History of Board Activities

1993 – 1994

Prior to the Board of Governors’ official establishment date of April 1, 1993, an Interim Advisory Board had been put in place to develop board by-laws and resolutions for the Board to consider. At its first meeting on April 1, the Red River Community College Board adopted the recommended by-laws and resolutions required to effectively govern the College and manage the Board’s operations.

Board activities for the remainder of 1993/94 consisted of appointing an external auditor, approving an employment agreement with the President, and approving a number of new policies, including Board Member Conflict of Interest, Approval of New Programs, Conversion of Programs to Co-op Delivery, and International Education (Cost Recovery).A College Development Council comprised of community members and RRCC staff was also established to advise the Board regarding development and fundraising for facilities and equipment.

1994 – 1995

The Board of Governors adopted a motion in June 1994 that Red River Community College become a smoke-free environment on all College property. In September due to concerns raised by Students’ Association and the employee bargaining unit (MGEU), the smoke-free directive was rescinded and the Board approved that smoking on College property must at least 20 feet from entranceways and the playground. Smoking was also permitted for social activities in the South Gym. 

Other Board activities during 1994/95 included approving an Employee Classification System for non-MGEU staff, revising the Board Conflict of Interest Policy, introducing a policy that Board members who apply for employment with the College must resign from the Board, and directing the College Development Council to submit a comprehensive friend and fund raising plan for RRCC.

1995 – 1996

During 1995/96 the Board of Governors implemented procedures for the granting of Honorary Diplomas, approved a one-year Collective Agreement with the MGEU, implemented a new format for Financial Reporting to the Board, and approved an Employment Equity Outreach and Selection Process Model for RRCC. 

In February 1995 the Board endorsed the College’s first capital campaign, the Vision Innovation Partnership (VIP), to raise funds to renovate the laboratories in Building A.

1996 – 1997

In October 1996 the Board agreed to adopt the Carver Model of Policy Governance. The Board’s two standing committees were tasked with researching the model and developing proposed policies for consideration. A new Board Policy Manual was approved in June 1997.

Following the resignation of RRCC President Anthony Knowles in January 1997, external consultant Ken Holland was appointed Interim Chief Executive Officer and Vice-President Norman Konowalchuk was appointed Chief Operating Officer. The Presidential Search Process concluded in August 1997.

Other Board activities in 1996/97 included approval of a one-year Collective Agreement with the MGEU and the establishment of an RRCC Alumni Development Committee.

1997 – 1998

The Board of Governors appointed Jacqueline Thachuk as President and CEO of Red River Community College for a five year period beginning September 1997. 

In October 1997 the Board approved a name change for the institution from Red River Community College to Red River College. The Manitoba Government subsequently amended The Colleges Act to reflect the new name on July 1, 1998. 

Board activities during 1997/98 included: a) developing monitoring processes for each of the new Carver Model Board policies; b) a College Reserve Fund Policy was adopted; c) a Foundation Committee including external members was established to consider creating a foundation to oversee RRC’s development activities; d) a new College logo was approved; and e) a four-year Collective Agreement with the MGEU was approved.

1998 – 1999

In September 1998 Board members participated in celebration activities for Red River College’s 60^th Anniversary where the Vision Innovation Partnership Campaign (VIP) was officially launched. 

Major Board activities during 1998/99 included: a) approval of A Strategy for Expanding Manitoba’s College System, a report outlining RRC’s anticipated pattern of growth that was requested by COPSE; b) increasing the frequency of financial reporting by the management to the Board; c) approval for the College to participate in the planning of the City’s Millennium Library Project; d) communicating with the Federal Government regarding the Board’s concerns about changes in the distribution of Millennium Scholarship Funds; e) establishing the RRC Alumni Committee as a subcommittee of the Board; and f) approval of a submission from the Board to be included in RRC’s Five Year Operational and Organization Review that had been requested by COPSE and was a requirement of The Colleges Act.

1999 – 2000

The Board’s major activities during 1999/00 included: a) undertaking a comprehensive evaluation of the Board and its activities; b) requesting that COPSE support the College in providing tuition-free adult basic education and academic preparation programs; c) approval of a process to review College trust and endowment funds, and adoption of an Investment Objective for the funds; d) approval of a proposal to build the Centre for Applied Research in Sustainable Infrastructure (CARSI) at Red River College; and e) approval of a proposal to develop a new downtown campus at the Princess Street Promenade.

2000 – 2001

During 2000/01, because of the turnover in the entire Board membership, much of the year focused on orientation and education of Board members regarding Red River College. Other activities included: a) reviewing and confirming the College’s policy of not using interviews as part of the selection process for program entry; b) approval of a financial mandate for the management to negotiate a collective agreement with the MGEU, and subsequent approval of the agreement; c) adoption of guiding principles for setting tuition fees; d) authorizing the College to negotiate the transfer of Stevenson Aviation Technical Training Centre to Red River College; and e) approval that academic entrance requirements for certificate and diploma programs be changed to Grade 12 or equivalent effective September 2002.

2001 – 2002

Board activities during 2001/02 included: a) adoption of new vision and mission statements for the College; b) approval of an initiative to establish applied degrees in Manitoba; c) establishing a Board Policy Review Committee to review and recommend changes to the Board’s policies; and d) creating the Stevenson Aviation/Aerospace Strategic Council to provide guidance regarding the operation of the Stevenson Aviation Training Centre.

2002 – 2003

During 2002/03 the Board’s significant activities included: a) the acquisition of the Princess Street Campus property from the City of Winnipeg for One Dollar; b) participating in the grand opening of Phase 1 of the Princess Street Campus that was attended by His Royal Highness Prince Phillip; c) education of Board members regarding the College’s Academic Expansion Strategy 2000 – 2004; and d) continuation of the planning for Phase 2 of the Princess Street Campus. Also during the year all Board members committed to personally donating to the RRC Princess Street Capital Campaign.

2003 – 2004

The Board’s major initiative during 2003/04 was the search for a new president because of the retirement in July 2004 of President Jacqie Thachuk. Following a nine-month process, in May 2004 Jeff Zabudsky was appointed President and CEO of Red River College for a five-year term effective August 30, 2004. Other activities during the year included a) approval of new collective agreement between the College and the MGEU; b) implementation of a new salary structure for the College employees excluded from the bargaining unit, and c) approval of a new College policy on Investment of Trust and Endowment Funds.

2004 – 2005

During 2004/05 the Board’s main activities included: a) approval for the purchase of a corporate information system; b) selection of a new external auditor for the College, c) hosting a luncheon at the Gimli Campus for Interlake community and business leaders; and d) consideration of student and staff member representation on the Board, and agreement not to recommend changes to The Colleges Act to increase the number of student and staff members on the Board. 

2005 – 2006

The Board’s significant activities during 2005/06 included: a) development of the Board’s growth strategy for the College – Defining our Future to 2010 and beyond for submission to the Manitoba government; b) approval of new vision and mission statements for the College; c) adoption of a new Board Ends policy to form the basis of all other Board policies; and d) approval of a revised Board Policy Manual.

2006 – 2007

During 2006/07 the Board’s main initiative was to implement a rigorous policy monitoring process for all Board policies. Other major activities included approval of a new collective agreement with the MGEU and a one-year follow-up review of the new Board policies adopted in June 2006.

2007 – 2008

The Board’s main activities during 2007/08 included: a) a commitment to amend the College’s vision and mission during the next Board planning cycle to adopt the goal of RRC becoming a polytechnic; b) informing the government of the Board’s intention to assume ownership of RRC’s Notre Dame property from the Province; c) approval of a new five-year employment contract ending in 2013 between the Board and President Jeff Zabudsky; d) implementation of a formal Board self-assessment process; and e) approval of amendments to the Board’s General By-law.

2008 – 2009

Major activities of the Board during 2008/09 included: a) adoption of a new Red River College Vision Statement; b) adoption of goals in support of the RRC Vision and Mission; c) the initiation of a dialogue with the Province regarding college legislation and the desire to create a Red River College Act; d) the acquisition of the Union Bank Tower at 504 Main Street for the purpose of relocating RRC’s Hospitality Program facilities and creating the College’s first student residence; e) granting approval in principle for a new Skilled Trades Centre to be located at the Notre Dame Campus; and f) implementation of a new presidential performance evaluation process.

2009 – 2010

The Board’s focus during 2009/10 was on the search for a new Red River College President following the resignation of Jeff Zabudsky who left to lead Sheridan College in Ontario. Following a six-month process, Stephanie Forsyth was appointed President and CEO on June 16, 2010 and assumed the position in September 2010.

Other Board activities during the year included: a) appointment of RRC Vice-President Catherine Rushton as Interim President during the presidential transition; b) adoption of a new three-year Board policy monitoring cycle that replaced an annual reporting schedule; and c) the acquisition of the former Victoria School in Portage la Prairie for the new home of the RRC Portage Regional Campus.

2010 – 2011

Major activities in 2010/11 included: a) a review of the Board’s Executive Limitations policies that determined the policies’ wording be changed from “limiting” to “enabling” where appropriate; b) a redevelopment of RRC’s strategic planning process that included an expanded consultation phase; c) approval of a four-year collective agreement with the MGEU; and d) approval of a revised RRC Trust and Endowment Fund Policy Statement.

In November 2010 the Board also approved that the RRC Princess Street Campus buildings at 160 Princess Street be renamed in honour of former Manitoba Premier Duff Roblin.

Electronic voting for the RRC Employee Board Member Election was introduced in June 2011 resulting in a 32% participation rate that was higher than previous elections.

2011 – 2012

Board activities in 2011/12 included: a) approval of a revised pay structure and terms and conditions for RRC’s excluded employees; b) amending the Board’s General By-law to reflect updated standing committee terms of reference; c) directing RRC administrators to work with the Province to facilitate the transfer of the Notre Dame Campus property to the College, and; hosting a reception for Portage la Prairie community and business leaders at the RRC Portage Campus.

2012 – 2013

The Board’s major initiative during 2012/13 was to formally affirm RRC’s status as Manitoba’s Polytechnic and request that the government enact legislation endorsing the College’s distinct role. Other activities included: a) approval of a revised RRC Trust and Endowment Fund Policy Statement; b) participating in the Grand Opening of the RRC Paterson GlobalFoods Institute at the Exchange District Campus; and c) updating the President’s expense reimbursement procedures.

2013 – 2014

The Board spent the majority of the year receiving progress reports on various initiatives and actions related to RRC’s Strategic Plan. Other activities included approval of a new collective agreement with the MGEU and hosting a reception for Winkler community and business leaders at the Winkler RRC Campus. The Board also struck a Presidential Review Committee tasked with assessing the President’s performance.

2014 – 2015

During the summer of 2014 President Stephanie Forsythe left the College. David Rew, Vice-President, Student Services and Planning was appointed Interim President and CEO until his retirement in June 2015.

The Board’s focus during 2014/15 was the search for a new Red River College President. 

The other major activity of the Board was ensuring the implementation of recommendations contained in the Provincial Review of Red River College Report dated January 2015.

2015 – 2016

Following an eleven-month search process, Paul Vogt was appointed President and CEO of Red River College on July 2, 2015 and assumed the position in August 17, 2015.

In November 2015 the Board’s 2006 Mandate for Red River College was revised to guide redevelopment of the College’s strategic plan. Revisions to the Board-President Linkages policies were made to clarify the Board’s oversight of the President. The Board also implemented a third-party anonymous ethics reporting program (“whistleblower hotline”) for employee use.

Other significant Board activities during 2015/16 included approvals to acquire property in the Winnipeg Exchange District and for RRC to proceed with development of an RRC Innovation Campus on that property. Additionally, after approximately eight years of discussions with provincial officials, the Board granted approval for RRC to formally negotiate the transfer of ownership of the Notre Dame Campus from the Province of Manitoba.

2016 – 2017

Board activities during 2016/17 included: a) approval of key performance measures to be reported to the Board regarding the 2016-21 Strategic Plan; b) approval to purchase the property and buildings housing RRC’s Winnipeg Stevenson Campus and; c) approval of revisions to the Investment of Trust and Endowment Funds Policy.

2017 – 2018

During 2017/18 the Board approved a plan for an RRC Fundraising Campaign 2017 – 2022 and conducted a major policy review. A revised Board Policy Manual was approved in June 2018 that included a new policy on Naming Opportunities – Facilities and Programs. Other activities included the appointment of external auditors for the College for a five-year term and hosting a reception for Steinbach community and business leaders at the RRC Steinbach Campus.

2018 – 2019

During 2018/19 a new Red River College Risk Register was introduced that formed the basis for regular reporting to the Board of Governors and its Finance and Audit Committee regarding a broad range of strategic risks. The Board also began receiving quarterly scorecards that reported the fundraising progress of the RRC Campaign. 

In January 2019 the Board approved its first Philanthropic Naming proposal for the RRC Vehicle Technology and Research Centre.

2019 – 2020

During the summer of 2019 President Paul Vogt left the College. The Vice-President, Finance and Administration and subsequently the Vice-President, Academic assumed the Acting President role for the remainder of 2019/20. Following a ten-month search process, a new President and CEO was appointed to begin in July 2020. 

Due to the COVID-19 pandemic, in March 2020 Red River College made the unprecedented decision to suspend on-campus classes and transition its programs and services to alternative delivery models. In response, virtual Board of Governors meetings were held for the rest of the 2019/20 term where regular updates were provided regarding the College’s response to the pandemic. Also during 2019/20 the Board granted approval for the College to purchase land on Elgin Avenue related to the Innovation Campus Project.

2020 – 2021 

On July 6, 2020 Fred Meier assumed the position of President and CEO of Red River College. Due to the continuing pandemic, the Board of Governors held virtual meetings throughout 2020/21.

Board activities during 2020/21 included conducting a major review of board policies, committees and operations. A revised Board Policy Manual was approved in May 2021 that included a new policy on College Agreements that requires the College to seek Board approval for agreements with a total cost in excess of $500,000. Amendments to the Board’s General By-law were also approved that streamlined the Board’s committee structure. 

As recommended in the Manitoba Auditor-General’s report on Post-Secondary Oversight, a new annual report to the Board was implemented in May 2021 regarding Legislative Compliance at Red River College. Additionally, because of enhanced reporting options through RRC’s Public Interest Disclosure Protection Policy, the Board’s third-party anonymous reporting program was discontinued.

2021 – 2022

With Red River College continuing its alternate delivery of programs and services due to uncertainty regarding the pandemic, the Board of Governors meetings remained virtual until June 2022. 

On June 1, 2022 the Manitoba Government enacted the RRC Polytech Act that formally acknowledged the College’s status as a polytechnic institution.

During 2021/22 the Board: a) approved a new Trust and Endowment Fund Spending Policy; b) developed a new Board Governance Framework that outlines responsibilities of the Board, its committees, and the College Administration; c) approved Strategic Plan – Key Performance Indicators that will be regularly reported to the Board; and d) implemented a third-party online solution for distribution and maintenance of Board/Committee meeting material.