COMMUNITY IMPACT TASK FORCE REPORT
VANCOUVER COMMUNITY COLLEGE
May 14, 1987

General Terms of Reference

What might the College do to increase its impact on the conununity (including
public relations, marketing, community involvement)?

Relevant Recommendations

Institutional Evaluation Steering Committee

19, 20, 21, 22, 25, 40

External Review Team

19 , 22, 27, 28

Vision Statement

3, 6, 7, 11

Task Force Members
C. AVERY
C. R. CARTER
R. M. PEARCE, Chair

T. TOULSON

TABLE OF CONTENTS

Introduct ion

Flow Chart of Existing and Proposed Committees

Recommendat ions

On Collaboration with Industry
On Internal Incentives

On Community Presence _ Action to date
Proposed Action
Major Recommendation

1985/86 Institutional Evaluation Steering Committee Recommendations

October 1986 External Review Team Recommendations

Sample Inventory of V.C.C. Partnerships dated February 24, 1987

COMMUNITY IMPACT TASK FOKCE RECOMMENDATIONS
EXISTING AND PROPOSED COMMITTEES RELATIVE TO TASK FORCE RECOMMENDATIONS

COMMUNITY IMPACT TASK FORCE RECOMMENDATIONS
ON COLLABORATION WITH INDUSTRY
Reference SC.19

Obj ectives
To pursue highly visible collabor¬
ative arrangements for training with
companies. To encourage other firms
to collaborate.

Perceived Problems
The College is not internally organized to carry
out major training projects in a focused way.

Proposed Action
College activity based on CEC decision
to continue liaison with companies and

Instructors are fully committed in fulfilling

to seek out training possibilities with

assigned teaching loads. Release time in expen¬
sive and must be borne by prospective contracts.

or without government funding. Relation-'ships have been developed with the Contro'
Data Corporation, Boeing, Swan booster,
For the
Sandwell, Finning and others,
most part proposed joint-venture programs
FederaJ
are not being funded by the
continu'1
government. Activity will
at the present level. Careful consideration must be given to the problem o£
development and delivery using faculty.
The College must organize means to use
faculty without disturbing the instruc¬
tional process. Suggested approaches

Release time is possible only at times specified
by College.
Major companies generally carry out internal
training themselves.

are ;

* Commitment at the CEC level to the
principles of this objective. +
* The constitution of a standing Project
Development Committee composed of college
wide representatives at, or about, the
Dean's level and whose function would
be to review and recommend action to
CEC and to devise means of delivery.
* An examination, with recommendations,
of faculty Professional Development
and means to harness same for project
development, delivery and industry liaisop
purposes.

* The development of incentive schemes

designed to attract faculty to the field

*** - SEE FLOW CHART

of development, delivery and industry
liaison.
* The programming of increasing numbers
of part-time courses by CE, at convenient
times and at reasonable cost.

COMMUNITY IMPACT TASK FORCE RECOMMENDATIONS
ON COLLABORATION WITH INDUSTRY
Reference SC.20

Objectives
In view of new Federal policy vis a

vis the Canadian Jobs Strategy (CJS),
VCC make an effort to contact emp¬
loyers in order to negotiate training
contracts which would attract federal
funding.

Perceived Problems

Proposed Action

Since the introduction of CJS, VCC has been very
active in trying to contact businesses and

* VCC should continue to be active1
in attempting to tap CJS funds on
a joint-venture basis with the private

industries with the intent of establishing
training programs funded by CJS. VCC has had

sector ... despite present diffi¬

orjly minor success .

culties .

Thie public post-secondary sector across Canada
has voiced much concern about the CJS policy
and how little funding, relatively speaking,
ha.s been extracted from the Federal Government
for training purposes.

* VCC should use the strongest voice
in supporting other colleges in a
lobbying process designed to briny
issues associated with CJS to a head .
A policy change is absolutely essential
if VCC is to successfully compete
for CJS funds.

Consensus is, that CJS is private-sector oriented
ajid thus, by design, the colleges are precluded
from major participation. Moreover, the Local

Advisory Committees (LAC), designed to be the
focal points of activity in respective MP constitpency areas, have not yet made a significant
contribution. There is much criticism of many
aspects of CJS. The Federal Minister responsible
has recently been briefed by senior college
executives representing ACCC on manifold concerns.
Many private sector organizations have not
actively pursued CJS. Some of those who have
been involved in the process are having difficplty dealing with the bureaucracy. In general
complains are focused on lack of commitment
oq the part of CEIC personnel, lack of knowledge
apd decision-making, protracted processing of
complex paper and many other similar problems.

COMMUNITY IMPACT TASK FORCE RECOMMENDATIONS
ON COLLABORATION WITH INDUSTRY
Reference SC.21
Objectives Perceived Problems
Increase VCC collaborative linkages Mefnbers are not appointed to PACs, at present,
with Vancouver and region business with the functions referred to in recommendation
and industry through, for example, 21 in mind. If such were to be a task, obviously
increased private sector training the policy and selection processes should be
contracts.

amended.

Changing selection criteria toward the objective
of identifying and choosing PAC members with
company responsibilities that would provide
support for promotion of collaboration and
assistance in negotiating contracts would gra¬
dually change the make-up of PACs. however,
it is questionable whether such reformation

of the PAC is in the best interests of the
College. The present roles listed in section

one may not be fully compatible with .roles
relating to training contracts. Conflicts

of interest within both organizations could
arise.

Proposed Action
Advice, as to business and industry
needs, may be organized at a number
of levels. An eye must be kept on
the understandable reluctance of a
business to provide information that
might be advantageous to competitors .
The following is suggested:
* That a Business and Industry Relation
Planning and Program Council be created
whose membership is made up of chic I
or senior officials of Vancouver govern¬
ment, business and industry from varioir
sectors. This council will advise
on the overall development of stra¬
tegies for collaborative and contract
endeavours with the private sector.
Vancouver Community College instruc¬
tional centre heads and the President
should be a part of this group. The

Council might be serviced by the
Director of Contract Services.
* That sectorial Business and Indus tr-)
Advisory Committees be established
whose members are selected from the

levels in firms that will allow them
to contribute advice on private sector
needs in training, technology transfer
and other services. These sectorial
advisory committees might be serviced
by the College's division chairmen
under the direction, and responding
to their Dean of Instruction.

*** - SEE FLOW CHART

COMMUNITY IMPACT TASK FORCE RECOMMENDATIONS
ON COLLABORATION WITH INDUSTRY
Reference SC.22

Objectives
Faculty be encouraged to participate
in the generation of prospective
business and related curriculum
development. Such activity could
perhaps be taken during professsional
development time.

Perceived Problems

Proposed Action

Medium-sized companies cannot afford to purchase
training or relase time for employees. Many
are struggling to remain solvent and to compete,

The college is already organized t'
develop programs, design projects, rendoj

thus, although training/upgrading desirable,
it is not considered a high priority. Funding

owners of small businesses, througt'
the Excellence in Education Committc
and the Coordinator of Small Business.

always a critical matter. Government as a funding
source is often spurned owing to perceived
difficulties with red tape, etc. Medium-sized
company needs must be met as cheaply and as
conveniently as possible with no loss of pro¬
duction .
Small Businesses require much training, especially
in start-up, funding, marketing and retailing
tecjiniques. Program demands are often of the
"custom" variety and thus expensive. Federal
funding schemes, with the exception of the FDB,
which is in the loan business, are not responding
to the needs of small business,
Provincially
spopsored schemes offer better
possibilities.

advice, etc. to owners or prospecti^"

Funding for this activity is derive^1
from the Ministry of Advanced Education
and Training and is adequate to sustain
one full-time coordinator and severa'
part-time positions charged with soli¬
citing community participation. So*
Small Business Plan, Sept. 1986 - Sept

1988 and Report to CEC for details of
specific activities.
* The above activity should conLinu'
and be expanded.
* Consideration must be given well befoj'
the end of this fiscal year to the future

funding of this activity.
* An examination, with recommendations,
of faculty Professional Development
and means to harness same for project
development, delivery and industry liaise
purposes.

* The development of incentive schemot
designed to attract faculty to the field
of development, delivery and induslij
liaison.

COMMUNITY IMPACT TASK FORCE RECOMMENDATION
ON INTERNAL INCENTIVES
Reference SC.25

Objectives

Perceived Problems

Increase the College's information
flow from the community in order
to establish stronger, more respon¬
sive service patterns.

Members are not appointed to PACs at present
with the functions referred to in SC 25. Changing

the criteria of appointment toward the objective
of SC 25 would tend to skew the PACs in rela¬
tion to their present responsibilities. At
the same time to establish a committee of lay
persons to provide community relations policy

advice presents the distinct possibility of
conflict with the responsibilities of the Board.

* * *

- SEE FLOW CHART

Proposed Action

That the Board establish a Community
the Board
Relations Committee of
whose focus would be to explore
and develop policy related to
college/community relations.

COMMUNITY IMPACT TASK FORCE RECOMMENDATIONS
ON COMMUNITY PRESENCE
Reference

SC. 19

Objectives

To encourage closer relationships between
employees and the community.

Proposed Acfcion

The College will develop a plan wherein
faculty undertake projects with industry
or professional associations as part of
their professional development. Incentives
will be offered such as better access to
secretarial, word processing and computer
services as well as the support of the Office
of Institutional Research.
Tlie College will recognize the community
involvement efforts of employees with a
Community Service Award Program.

To raise awareness of the College among
industry groups and to encourage closer
ties between College employees and indus¬
try.

The College will actively pursue more oppor¬
tunities to participate in trade shows and
will encourage faculty to take part.

COMMUNITY IMPACT TASK FORCE RECOMMENDATIONS
ON COMMUNITY PRESENCE
Reference

Objectives

SC. 22 To encourage closer relationships between
VS. 6 and 11 employees and the community.

E.27, 28 To promote greater public awareness
VS. 11 of, and support for, the work of the
College.

Proposed Action
The College will offer to pay membership dues
of any employee who holds executive office in
professional, trade or community associations

The College will publish a Report to the
Community. The report should place special
emphasis on our involvement with community
groups and industry and professional groups.
While reporting on such relationships as
have been developed, the report should high¬
light our desire for more such involvement.

To promote public awareness of the College.

The College will issue window/bumper stickers
to all employees and to each student regis¬
trant as part of the registration package.

To promote greater public awareness of, and
support, for the work of the College.

The College will embark on an institutional
advertising campaign featuring outstanding
employees and students. Those featured
would be selected with links to the community
or industry groups in mind.

To promote more public awareness of the
College's Programs and Services.

That each campus principal and the director

of Continuing Education build into their
employee complements an asscistant to the
principal/director. their function would
be similar to that of an information officer.

./Cont.

COMMUNITY IMPACT TASK

RECOMMENDATIONS

ON COMMUNITY PRESENCE
Reference

Proposed Acliion

ObjecLives

Areas of Responsibility for these Information
Officers :
1. Campus (division) newsletters. Now handled in various v/n
but primarily as 'add-ons' to people with jobs other tli.
communicntions. This does not impact on the extern

community but these things will overlap.
2. Advisory committee liaison. Maintenance of up-to-date list-

attending committee meetings, maintain contact, helpin
instructional personnel develop closer relationships etc.
3. Trade show participation. The demand for participation r
trade shows is increasing but it is difficult to find people >
the divisions to organize participation and harder to fin
people to staff booths. The same might be said of 'ma'
shows'.

4. Developing media story ideas. We should be able to increas
our presence in the public media if we have people located i
the divisions who recognize the potential for 'feature 1 storie15. Campus tours/open houses. Special events are good ways n

bringing the community into the college but they requir
considerable organization and therefore tend not to b'
undertaken with any great frequency when there is no one wit'
the experience or the time to make them happen.
6. Monthly column in community papers. Our coverage o
campus/division activities lias been very uneven in recen

months. Each division would benefit from having someoir
ensuring material was submitted for each column.

7. Advertising co-ordination. While each division has establish"'
an advertising committee it has meant an 'add-on' to peopl'

just to attend meetings let alone the co-ordination of cop
writing, layout suggestions etc.

COMMUNITY IMPACT TASK FOHCli RECOMMENDATIONS
ON COMMUNITY PKESENCE
Reference

ObjecLives

Proposed Action
Areas of Responsibiliby for these Information
Officers:
8. Spectrum. Our internal newspaper has been started again wit'

•correspondents' from each of the divisions who are submittm
material again as an 'add-on' to their regular job. While
are still going through birthing and growing pains a suspici'n
is lurking that we can't really carry on like this. We lost oncorrespondent before we got the first issue out and othei
have had difficulty pursuing story and picture ideas.
9- Local community liaison. The King Edward Campus experienc
of recent months lias indicated the large amount of tun

involved in truly taking the college into the commumt,"
meetings witli neighbourhood associations, local busing
associations, civic committees etc.

10. Alumni. The college is hoping to develop this community as
future strong link into the larger community for stud'Mi
recruitment, graduate placement and fundraising purposes. L'i

alumni office is not going to be financially strong enough t
E.27 The College should develop a clear statement
of purpose or intent regarding the planned

*That the President with C.E.C. involvement review
this objective and develop an action plan.

roles for V.C.C. at each campus, and communi¬

cate this statement of purpose to the internal
and external College communities.
E.28 As a follow qp to the action recommended in

27, the VCC Board should initiate a College

*That the above action plan be forwarded to the
Board for review rather than for initiation.

identity program which promotes a corporate

identity and within that a distinct identity
for each of the campuses.

*That the action plan relating to the College's

identity program be the responsibility of the
CEC under the guidance of the President.
NOTE: This proposed approach to recommendations
E.2 7 and E.28 is reflected in the Task Force's
Major Recommendations.

TASK FORCE ON COLLEGE'S IMPACT ON COMMUNITY
MAJOR RECOMMENDATION

To date there appears to jiave been a tendency to move college-community issues to people at the
technical level who operate in a policy void and lack authority to effect change. The greatest
hurdle is to establish tfae importance of these issues at the executive, policy-making, level.
In considering each of t)ie preceding objectives and proposed action statements, the Committee
feels it imperative that tjhe C.E.C. address the following:

a. the commitment from the C.E.C. that college-community issues are an important
management concern -- that public relations considerations will be made as well
as educational ^pd accounting concerns when devising college policy;
b. the establishment by the College Board of a board committee on community relat ions;
c. the development, by the C.E.C., of a college-wide public relations plan for
each year;
d. the development of annual public relations plans for each of the operating
divisions of the college;
e. a regular reporting at the executive table of progress toward achieving the
goals set out iq those plans;
f. the identification and commitment of the resources necessary to give full effect
to the preceding, s

We believe the above propqsal would overcome many of the obstacles to achieving the goals sugges¬
ted by the institutional evaluation process.

1985/86 INSTITUTIONAL EVALUATION STEERING COMMITTEE RECOMMENDATIONS
On Collaboration with Industry
19. The College actively pursue some highly visible collaborative arrangements
for state-of-the-art training with companies in order to encourage other firms
in the Vancouver area to such mutually beneficial collaboration.
20. In view of the new Federal policy vis-a-vis the Canadian Jobs Strategy (C.J.S.),
V.C.C. make a concerned effort to contact employers in order to negotiate
training contracts which would attract federal funding.
21. Program Advispry Committee members, both present and past, be used to promote
collaboration between industry and the College, and the negotiation of train¬
ing contracts.
22. Faculty be encouraged to participate in the generation of prospective business
and related curriculum development. Such activity could perhaps be undertaken
during professional development time.

On Internal Incentives
25. A means be found to establish a committee, some committees, or a process,
to involve selected existing Program Advisory Committee members, potentially
supplemented by others, in the provision of advice to the College on community,
rather than program, affairs ... and that the exploration of options include
the active involvement of the College Board.

On Community Presence
40. A marketing strategy for the College be developed (as another means of increas¬

ing the visibility of the College in the community), recognizing that the
effectiveness of the strategy will be largely dependent on the quality of
the College's instruction and community need for its program.

OCTOBER 19 8 6 EXTERNAL REVIEW TEAM RECOMMENDATIONS

19. New procedures to facilitate quicker response time in meeting emerging training
needs should |3e developed.

22. A task force should be struck, as suggested by the sub-committee, to address
and plan how V.C.C.'s image in the community might be improved in its various
const ituencies .

27. The College should develop a clear statement of purpose or intent, regarding
the planned roles for V.C.C. at each campus, and communicate this statement
of purpose to the internal and external College communities.

28. As a follow-up to the action recommended in 27, the V.C.C. Board should initi¬
ate a College identity program which promotes a corporate identity and within
that, a distinct identity for each of the campuses.

COMMUNITY IMPACT TASK FORCE REPORT

VANCOUVER COMMUNITY COLLEGE
MAY 14, 1987
Sample Inventory of V.C.C. Partnerships

ctetea February 24, 1987
In addition to input received from campus principals relating to
V.C.C.'s impact on the community, the following provides a sample
of V.C.C./Community involvement specifically originating out of V.V~I.
The 35 examples are grouped under the following four headings:
1.0 Partnerships with Colleges and Institutes
2.0 Partnerships with Universities
3.0 Partnerships with Government Agencies
4.0 Partnerships with Industry

1.0 PARTNERSHIPS WITH COLLEGES AMD INSTITUTES
1.1 Capilano College:

The Housing of the VYI Carpentry program on Capilano College
Campus.

1.2 Capilano College:
The provision of space at the VYI for it's Legal Assistant
Program.

1.3 East Kootenay Conrnunity College:
The joint use of the curriculum developed by VYI for the:
1.3.1 Security Officer Program
1.3.2 Building Service Worker Program
1.3.3 Dining Room and Lounge Service Program
1.4 - Okanagan College:
The provision of the VYI curriculum for the Baking program.
1.5 Cariboo, Malaspina and North Island Colleges arrangement
For the delivery of the VVI Basic Electronics program for
direct entry into the VVI Advanced Electronics programs.
1.6 Northern Alberta Institute of Technology
Provision of the VVI curriculum details for starting a
Chinese Cooking program in Edmonton.
1.7 Southern Alberta Institute of Technology
The joint development of the curriculum for the 1st Class,
2nd Class, 3rd Class and 4th Class Power Engineering programs
and packaging for correspondence method of delivery. The
ongoing shared use of such materials.
.cont/2

1.8

Douglas College
The access "and accreditation arrangement for students from
the YVI Licensed Practical Nurses Access program into the
Registered Nurses and Registered Psych. Nurses programs at
Douglas College.

1.9 British Columbia Institute of Technology
The accommodation by YVI of the Power Engineering students
frcm the Maple Ridge campus for cost savings at BCIT. The
accommodation by VYI and BCIT of the program transfers in
Welding, Machinist, Business Office Training, Building
Services Worker and Recreation Facilities Management programs.
1-10 Open Learning Institute
The accommodation and arrangement for their students to

utilize the YVI tutorial programs in Power Engineering in
support of correspondence programs taken at OLI.

2.0 PARTNERSHIPS WITH UNIVERSITIES
2.1 Simon Fraser University - Continuing Education

The development of a Western Canadian Publishing Institute
togethe1- with the VYI Printing Production Department.

2.2 University of British Columbia
The sharing of dental facilities and resources to train
dental students frcm UBC and VYI and Dental Assistant
students at UBC.
2.3 University of British Columbia
The arrangement between YVI and UBC for recognition of part
of our instructor training as a component of the UBC
Undergraduate Diploma.
2.4 University of Simon Fraser
The acceptance of the YVI Instructor Diploma or equivalent,
together with the UBC Undergraduate Diploma for acceptance
into a Masters Degree program at S.F.U.
2.5 University of Saskatchewan, Regina
The arrangement for acceptance of individuals into the
Bachelors Degree program in Technical/Vocational Training
with credit for the instructor training at the VVI.
.cont/3

2.6 Johnson and Wales College, Boston
The arrangement for co-delivery of the Bachelor in Tourism
program in Vancouver.

3.0 PARTNERSHIPS WITH GOVERNMENT AGENCIES
3.1 Ministry of Advanced Education and Job Training
The joint development ana delivery of the Instructor Diploma
programs at the VVI.
3.2 Ministry of Advanced Education and Job Training
The development of the revised provincial Skin Care program
with M.O.A.E.J.T. and the Hairdresser's Association of B.C.

3.3 Ministry of Labour
The development and implementation of the new provincial
apprentice and licensing system for Hairdressers and Barbers.
3.4 Alberta Ministry of Education, Alberta Access Network
The cooperative development of instructional material for the
Instructor Diploma program. Course 101, where VVI supplies
the written material and the Access Network the video
material.

3.5 B.C. Ministry of the Attorney General ana the Canadian
Standards Bureau
The development of a national standard Security Officer
Training program and licensing standard.
3.6 Ministry of Aavanced Education and Job Training

The joint development activity with VVI in the proposed
Hospitality Centre and the Core Tourism Management program
project with Barbara Mitchell.
3.7 Federal Correction Penitentiary Branch
The accreditation and certification arrangement with Dr. M.
Mohan to accredit training in prisons according to VVI
curriculum and to grant certificates.
3.8 Canadian Employment and Immigration Ccmmission
The provision of space and services on campus for a large
CEIC student support and job placement office at no cost to
CEIC.
cont/4

3.9 Qaen Learm'ng Institute
The provision for several years, at no cos", of office space
to OLI for a-contact service centre at the VYI.
3.10 Ministry of Labour

The provision of office space at VVI to the apprenticeship
counsellor of MOL for several years.
3.11 Ministry of Education
The provision of office soace and services to their
coordinator for training in industry at the VVI (Jack Cooper).
3.12 Ministry of Advanced Eaucation ana Job Training
Cooperation with the Ministry in resolving its ccmnritment to
the Samarinda project in Indonesia.

4~Q PARTNERSHIPS WITH INDUSTRY
A-. 1 International Rail
Training consultants for their projects in Africa and Ireland.
4.2 Swan Wooster Engineering
Cooperation in providing managenent staff to a major project
in Bangladesh.
4.3 Rotary Club
Participation as full memoer in comraunity arrairs; R.M.
Pearce on behalf of the College.
4.4 Kiwani s

B.A. Wood's annual participation, on behalf of the College,
with the Kiwanis and its auction.
4.5 Vancouver Executives Association
Full participation, by M.E. Lamoureux as the College
representative, in the affairs of this Association.
4.5 Vancouve'' Econonic Advisory Conimission

H.W. Rerun full memDership on behalf of the College.
4.7 American Hotel and Motel Association, Education Institute
The develooment of a joint training and certification program
internationally recognized for employed persons in the
Tourism industry.

Hopefully, this list will provide some ideas for inclusion in your
submission for recognition and a Spotlight Award.