Category: Administration

University of Saskatchewan Detritus

We all remember this spring’s controversy at the University of Saskatchewan over the firing of Robert Buckingham, which resulted in the resignation of the University’s Provost, Brett Fairbairn, and the firing of the President, Ilene Busch-Vishniac.  Despite all the coverage, a number of key questions were never answered, like “how could anyone possibly think firing a tenured professor was a good idea?”  And, “who’s idea was it to fire him anyway – the Provost’s or the President’s?” We now have more

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Crazy Managerial Imperatives Around International Students

One of the weirdest – and I mean totally bat-guano-crazy – things in Canadian higher education is the way recruitment of international students is managed.  Although the image of international student recruitment is often seen simply as a money-spinner for institutions, the fact of the matter is that most institutions aren’t coming close to maximizing revenue from this source.  And that’s not because of any high-minded motives of institutions turning away students they don’t think are suitable for their university

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Deans and Multiple Personality Disorders

Imagine two scenarios.  In the first, an academic is threatened with termination if he/she speaks out publicly against the university’s proposed strategic plan.  In the second, a manager is fired for disobeying a direct order from a superior about running down the company he/she works for.  For most readers, I’d guess the first scenario is abhorrent, and the second quite understandable (if perhaps somewhat harsh).  Yet both scenarios describe precisely what happened to University of Saskatchewan’s Dean, Robert Buckingham. The

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“Comparability” in Salaries

Come salary negotiation time, every faculty union wants to be paid based on what “comparable” universities are getting.  It was a huge point in the UNB strike, it continues to be one in the Mount Allison strike, and presumably it will be one at U Winnipeg as well (the strike deadline is February 24). There are three problems with the notion of “comparability”.  The first is obvious: finding genuinely comparable institutions.  On what, exactly, do you compare?  Size? Mission?  Teaching

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Riding Two Horses*

Here’s a home truth that you won’t see acknowledged very often: modern Canadian universities aren’t one organization; they’re two, each with different values, priorities, and procedures. The first organization is the one we’re used to thinking about.  It’s the one that acts as a pillar of the community.  It teaches the local kids, and works on local problems.  It measures its success in its ability to attract ever-brighter domestic students, and in winning national competitions for public research funds.  When

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