Always an advocate
Friday, March 24, 2006
Helen Connell
the helm of Western's Board of Governors in December 2005 she brought all her zest for advocating for social issues with her. While for some, social advocacy and university administration may seem unrelated, it isn't that way for Connell.
"When I look at Western I don't see
an ivory tower. I see international leaders on many social issues, I see the University being the key driver in the local economy and the leader in an international knowledge-based economy."
As a child, Connell says her father
stressed the importance of education
and though her parents didn't talk about
social issues, she said she was always
aware that not everyone was presented
with the same opportunities in life. In
her role as editor and columnist at the
London Free Press Connell for more than
a decade worked to make readers aware
of important social issues. As Executive
Director of the United Way of London
and Middlesex for the past six years, she
led campaigns to raise record amounts for social welfare organizations in the area.
Connell takes leadership in a period
many are calling an "exciting time
for Western." By this fall, the board
will finalize a new strategic plan to
determine the direction the University
takes over the next five years. In May
2005, after years of Ontario universities
being the lowest-funded in the country,
the provincial government announced a
plan to give post-secondary institutions a
39 per cent increase in funding for 2005-
06. "The funding is greatly appreciated,"
Connell says. "But the demands on us
to invest that money are enormous. The
demands are going to outstrip anything
we've received."
Connell says it is important to
constantly make the case to the
government that universities need
additional money. "Universities have
to anticipate the needs of researchers
and students who will be the drivers
of this knowledge economy. If we
want Western to become the finest
research intensive university in Canada,
if not North America, that will require
attracting more graduate students and
faculty. And the market for these people
will be fierce."
Connell says a major priority will
be investing in space to house the
new graduate students, faculty, staff
and equipment. Five projects, totaling
approximately $80 million have been
approved in what will be the largest multiplan investment in University history.
Locally as well, Connell believes
there is a message to get out about
Western. "People who know Western see
it as an innovative, creative place where
people are committed to education and
research but also to this community," she
says. "But there are also people who have never been through the gates to whom it can still seem a bit ivory tower-like."
She says the simple fact is, often people
just don't know what is going on at an
organization as large and decentralized
as Western and that makes it easy for
them to criticize.
"The same thing happens at
newspapers," she says. "You will never
have everyone liking what you do and
you will never be able to do enough. I
think you have to strive to be the best that you can but you also have to have a thick enough skin to know that you will be
constantly striving. This is not something
that can be totally perfected." She says
part of her job as board chair is to listen
to the voices that are the community and
make sure they are being heard.
Connell, more than anyone,
recognizes the importance of listening
and the ability to voice opinions. During days around an editorial table at the London Free Press she was often known for taking an unpopular stance on certain issues.
"The Board, like Western, is made
up of such a cross-section of members
of the community, students, faculty and
staff. And when they sit down at the
table, they have an equal voice," she
says. "Universities are not a place where
the President or board chair makes all
the decisions. Universities are places
where the process is very important, and
bringing everyone's ideas to the table is
an important part of this process."
"When I look at Western I don't see
an ivory tower. I see international leaders on many social issues, I see the University being the key driver in the local economy and the leader in an international knowledge-based economy."
As a child, Connell says her father
stressed the importance of education
and though her parents didn't talk about
social issues, she said she was always
aware that not everyone was presented
with the same opportunities in life. In
her role as editor and columnist at the
London Free Press Connell for more than
a decade worked to make readers aware
of important social issues. As Executive
Director of the United Way of London
and Middlesex for the past six years, she
led campaigns to raise record amounts for social welfare organizations in the area.
Connell takes leadership in a period
many are calling an "exciting time
for Western." By this fall, the board
will finalize a new strategic plan to
determine the direction the University
takes over the next five years. In May
2005, after years of Ontario universities
being the lowest-funded in the country,
the provincial government announced a
plan to give post-secondary institutions a
39 per cent increase in funding for 2005-
06. "The funding is greatly appreciated,"
Connell says. "But the demands on us
to invest that money are enormous. The
demands are going to outstrip anything
we've received."
Connell says it is important to
constantly make the case to the
government that universities need
additional money. "Universities have
to anticipate the needs of researchers
and students who will be the drivers
of this knowledge economy. If we
want Western to become the finest
research intensive university in Canada,
if not North America, that will require
attracting more graduate students and
faculty. And the market for these people
will be fierce."
Connell says a major priority will
be investing in space to house the
new graduate students, faculty, staff
and equipment. Five projects, totaling
approximately $80 million have been
approved in what will be the largest multiplan investment in University history.
Locally as well, Connell believes
there is a message to get out about
Western. "People who know Western see
it as an innovative, creative place where
people are committed to education and
research but also to this community," she
says. "But there are also people who have never been through the gates to whom it can still seem a bit ivory tower-like."
She says the simple fact is, often people
just don't know what is going on at an
organization as large and decentralized
as Western and that makes it easy for
them to criticize.
"The same thing happens at
newspapers," she says. "You will never
have everyone liking what you do and
you will never be able to do enough. I
think you have to strive to be the best that you can but you also have to have a thick enough skin to know that you will be
constantly striving. This is not something
that can be totally perfected." She says
part of her job as board chair is to listen
to the voices that are the community and
make sure they are being heard.
Connell, more than anyone,
recognizes the importance of listening
and the ability to voice opinions. During days around an editorial table at the London Free Press she was often known for taking an unpopular stance on certain issues.
"The Board, like Western, is made
up of such a cross-section of members
of the community, students, faculty and
staff. And when they sit down at the
table, they have an equal voice," she
says. "Universities are not a place where
the President or board chair makes all
the decisions. Universities are places
where the process is very important, and
bringing everyone's ideas to the table is
an important part of this process."
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