¶¡ÏãÔ°AV

As we enter the quieter summer months, this Board report aims to provide information on a few key projects occurring at the university. I would like to thank the Board for their continued support of ¶¡ÏãÔ°AV during this challenging time for the post-secondary sector and look forward to our continued work together once we reconvene in September.

Key project updates

Government relations

Over the past year, ¶¡ÏãÔ°AV’s Government Relations (GR) team has developed and advanced a comprehensive and integrated advocacy program that aligns to the university’s strategic objectives and is responsive to the dynamic political and policy landscape at the provincial, federal and municipal levels.

Highlights from federal and provincial GR advocacy efforts over the past year include:

• Holding more than 44 provincial meetings, including with the Premier, Cabinet Ministers/Parliamentary Secretaries, MLAs, political staff, and senior public servants
• Three advocacy missions to Victoria to advance core institutional priorities
• An appearance before the Select Standing Committee on Finance and Government Services to present ¶¡ÏãÔ°AV’s recommendations for the 2026 B.C. Budget, emphasizing the need for a long-term sustainable operating funding model and increased capital investment in post-secondary infrastructure
• Actively engaging with MPs and new Ministers following the 2025 federal election, positioning ¶¡ÏãÔ°AV as a trusted partner on national priorities
• Continued advocacy around international education in response to ongoing federal policy changes affecting enrolment
• Supporting ¶¡ÏãÔ°AV’s submission to the federal Sovereign Compute AI Infrastructure Fund, under the Canada Sovereign AI Strategy

Looking to the year ahead, the GR team is focused on continued engagement with federal stakeholders, advancing sectoral advocacy around sustainable funding and innovation with the provincial government and participating in the federal and provincial budget processes.

The GR team remains committed to ensuring that ¶¡ÏãÔ°AV’s voice is represented at key policy tables and that our institutional priorities are positioned to succeed in an increasingly complex political and fiscal environment.

International strategy – work to date and the road ahead

Since joining ¶¡ÏãÔ°AV on May 1, Vinitha Gengatharan, executive lead, international strategy, has been working closely with key stakeholders to refine and advance the university’s international engagement efforts in alignment with ¶¡ÏãÔ°AV's mission and goals, as well as to finalize the international strategic plan. This strategy aims to better position the university for growth, excellence and sustainability across our international activities.

Strategy development and alignment

We have made significant progress in aligning ¶¡ÏãÔ°AV's international strategy with both the broader institutional mission and the goals outlined in the What's Next strategic plan. This alignment ensures an integration of international efforts with areas across ¶¡ÏãÔ°AV, including academics, research and student experience. Consultations are currently underway with the faculties and other divisions.

To support the international strategy, progress has also been made in integrating the various dimensions of the international portfolio, including global engagement and partnerships, international student services, learning abroad and recruitment. This integration aims to strengthen internal coordination and collaboration, as well as enhance external visibility.

International student recruitment and leveraging transnational education

Our international student recruitment efforts have significantly enhanced over the last year. We have begun implementing a more targeted and data-driven approach to attracting top-tier international talent to ¶¡ÏãÔ°AV, with an emphasis on key regions. This approach incorporates in-country presence and utilizes other recruitment partners, focusing on quality and enhancing ¶¡ÏãÔ°AV's visibility.

Given the domestic and international student program policy environment, as well as the shifting international student flows, the university is also exploring models of Transnational Education that can create access to ¶¡ÏãÔ°AV's high-quality program offerings through offshore and onshore delivery modalities. This will enable us to expand our educational offerings and reputation beyond Canada's borders while meeting global educational needs. This is a significant undertaking, and appropriate due diligence is underway, including a feasibility study and risk assessment.

As part of the strategic plan, we will further strengthen support systems for international students, ensuring they feel welcomed and engaged in the ¶¡ÏãÔ°AV community and become successful graduates and contributors.

Global branding and positioning

In partnership with Communications & Marketing and the Office of the Vice-President Research and Innovation, we are identifying ways to shape ¶¡ÏãÔ°AV's international brand, reputation and visibility. A key focus has been differentiating ¶¡ÏãÔ°AV's unique offerings in a competitive global market and effectively communicating our strengths to potential international partners and students.

Next steps

The internationalization of ¶¡ÏãÔ°AV is a dynamic and evolving process. There are many opportunities ahead for ¶¡ÏãÔ°AV, including the ability to leverage our reputation for excellence in areas such as sustainability, climate change, AI, quantum, entrepreneurship, innovation  and interdisciplinary studies. Our international efforts also continue to be informed by shifting global dynamics including geopolitics, geoeconomics, regionalization of international education and domestic policies and sentiment. The demand for Canadian higher education is increasing in regions such as South Asia, Latin America, and Africa. Understanding these regional trends and tailoring our outreach and offerings to meet the specific needs of these regions is essential.

This fall, we will finalize the international strategy and implementation plan and roll out a comprehensive framework that outlines key priorities for ¶¡ÏãÔ°AV's global engagement efforts. This will include specific initiatives focused on international research partnerships, global learning programs, international student experiences, and recruitment strategies. A more formalized, cross-functional approach will ensure these efforts are sustainable and measurable. Partners across the university, including the Partnerships Hub, Advancement and the faculties, will play a key role in bringing this to fruition, along with external stakeholders.

While we have made substantial progress, we are at the beginning of an exciting journey that will require ongoing collaboration and dedication across all areas of the university. In the months ahead, we are focused on deepening our global presence, strengthening partnerships and building a cohesive, comprehensive international strategy that positions ¶¡ÏãÔ°AV as a leader in global engagement.

School of Medicine – overview and outlook

Over the past year, the ¶¡ÏãÔ°AV School of Medicine has transitioned from foundational planning to operationalizing its academic and administrative units, making significant progress towards welcoming its first MD cohort in 2026.

Since the last Board update, the School has submitted the initial phases of Undergraduate Medical Education accreditation for review and expects to hear back from the Committee on Accreditation of Canadian Medical Schools on a decision in fall 2026. The School has also finalized key components of curriculum, built out leadership and administrative teams, secured interim facilities and launched large-scale clinical faculty recruitment with more than 420 appointment offers sent out and 260 appointments confirmed. The SoM has also established critical governance structures, including a Faculty Council and curriculum committees, and begun work on an application for Postgraduate Medical Education (PGME) accreditation for submission by August 15. What began as a vision is now taking shape as an integrated and functioning medical school.

Looking ahead, the next 12 to 24 months will be marked by program execution and capacity building. The School’s focus will shift from planning to implementation: onboarding faculty and staff, testing and rolling out technology systems (including advanced use of artificial intelligence and virtual reality simulations), finalizing learner support services, preparing clinical teaching environments across the Fraser Health region, deepening engagement with Indigenous and local communities and completing the first PGME accreditation application. The School is also activating an ambitious Advancement program. These efforts are grounded in the SoM’s unique model of community-based, primary care-focused education, with a strong emphasis on Indigenous health, interdisciplinary collaboration and social accountability.

Additional updates

• ¶¡ÏãÔ°AV is excited to invite Board members to the grand opening of the First Peoples’ Gathering House (FPGH) at ¶¡ÏãÔ°AV on Sept. 12, 2025. The result of nearly 20 years of hard work and advocacy, the FPGH is a place where Indigenous students, staff and faculty can come together to practice, learn and share in culture, community and connection. It will host cultural events, celebrations, workshops, classes and conferences for the Indigenous and campus-wide community. Opening the FPGH is a key step in making the university a safe and welcoming place for Indigenous people, part of ¶¡ÏãÔ°AV’s ongoing commitment to Upholding Truth & Reconciliation.
• In 2021, ¶¡ÏãÔ°AV joined the UN’s Race to Zero campaign in support of our efforts to engage in global challenges and take tangible actions towards addressing the climate crisis. In recognition of this work, the Race to Zero campaign recently  that highlights how the university is working towards net-zero objectives and promoting meaningful advocacy and policy efforts.
• ¶¡ÏãÔ°AV has earned the City of Burnaby’s 2025 Environmental Award in the category of Business Stewardship for our Embedding Sustainability and Climate Action (ESCA) framework, which guides the implementation of the 2022-25 Strategic Sustainability and Climate Action Plan. Thank you and congratulations to members of the ¶¡ÏãÔ°AV Central Sustainability and Climate Office and members around the university for their role in creating and enacting the ESCA framework.
• ¶¡ÏãÔ°AV is proud to have been named among  and  for 2025 in recognition of comprehensive health benefits that extend to retirees, generous parental leave coverage and extensive training and skills development offerings. Thank you and congratulations to members in the Vice-President People, Equity and Inclusion Office who support these initiatives for faculty and staff across the university.
• ¶¡ÏãÔ°AV recently launched the Demographic & Diversity Data Survey Dashboard to strengthen the university’s ability to meet regulatory and institutional commitments and support its community. Developed by Institutional Research & Planning in collaboration with the Equity Office, the dashboard presents anonymized, aggregated data from the Fall 2024 Demographic & Diversity Data survey and aligns with ¶¡ÏãÔ°AV’s privacy standards. This data will be used to support equitable and accountable decision-making, in alignment with the goals of the Equity Compass.

Sincerely,

Joy Johnson
President & Vice-Chancellor
¶¡ÏãÔ°AV