Editorials

Winnipeg Free Press - PRINT EDITION

U of M sees more in less

By: Editorial

Posted: 01/23/2012 1:00 AM | Comments: 0 (including replies)

President David Barnard's goal to cut the University of Manitoba's faculties and departments is part of the renewal that ought to go on every decade at post-secondary schools. It should not be driven by cost cutting, but by an aim to keep schools fresh and relevant to the world of academic inquiry, research and the pursuit of careers.

More than three years ago, Mr. Barnard talked of a transformation that promised stuff to stir the soul -- who, among those there that day, can forget the drama of his inaugural address to graduates at the 2008 fall convocation. He is getting into the hard sledding now that will decide if the tailoring can begin. Mr. Barnard wants to merge some faculties, and cut the number of departments so the structure is less unwieldy, more cohesive, so natural affinities, such as between pharmacy, pharmacology and medicine, can spur broad learning and innovative research. This would serve both students and faculty.

The U of M has an unusually high number of faculties and schools (20) and departments (78) when compared to other universities of comparable size and stature. This is a sign of growth unchecked by rationalization, but likely reflects the fact Manitoba, with a population of one million people, has only one medical/doctoral post-secondary institution. Universities in larger provinces where post-secondary schools proliferate will concentrate on developing a handful faculties and professional areas and so can tailor the menu of programs they offer. The U of M has developed broader coverage, but the other universities in Manitoba are expanding their scope and that reality should play into this consolidation.

The collapsing of some faculties and departments into larger categories of similar pursuits should save money, and put more teachers back into the lecture halls and classes. The executive of the university cannot force such change upon the faculties, but it can present a compelling case for consolidation if the natural resistance within academic fiefdoms is overcome by showing front-line faculty the opportunities that can flow from plowing financial savings back into learning, research and staff.

Republished from the Winnipeg Free Press print edition January 23, 2012 A10

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