As many of you are aware, effective today I take up my responsibilities as Chair of the Board of Governors and I’d like to start the meeting by offering some remarks.
Let me begin by stating that it is truly an honour to be appointed the new Chair of the UBC Board of Governors. I would like to thank my colleagues on the Board for their confidence in my leadership.
I would also like to thank Vice-Chair Sandra Cawley for so ably stepping in as Interim Board Chair over these past few weeks and for guiding the Board through this period of transition. I would also like to thank the Board’s former Chair, Michael Korenberg, for his commitment and contributions to a wide range of initiatives under the UBC strategic plan, Shaping UBC’s Next Century. Finally, I would like to acknowledge and thank outgoing Chancellor Lindsay Gordon for his exemplary service over his six years as Chancellor, as a champion for students, and to welcome UBC’s 19th Chancellor, the Honourable Steven Lewis Point.
As the Chair of UBC’s Board of Governors, I am looking forward to working with colleagues, the President, and the administration in carrying out our responsibilities for the stewardship of this outstanding and globally recognized university. My focus will be to build on a number of key priorities that have already been articulated by the Board and administration. These include ongoing commitments to academic and research excellence, as well as commitments to Indigenous reconciliation and engagement, diversity and inclusion, sustainability and climate action, and student, staff and faculty health and wellness.
I am committed to supporting the Board in achieving best practices in the areas of transparency, accountability and governance. Moving forward, I will be working closely and collaboratively with the Board and the President to ensure we continue to drive University priorities forward while ensuring strong governance and leadership. Speaking on behalf of my fellow Governors, we recognize our responsibility to actively reflect the values of the University in how we conduct ourselves individually and as a Board, and that we consider those values in all our deliberations and decisions. UBC’s values are well set out in the University’s strategic plan, and include excellence, accountability, respect, integrity and academic freedom. By demonstrating our commitment to these values and supporting the administration in achieving the University’s strategic priorities, we will be most effective in supporting UBC’s vision of “inspiring people, ideas and actions for a better world.” These priorities include supporting the health and wellbeing of our students, faculty, and staff; inspiring students through excellence in transformative teaching and learning, and supporting excellence in research, scholarship, and creative endeavors. As a first-generation university graduate, an early career mentor and tutor for students—as well as the mother of two current university students—I believe that education has the power to uplift all people. Education leads to inclusion, social cohesion, and individual growth. At this critical moment in time, the UBC community—indeed the world—is reflecting on matters of race, injustice and inclusion.
We are all asking ourselves how we can hold ourselves accountable, and personally commit to addressing individual and systemic racism. Three decades ago, I was a young woman coming out of business school. I was hopeful that we would see changes in our schools and workplaces—that demographics alone would help to lead to greater equity. And while progress has been made, particularly for white women such as myself, issues of racism and racial inequity have not. What have we learned from the social change that has benefited some while continuing to marginalize and exclude others? For me personally, it highlights that deliberate and persistent actions must be taken if there is to be real change. Systems must be analyzed and intentionally refined to remove barriers and create equal and just opportunities for those who have been historically, persistently and systemically marginalized. We all have a role to play to support and elevate the voices of those who are excluded, under-represented or experience barriers to equal opportunities for success.
UBC has what I believe to be one of the most diverse boards in Canada—not only in terms of career backgrounds but also in terms of gender, ethnicity, culture and lived experiences. That diversity gives us great opportunity and responsibility to “shape a better world, together”. In my role as Board Chair, I personally commit to active listening, to encouraging every voice at the table, and to ensuring that the University is taking meaningful action for change—and I know Governors join me in this commitment. Several years ago, I was very fortunate to hear Maya Angelou speak in Vancouver—I will never forget it. And one of my favourite quotes of hers is “do your best, and when you know better, do better”. As a first step, both the Board and the Executive have committed to completing EDI and anti-racism training in the coming months, as a small step towards beginning to know better.
I am also very pleased to see the University’s Indigenous Strategic Plan coming forward for endorsement today. This plan has been several years in its development and has had extensive and ongoing community consultation. It will provide a path and direction for UBC’s actions towards reconciliation.
As with all universities in Canada and globally, UBC is facing a high degree of uncertainty right now due to COVID-19. As we look ahead to September, I am also aware of just how different it will be when we welcome our first-year students to UBC, and we welcome back our returning students, faculty and staff. I would like to acknowledge how hard the faculty, staff and administrative team has worked over the spring and summer to ensure the health and safety of our community, to providing the support and experience that enriches our students, and to creating connectedness in these very challenging circumstances. Thank you all for your dedication and exceptional commitment.
Today, the Board will review the UBC Budget for Fiscal Year 2020-2021 and consider how COVID-19 has affected UBC’s financial situation—the full impact of which will not be fully realized until later this year and potentially beyond this fiscal year. We know that UBC is a highly resilient and robust institution, and we will work with care, thoughtfulness and purpose as we go through these uncertain times together, with a view to upholding the long-term strategies and potential of UBC while acting prudently in the near term.
In closing, I would like to again thank the Board for their vote of confidence in my leadership. UBC provides the highest standards of academic and research excellence, and I am committed at all times to acting in the best interests of the University and its community.
Thank you very much.
