent to the City Centre Campus. As well, the Board has approved the disposition (sale) of select existing campuses. In the past, the faculty member on the Board participates on the Campus Planning Committee, which brings recommendations on these and other matters to the Board. The Campus Planning Committee is currently working with the Students’ Association of MacEwan University on a proposal to develop a student association building on the City Centre Campus. Budgeting, staffing and financial planning Information regarding the University’s annual operating budget is shared with a sub-committee of Academic Governance Council which has at least 10 faculty members. Part of the mandate of this committee is to “review, monitor and make recommendations to AGC relating to the alignment and harmonization of institutional strategic and budget plans with the academic plans”. The faculty member on the Board also has the opportunity to participate on the Board’s Finance Committee, which brings forward the annual operating and capital budget to the Board for approval. The budget contains aggregate information regarding staffing costs and levels. Communications processes and transparency practices The Board, as well as its External Relations Committee, has a communication strategy related to key priorities including government advocacy and community relations. This is a relatively new committee; to date, a faculty member has not yet participated on this committee, but there is nothing to preclude the Board faculty member from participating on this committee in the future. As a public body, the Board is obligated to be as open and transparent as possible. To this end, Board and committee meetings include open sessions. The University’s Annual Audited Financial Statements are public and contain information such as honoraria payments to internal board members including the faculty Board member. On a quarterly basis, Board member expenses are disclosed as per the government’s disclosure policy. In 2012-13, the University undertook a major rebranding initiative. The process involved focus groups, joint workshops between the Board and AGC, and final approval by the Board. (See: http://www.macewan.ca/contribute/groups/public/documents/document/macewanuniversitybrand_release.pdf) Prioritization of programs and projects As noted above, decisions regarding programs are made by both governing bodies. Regarding projects, two recent decisions made by the Board are a) conversion of the University’s enterprise resource management system to PeopleSoft and b) development of a new academic building to be located on the City Centre Campus.