The University Archives acquires, preserves and makes available three categories of materials: (1) the official records of the University, including those created by the Board of Governors, Senate, University committees, faculties, departments and administrative offices; (2) materials documenting the wider University community; and (3) historical research collections that promote the teaching and research activities of the University.

The Archives was established within the University Library in 1968 when librarian Liisa Fagerlund was appointed University Archivist on a half-time basis. She continued in this post until 1975 when she left the University. From 1975 to 1978, the Archives functioned within the Special Collections division of the Library. Archival duties were carried out by various library staff members. In 1978, the University Archives was established as a separate administrative unit outside of the Library. Donald Baird, recently retired as University Librarian, became University Archivist and held this position until his retirement in 1990. Jim Ross served as University Archivist from 1991 to 1993, and was succeeded by Ian Forsyth in 1994.

When the Archives was a function of the University Library, the University Archivist reported to the University Librarian. When the Archives was established as a separate administrative unit, the University Archivist reported directly to the University President. The reporting structure changed in 1986 when the University Archivist reported to the Vice-President, Research/Information Systems; in 1990, when the University Archivist reported to the Associate Vice-President, Academic; and in 1996, when the University Archivist reported to the Registrar/Dean of Students.

The Association of Canadian Publishers (ACP) has its origins in the 'Emergency Committee of Canadian Publishers', formed in Toronto in November 1970 to protest against the sale of Ryerson Press to an American-owned company. In the following months the group worked under the name of the 'interim Council of Canadian Publishers' while the permanent association was being organized. During this time a brief was presented to the federal government discussing the problems facing the Canadian book publishing industry. A founding meeting on February 19th and 20th, 1971 brought together the charter members of the new association (Appendix A).

At the first general meeting, held in late April 1971, the name 'Independent Publishers Association' (IPA) was adopted and an executive was elected (Appendix B). The constitution outlined that the first objective of the IPA was "to work for the maintenance of strong competitive book publishing houses owned and controlled in Canada" and Active membership was limited to Canadian firms which had published a minimum of 5 original Canadian titles. Associate membership was available to those that supported the IPA's objectives but did not meet the titles' criteria. The Executive in accordance with policies laid down by the general membership governed the Association on a day-to-day basis. Three committees were created at the first general meeting: Government Relations, Educational Publishing and Co-operative Promotion (Appendix C).

The IPA obtained funding from the Canada Council and the Ontario Arts Council. It operated through the offices of the Book Society and House of Anansi until acquiring its own office in Toronto in 1972. The Association hired its first Executive Director, Paul Audley, in January 1974, to work with 3 staff members. By 1974 the IPA had 40 Active members and 32 Associate members.

In addition to the issue of foreign ownership, some of the particular concerns of IPA members during this period were a lack of awareness of Canadian titles amongst the general public; the shortage of government funding; American dominance of the mass-market paperback and educational publishing fields; the disadvantages faced by small publishers in matching the sales force, warehousing and fulfillment operations of the large foreign subsidiaries; and an alarming increase in the price of paper. Researching these problems and designing co-operative strategies to overcome them was the focus of much of the IPA staff and executive's time and effort.

A federal government policy on book publishing was announced in early 1972 and the IPA participated in instituting two of the new programs. The Association for the Export of Canadian Books (AECB), funded by the Department of Industry, Trade and Commerce, sent Canadian representatives and books to foreign book fairs and established promotional agencies, known as Books Canada, in New York, London and Paris. The Book Purchase Program involved the purchase of Canadian titles by the Canada Council for distribution to Canadian consulates and libraries around the world. In later years the book kits were sent to small Canadian libraries. The IPA administered the warehousing and shipping of the selected titles.

Canadabooks, established by the IPA in 1974, grew out of the Canadian Educational Resources Project. It was a co-operative marketing organization providing promotional services to members who paid a commission on their reported sales to educational markets. The same year Canadian Basic Books evolved out of a trial project called Backlist. The program aimed to increase the stock of proven Canadian past sellers in bookstores. The Canadian Book Information Centre, earlier known as the Promotion and Information Centre, assumed responsibility for the ambitious display and book promotion activities of the IPA. Each of these programs was open to all Canadian-owned publishers, regardless of their membership in the IPA. The Canadian Publishers Project Co-ordinating Committee, which included non-IPA publishers, oversaw their development and funding while a project manager was responsible for the operation of each.

Beginning in 1974 with the formation of the BC Publishers Group, regional and special interest publishers began to organize to pursue common goals. The Literary Press Group was established in February 1975 with affiliate status and administrative assistance of the IPA. The Music Publishers Group formed in 1974. The Alberta Publishers and Atlantic Publishers Associations were created in 1975 and 1976.

Dissatisfied with government response to their concerns, IPA members had pursued for some time the formation of an umbrella organization to accommodate all the associations concerned with the book trade in Canada. The Book and Periodical Development Council, founded in January 1975, joined together the IPA, Canadian Periodical Publishers Association, Canadian Booksellers Association, Canadian Library Association, Periodical Distributors of Canada and the Writers Union in order to present a united front in lobbying the federal government, and to provide a structure for developing common policies in the industry. Paul Audley served as the BPDC Acting Director while Arden Ford became Assistant Director of the IPA.

In early 1976 a number of major firms which had maintained membership in both the IPA and the Canadian Book Publishers Council (CBPC) withdrew from the CBPC. Wishing to assert a new identity as the major trade organization of Canadian-owned firms, the IPA changed its name to the Association of Canadian Publishers, incorporated as a no-share capital corporation and altered the Association's objectives to encourage firstly the "writing, publishing, distribution and promotion of books written by Canadian authors." The ACP placed increased emphasis on promoting Canadian books abroad and began a series of professional development seminars for members.

It was perceived that the rapid growth of the IPA had resulted in an unwieldy structure and at the 1976 annual meeting, a new structure was adopted with three additional vice-presidents to oversee the various committees and projects. Another restructuring occurred in 1978 and the ACP Council returned to the format of an executive supplemented by committee chairs.

Paul Audley left the ACP in 1977 and was replaced by Arden Ford as Administrative Director while Patsy Aldana filled the role of Executive Director. In 1980 Phyllis Yaffe became Executive Director and Jane Springer replaced Libby Oughton as Associate Director. By the spring of 1980 the ACP had 70 Active members and 48 Associate members.

The Association of University and College Employees, Local #2 (AUCE #2) was formed at Simon Fraser University in 1974. On November 19, 1974 an election was held at SFU to determine if non-academic staff wanted a union, and if so, which union they wanted to represent them (the Simon Fraser University Staff Association or the Association of University and College Employees). Staff voted to have AUCE as their representative. Although part of a larger Provincial organization, AUCE #2 (like all AUCE locals) was established as an independent union to specifically represent the interests of non-academic staff at SFU. It was a completely autonomous unit determining its own structures, negotiating its own contracts and having complete control of its own finances, while at the same time having access to province-wide support from other AUCE locals (although each local had the right to refuse support).

Because non-academic (and non-professional) staffs were mostly women, AUCE addressed itself to problems that were particularly oppressive to women workers. In this regard, one of AUCE # 2's main objectives (along with other AUCE locals) was to bring about fair wage standards and to assure uniform job classification with equal pay for comparable work for all employees, regardless of sex, age, marital status, colour, race, religion or national origin. In addition, AUCE also sought improvement in the working conditions of its members and dedicated its efforts toward maximizing the opportunities for personal growth in the work situation.

AUCE #2 continued to represent SFU staff until 1989 when its membership voted to enter into a two-year service contract with the Canadian Union of Public Employees (CUPE). This agreement allowed AUCE to continue as a local union in accordance with its own constitution and bylaws, but to have full access to all services and departments of CUPE. At the end of the contract, a vote was held to determine if AUCE #2 would join CUPE. On December 12, 1991 the motion was passed that effective December 31, 1991, AUCE #2 would withdraw as the representative of non-academic and non-professional staff, in favour of CUPE Local #3338.

The British Columbia and Yukon Association of Women's Centres (BCYAWC) was founded in 1985 as an umbrella organization of over 30 women's centres. It ceased operations in 1998.

Women's centres developed in the 1970s as a project of the women's movement. They served as women-only space to practice an egalitarian model of organization. They were devoted to improving the status of women through education and political action and to helping women through the provision of safe space, support, and services. Over the years, the number of women using women's centres increased as the centres struggled to find ongoing funding.

By 1984, women's centres were looking for a more structured way to work towards common goals, including secure funding and improved cooperation and communication among centres. In 1985 they established the BCYAWC and incorporated under the BC Society Act on November 12, 1987. By 1990, the BCYAWC consisted of 31 women's resource centres – 30 in BC, one in the Yukon. The Association was managed by a volunteer coordinating collective that included a secretary, treasurer, 11 regional representatives, and six members-at-large. Meetings were scheduled for four times a year.

Around 1993 the group began to lose its cohesiveness because of funding and other issues. In 1995, the province cut the Association's funding. The following year, the Association was struck from the Registry of Societies for failure to file required documentation such as audited financial statements. While the Association made an attempt to file the papers necessary to regain status, the remaining members in 1998 agreed to dissolve the organization and distribute its assets.

The British Columbia Honey Producers' Association (BCHPA) was founded in 1920 and continues as an active organization. Its functions are to promote beekeeping as a profitable activity, promote and assist in the marketing of produce and purchase of supplies, support apicultural research and education, and disseminate information about beekeeping and best practices to both Association members and the general public. BCHPA membership includes both commercial honey producers and hobbyists.

The BCHPA was formed as a result of a split within the Beekeepers Association of British Columbia, founded four years earlier in 1916. The disagreements related to the outbreak of a bee disease in 1916 and the requirement of registration for all beekeepers under the provincial government's revised Foul Brood Act. When the BCHPA broke away in 1920 it established two Divisions – Fraser Valley and Kootenay; in 1925 the Vancouver Island Beekeepers' Association joined as a third Division. The two provincial associations merged in 1931, with the older organization entering the BCHPA as the Greater Vancouver Division. Membership in the BCHPA peaked in 1978 with 1,290 members and 32 Divisions.

The BCHPA is organized into geographically based Divisions. A Central Executive acts as a coordinating body for Association-wide business, and is assisted by various standing and ad hoc committees. Divisions are headed by their own Executives and are responsible for holding divisional meetings, publishing newsletters, collecting membership fees, operating educational programs, acting as a purchasing cooperative for supplies and medications, advising the Central Executive and preparing resolutions for the BCHPA annual general meeting. The Central Executive is headed by an elected President and consists of officers elected at the annual meeting and appointed regional representatives. It functions primarily as a liaison body between the various Divisions and between the Association as a whole and the provincial Ministry, the BC Federation of Agriculture and the Canadian Honey Council. It is also responsible for producing the Association's newsletter.

The British Columbia Pipers Association (BCPA )was formed on July 30, 1932. The first meeting elected a Rod McLeod as president, William MacInDewan as secretary, and John Paul as treasurer. Subsequent meetings articulated the objects of the association, which were for "the general advancement of pipe music and to give encouragement to young players." The association held annual gatherings and regular competitions for children and adults, both amateurs and professionals. One of the first meetings banned 'lady pipers in any of the competitions other than those provided for them,' a practice which continued until 1958. The original categories for competition were Novice, Ladies, Under 16, 16 and over and Open (or professional). In 1958 these categories changed to Novice, Juvenile, Junior and Senior Amateur.

The association's motto is Tog Orm Mo Phiob (to shoulder my pipes)

Past Presidents of the BCPA

1932 to 1934 Roderick MacLeod
1934 to 1935 James Dyer
1935 to 1937 William Bowes
1937 to 1940 Walter Douglas
1940 to 1942 Allan MacNab
1942 to 1943 John Paul
1943 to 1945 WA Urquhart
1945 to 1947 RF MacRae
1947 to 1949 Charles MacKenzing
1949 to 1951 Donald MacDonald
1951 to 1955 Edmund Esson
1955 to 1955 G Sinclair (deceased while in office)
1955 to 1956 Roderick MacRae
1956 to 1957 Ron Forman
1957 to 1958 Edmund Esson
1958 to 1959 Ron Forman
1959 to 1962 Iain Walker
1963 to 1964 Ian McDougall
1965 to 1966 Rod MacVicar
1967 to 1968 Albert Duncan
1969 to 1970 Bill Lamont

The British Columbia Assembly of Students (BCAS), formally established in 1966, grew out of a 1965 meeting of delegates from universities, colleges, technical schools, and secondary schools. The students wanted a province-wide forum for the discussion of issues relevant to them.

The BCAS was succeeded in 1969 by the British Columbia Union of Students, which included only university and regional college representatives. This group concentrated on issues such as unemployment, housing, and civil liberties. For example, it established a student employment task force, and produced a lengthy report on the subject.

The BC Union of Students, in turn, was succeeded in 1972 by the British Columbia Association of Student Unions, formed by representatives of 16 student councils across the province. The Association's formal structure was limited; it had no financing, no staff and no central coordination of information. To overcome these limitations, BCASU delegates resolved to restructure the organization. The result was the British Columbia Federation of Students.

In order to join the BCSF, a student organization had to conduct a referendum among its members to join the BCSF on the basis of a per student levy. The BCSF provided a means of communication between different student organizations in order to build support for common interests. An executive met regularly and was advised by a number of committees. As well, the BCSF held semi-annual conferences. The BCSF employed staff members from time to time as well as researchers to collect information on topics such as a dental plan, student housing, daycare, student employment, financial aid, transferability of courses, and the financing of post-secondary institutions.

In 1982, the Simon Fraser Student Society voted to join the Canadian Federation of Students. The BCSF reformed itself as the Canadian Federation of Students---Pacific Region.

The British Columbia Division of the Canadian Association of Geographers came into being in 1958. In 1968 this Division became the Western Division of the Canadian Association of Geographers (WDCAG) and they included members of the parent body from Alberta and the Western States. The purposes of the organization are the promotion of geographical study, teaching and research. The Division holds annual meetings and publishes a newsletter and occasional papers.

The Fraser Valley University Society was established on February 5, 1991. Founding members of the Society included members of several Canadian Federation of University Women's clubs, particularly Karen Yong and Sharon Shilliday of the Delta University Women's Club; members of the Fraser Valley Real Estate Board; as well as individuals and representatives of organizations from communities throughout the Fraser Valley. Many of these individuals had been involved in a predecessor group, the Fraser South University Society, which had been established by Yong and Shilliday in November 1990.

The Society's mandate was to "ensure the development of appropriate legislation creating a new university in the Fraser Valley." The main purposes of the Society were: to further the development of university education in the Fraser Valley by encouraging the Provincial Government to legislate the establishment of an independent, degree-granting institution; to foster public education initiatives promoting the social, economic and cultural value of a university; to actively pursue excellence in university education for all communities in the Fraser Valley; and to improve access to university education.

The Society was headed by an elected Board of Directors. The Board of Directors appointed the following officer positions: President, Vice-President, Treasurer, and Secretary. Committees, headed by a Chair, were created to carry out the objectives of the Society. The original five committees of the society were the Public Relations Committee, Community Relations Committee, Fundraising Committee, Membership Committee, and the Government Committee. The first President of the Society was Karen Yong. She was succeeded in 1993 by Robert (Bob) Lowe, who remained President until the Society's dissolution. At its height, membership in the Society was over 1,100 members.

The Society enlisted the assistance of local government and community organizations in its efforts. From its inception, the Society received financial and other support, including office space in Surrey, from the Fraser Valley Real Estate Board. Other funds were obtained through government grant applications, membership fees, donations, and fundraising events. The Society also concentrated on promotional and community relations activities. Members collected over 7,000 petition signatures, set up information kiosks in malls and at public events, made presentations to local groups, solicited media coverage of Society events and activities, and distributed promotional material. The Society created and collaborated on several reports concerning the need for post-secondary education in the Fraser Valley, and established relationships with members of local and provincial governments.

In 1994 the Society began to place increased pressure on the Provincial Government and, after many meetings and much correspondence, Premier Mike Harcourt announced in February 1995 his government's support for the creation of a Technical University in the Fraser Valley (the Technical University of British Columbia). In May 1995 Society Board member Sharon Shilliday was appointed to the Interim Planning Council for the University; the Council became part of the Technical University Society of British Columbia when it was registered on August 10, 1995.

As a result of the Government's commitment to the creation of a new university, the Society evolved into a public foundation responsible for raising funds for the Technical University of British Columbia and its students. The Society's constitution was amended in August 1996 to reflect this change in mandate. In February 1998, a unanimous decision was made to dissolve the Society and transfer its fundraising responsibilities, as well as accumulated funds, assets, and records to the Technical University of British Columbia. Fundraising responsibilities were assumed by the University's new Vice-President External Affairs and Research. At an extraordinary meeting of the Society on April 28, 1998, the Society was dissolved.

The John Howard Society of the Lower Mainland of British Columbia (JHSLM) takes its name and its spirit from the 18th century English prison reformer who observed unjust social conditions in prisons, both as a prisoner of war during the Seven Years War, and as High Sheriff of Bedfordshire, a post which included the task of inspecting local prisons. The suffering that John Howard endured and witnessed led him to become a lifelong advocate for criminal and social justice reform. Throughout his life he demonstrated a firm belief that every citizen must ultimately accept his or her individual responsibility for the criminal justice system.

The society began as the John Howard Society of British Columbia, established in Vancouver in 1931. It was the first John Howard Society in Canada. The objects of the Society as outlined in its Constitution (1932) were to seek to remove conditions which lead persons into crime; to befriend the first offender; to work for the wise and just treatment of those confirmed to penal institutions; to guide and help the mothers, wives and children of men in prison; to help discharged and paroled men and women to re-establish themselves; and to work for wise and just legislation with reference to court procedures and penal administration.

The Society has grown so that in 2020 there are over 60 John Howard Societies across Canada with a national office in Ottawa.

Throughout its history, the professional staff of the Society have been responsible for visiting regularly or being on-call to various correctional facilities throughout British Columbia. These include prisons, forest camps, community correctional centres and half-way houses. Staff offer counseling, advocacy, pre-release planning, educational guidance and develop self-help groups such as Alcoholics Anonymous and the Seventh Step Society. Staff also assist clients in the courts offering pre-sentence intervention, alternatives to incarceration, and counseling. In addition, family members are supported by the Society in acquiring life skills and attending community development programs.

Today, the JHSLM has expanded its services to assist people with complex needs achieve greater independence and value their positive contributions to society. While the JHSLM continues to advocate for and support people impacted by the criminal justice system, the organization has developed an expertise in assisting people facing multiple barriers, including those who may be experiencing homelessness, unemployment, problematic substance abuse, mental health challenges, developmental disabilities, or spectrum disorders. This is done through a range of programs that provide assistance with housing, life-skills, education, employment, and community-based services, with the goal of creating a safe, healthy and inclusive community for all.

The Society is also involved in parole, probation, bail supervision and community assessments, lessening the demands on existing facilities. In the area of education, the Society provides speakers for service clubs, churches and community groups desiring information about the criminal justice system and for furthering the cause of penal reform. In the area of advocacy, the Society's staff has been involved in preparing briefs and papers and corresponding with Government officials and others in an attempt to monitor the criminal justice system and encourage alternatives.

Organizationally, the John Howard Society of BC and the Vancouver Office of the JHS operated under the same roof and had the same executive director until 1983 when the provincial office was removed to Victoria, physically separated from any local branch office. At that time the JHS of BC and the JHS of Vancouver Island were amalgamated. The Vancouver office became the John Howard Society of the Lower Mainland of BC. There are currently seven regional John Howard Society’s in BC, and one provincial organization which now operates in the same office as the JHSLM.

The Learning and Instruction Development Centre (LIDC) was a service unit that provided in-classroom technical assistance and support; worked with SFU departments to create multimedia educational productions (photographs, sound recordings, film and video); and offered training programs in new instructional techniques and methods.

LIDC had its origins in the Audio Visual Centre established in the Library in 1967. Headed by Walter Griba from 1967 to 1993, the AV Centre became an independent unit in 1973. It was renamed the Instructional Media Centre (IMC) in 1981, then LIDC in 2001. For most of its history, the unit reported to the VP Academic portfolio, with a short period (1986-1991) during which it was part of the VP Research group.

In 2010-11, LIDC was reorganized and its two core functions were separated out to two new units: the Teaching and Learning Centre (TLC), focussed on instructional support services; and Creative Services, focussed on the creation of multimedia works supporting or highlighting SFU teaching, research, and programs. In 2014 Creative Services was renamed Creative Studio and became part of University Communications and Marketing.

Name history:

• Audio Visual Centre (1967-1981)
• Instructional Media Centre (1981-2001)
• Learning and Instructional Media Centre (2001-2011)

Chief officers:

• Walter Griba, Coordinator (1967-1973), Director (1973-1993)
• T. Greenwood, Director (1993-2000)
• William Glackman, Acting Director (2000-2001)
• David Kaufman, Director (2001-2008)

Successor bodies:

• Teaching and Learning Centre
• Creative Services / Creative Studio in University Communications and Marketing

For a visual representation of LIDC's administrative history data, see the appendix in the pdf finding aid for F-18, Learning Instructional Development Centre fonds.

The Simon Fraser Non-Faculty Teachers' Association was formed to negotiate collective agreements between the University and non-faculty teaching staff. The Association contrasted its activities with the work of the Graduate Students' Association, which concentrated on non-contractual matters such as student housing. The executives of both organizations had members in common.

The complete history of the Non-Faculty Teachers' Association is not known. Its work was taken over by other organizations: the Graduate Student Union, formed in 1971, and the Teaching Support Staff Union, chartered in 1976.

Press Gang Publishers was a feminist printing press publishing quality trade paperback books—fiction, non-fiction, poetry and art—primarily by Canadian women authors and artists. Their non-fiction books addressed such social issues as the treatment of women by the mental health system, recovery from childhood sexual abuse, lesbian identity, homophobia and censorship, and women in conflict with the criminal justice system. Press Gang authors won numerous awards for their work.

Press Gang Publishers evolved from a feminist printing and publishing collective of the same name. The original Press Gang was a small collective of men and women who incorporated under British Columbia's Companies Act as Press Gang Publishers Ltd. in April 1970. By 1974, the collective had become a women-only, feminist and anti-capitalist printshop, with paid and volunteer workers.

Press Gang published its first book under its own imprint in 1976, a collection of essays entitled "Women Look at Psychiatry." Over the years, printing and publishing activities increasingly diverged, and in 1982 Press Gang established a separate collective to manage the publishing operations. In 1989 the separation was completed when the two collectives formally became distinct legal and corporate entities, Press Gang Printers Ltd. and Press Gang Publishers Feminist Cooperative. The two organizations, however, remained closely associated. In 1993 Press Gang Printers ceased to exist due to economic pressues in the printing trade and on their clientele (grassroots, community organizations).

Full-time staff members of Press Gang Publishers included managing editor Barbara Kuhne; financial manager Della McCreary; and art director/production manager Val Speidel. Paula Clancy and Nancy Pollak also served on the Press Gang Board.

Because of changes in the book publishing industry and the book selling marketplace, smaller publishers such as Press Gang faced difficult times. In 2000, Press Gang formed an alliance with Polestar Publishers of Victoria and issued a joint catalogue. Shortly thereafter, Polestar was purchased by Raincoast Books. In 2002, Press Gang Publishers declared bankruptcy after thirty years as a major independent feminist publisher. Some of their titles are still distributed by Raincoast Books and by Lazara Press.

The Simon Fraser University Society (SFUSS) was established on October 5, 1965. "University" was later dropped and it is now known as the Simon Fraser Student Society (SFSS). The SFSS still maintains its original constitutional objectives: "to promote, direct, administer, coordinate all student activities of, by and for the students of Simon Fraser University, and to promote cooperation amongst the students of Simon Fraser University and cooperation between the members of the Society and students within the Province and elsewhere." Its mandate has come to include advocating for students rights and providing services to graduate and undergraduate members. These include advocacy services, such as Legal Aid and Women's Centre, and retail services, such as Quad Books, the Print Shop and the Pub.

In its first year, the Society organized social events, co-sponsored Vietnam teach-ins, started a co-op bookstore, and protested against the poor quality food offered on campus. In the 1970s, the Society organized against tuition fee increases, lobbied for improved on-campus housing, started a women's centre, and opened a student-run pub. The 1980s saw the development of plans for a student union building and a continuation in the struggle for affordable education. In the 1990s the Society has constructed the Maggie Benston Centre, expanded its services and continues to advocate on behalf of students for accessible, affordable education.

The Executive Council originally consisted of 14 elected officers: President, Vice President, Secretary, Treasurer, Ombudsman, Clubs Director, Public Relations Officer, Arts, Science and Education Presidents, Athletics Coordinator, Social Convenor, Cultural Director, and Housing coordinator. This remained until 1977 when changes to constitutional by laws established five at large positions: President, Treasurer, External and Internal Relations Officers, Secretary, and Public Relations Officer and the Ombuds Office. Currently, six elected Executive officers and 36 Student Union representatives elected by students from each academic department sit on the Forum, the student representative body responsible for all major Student Society decisions. The Departmental Student Unions and Standing Committees supply information and recommendations to the Forum. Student Society Standing Committees deal with every aspect of the Society's operations.

The Simon Fraser Teachers' Union held its organizational meeting and first general meeting on July 27, 1967. Its membership consisted of faculty members who felt that the Simon Fraser University Faculty Association (SFUFA) was not representing their interests. The SFTU remained active until 1968, when it integrated into the SFUFA after that body called for the resignation of SFU's president, Patrick Duncan McTaggart-Cowan.

The SFTU was formed, in part, as a reaction to perceived inadequacies with the SFUFA due to its close association with university administration. The SFTU was distinct from the SFUFA because it excluded from its membership the President, administrators, heads, librarians and teaching assistants. The SFTU was designed to deal solely with the problems of faculty members, and to advocate on their behalf

The Teachers' Union's stated aims were as follows:

to promote, establish, and maintain the highest academic standards among the members of the full-time teaching faculty at Simon Fraser University; to concern itself with the welfare of its membership specifically in the areas of academic freedom, tenure, promotions, dismissal and renewal procedures, and in general to adopt the methods of collective bargaining in furthering the vital interests of its membership; to ensure that the university adheres to democratic principles and procedures in the relations that are established between students, teaching assistants, faculty, administration, and all other members of the academic community; to provide ways and means of furthering the interests of faculty not available through other teacher associations (e.g. Faculty Association, CAUT), due to the limited effectiveness imposed upon such associations by their structure, and, by the exclusion of heads of departments and other administrative personnel, to minimize conflicts of interest that militate against the best interests of the faculty.

The Simon Fraser Teachers' Union executive, consisting of a president, vice-president, secretary, treasurer, corresponding secretary, and four directors managed the business of the union. The STU was the first union of university professors in Canada, although it did not receive certification under the existing labour code.

The SFU Childcare Society presently operates eleven programs that are collectively known as the Children's Centre. The Children's Centre is an independent, legally incorporated non-profit society with registered charitable organization status. The Children's Centre provides full and part time care to approximately 240 children, ranging in age from 3 months to 12 years. Each program has its own physical space and is often referred to as a centre. A Board of Directors is composed of parent representatives, university representatives, childcare staff representatives and community representatives. The Executive Director is an ex-officio, non-voting member of the Board, hired through the University (with direction from the Society Board) to be the Coordinator for the Society and to act as a liaison between the Society and the University.

Daycare began at SFU in 1968 when a group of parents established the Simon Fraser Co-operative Family in a student lounge. By 1973, the Family Co-op had grown into the SFU Day Care Society with three units in different locations. By 1976, there were five licensed daycare centres all incorporated under the Burnaby Mountain Day Care Society.

In 1976 the University provided 1.2 million dollars to fund construction of a childcare complex, the first of its kind in Canada. The University also supported the appointment of a full-time director, Emily Campbell. For funding purposes, the Burnaby Mountain Day Care Society separated into five non-profit societies, which could each apply for grants. The five societies and their nine centres formed a loose federation, The Burnaby Association of University Child Care Societies, to set overall policy, coordinate activities, and exchange information. Centres remained autonomous in financing, staffing, and style of care.

In 1981 it became evident that current levels of University funding were in jeopardy. A Task Force was struck by the University to investigate the current organization of childcare on campus. Following recommendations of that Task Force, the five individual daycare societies were reorganized in 1982 into a single non-profit society, The SFU Childcare Society, which continues today.

The SFU Childcare Society is funded primarily through parent user fees and Board fund raising efforts. These monies are used for staff salaries and benefits, program related expenses, equipment purchase and upkeep, playgrounds, administrative costs and utilities.

A Licensing Agreement with the University provides for repairs and maintenance service for all the major building structures, comprehensive insurance, and the salary and benefits for the Executive Director and secretarial positions.

The Simon Fraser University Faculty Association was incorporated under the British Columbia Societies Act on June 24, 1969, although it had been active on campus since the university opened in 1965. The Association is concerned with the economic benefits available to faculty including salary and fringe benefits; grievances; conditions of employment; procedural matters with respect to promotion, granting of tenure, dismissal and disciplinary actions; and other related areas. The Faculty Association also concerns itself with asserting the integrity of the academic profession, defending independence of thought, and encouraging the social and recreational association of its members.

On the Provincial level, the Association is a charter member of the Confederation of University Faculty Associations of British Columbia (CUFABC) and is a member of the governing council. Nationally, the Simon Fraser University Faculty Association is a member of the Canadian Association of University Teachers (CAUT).

An Executive Council elected by the membership administers the Faculty Association. The Executive consists of the President, Vice President, and Directors. In 1969, there were six Directors, which increased to eight by 1998. See Appendix A8 for a list of Executive Committee members from 1965 to 1988. Over the years various standing and ad hoc committees have assisted the Executive Council. The most recent constitution (1998) provides for an Economic Benefits Committee and a Pension Committee.

Currently, the Faculty Association continues to advocate on behalf of its members, and acts as their representative in the faculty's relationship with the university.

The Simon Fraser University Women's Association was founded in 1965, and dissolved in 1977. The association met for the first time on March 16, 1965 under the name Simon Fraser University Women's Club. Its first objectives were to provide hospitality to new arrivals at the university, and to help with housing. Shortly afterwards the association expanded its purpose to be the encouragement of the best interests of Simon Fraser University and the general community. The management and administration of the association rested with the executive, consisting of a President, Vice-Presidents, Secretary, Treasurer, and the past President.

In 1966, the group changed its name to the Simon Fraser University Faculty Women's Association, and, in 1973, again changed its name to the Simon Fraser University Women's Association. Regular membership in the association was open to members and wives of the university's teaching or research staff, administrative staff officers, library staff, governing staff, and to other women connected to the university as approved by the association's executive.

Activities of the association included regular meetings, social activities such as outings and lectures, wine and cheese parties, and the organization of the annual Christmas party for the children of staff and faculty.

The Simon Fraser University Women's Association dissolved in 1977 due to declining membership and lack of interest in its activities.

The Simon Fraser University Staff Association was established in 1966 by staff on campus who felt that conditions and salaries at the university were in need of improvement. An association, rather than a union, was formed as staff felt that freedom of action within the university was preferable at the time. By 1968 the Staff Association was an officially recognized body of the university, and was registered under the Societies Act. The aims of the Staff Association, as given in its 1968 constitution, were to unite staff under a single organization capable of acting on its behalf, to communicate with administration on matters affecting staff, to obtain and improve the best possible conditions of employment, to have representation on university committees, and to encourage the continued education of its members. In 1971, the constitution was changed to read:

The primary object of the Association is to serve the common interests of the non-academic employees of Simon Fraser University who are not members of trade unions in all matters concerning wages, salaries, benefits, and conditions of employment in such manner as to promote the fair treatment of all such employees individually and as compared in general to other persons and groups of persons similarly employed at Simon Fraser University and in other parts of the Greater Vancouver area.

Membership in the Association was voluntary, although all eligible staff were encouraged to join in order to give it stronger support for voicing the opinions and needs of its members.

By 1974, some members of the university staff expressed interest in union representation. A Committee to Investigate Alternatives was formed to explore the possibilities of union representation, although the Staff Association executive did not support this group. Concurrently, a number of unions attempted to organize staff on campus: the Canadian Union of Public Employees, the Office and Technical Employees Union, and the Association of University and College Employees all campaigned to represent staff at SFU. In response the Staff Association decided to seek certification through the Labour Relations Board. On November 19, 1974 an election was held to determine if staff at SFU wanted a union, and if so, which union they wanted to represent them (the Staff Association or the Association of University and College Employees). Staff voted to have AUCE as their representative, and, as a result, the Staff Association began winding up its affairs. By December 1974 it had moved out of its offices, gave their surplus equipment and stationary to AUCE, and turned their records over to the university archives.

The SFU Women's Centre was established in 1974 and continues as of this writing (2009) as an active organization. Funded by the Simon Fraser Student Society (SFSS) as a constituency group, the Women's Centre provides programming, space and volunteer opportunities to self-identified women on campus, and resource information and peer support to women and men.

The Women's Centre began in 1974 when a group of women students revived the SFU Women's Caucus (originally established in 1968) and obtained SFSS club status. It opened the Women's Centre that year in a small room in the Rotunda. In 1980 the Centre moved to the Academic Quadrangle, then in 1996 back to the Rotunda (TC3013), doubling its physical space to approximately 1400 square feet.

The Centre's organizational structure has evolved over time. The Women's Centre Steering Committee developed out of the Women's Caucus, but by 1977 it had merged with the Women's Centre Collective. The Collective consists of women students who volunteer a set number of hours per week to staff the Centre and remains the decision-making body of the Centre. In 1979-80, the Women's Centre Board was created to formulate policy, promote the Centre, liaise with the university community, locate funding sources, and work closely with the Collective, which continued to be responsible for day-to-day operations and activities. The Board included representatives from SFSS, the Women's Centre Collective, the Women's Studies Department, the Women's Studies Student Union, and female administrative and clerical university staff. By the mid-1980s the Board was meeting irregularly; it was discontinued in 1990, its functions transferred to a newly created part-time paid position of Coordinator, funded by and reporting to the SFSS.

The Women's Centre provides a number of services, including a women-only lounge open 24 hours a day, a resource office, peer support, library, kitchen facilities, study carrels, couches and a quiet play area for children in the lounge. Men can access the Centre's library materials, peer support, and referral information.

Since its establishment, the Centre has undertaken numerous activities and projects. In cooperation with other campus groups, the Centre promoted the creation of a Women's Studies Department, the institution of a university harassment policy and office, the improvement of campus childcare facilities, and the organization of International Women's Day events, December 6 vigils, and women's self-defense classes.

The Society of Canadian Women in Science and Technology (SCWIST) was founded in Vancouver BC in 1981 by six women: Mary Vickers, Hilda Ching, Abby Schwarz, Mary Jo Duncan, Diana Herbst, and Maggie Benston. SCWIST is a volunteer non-profit organization incorporated under the BC Societies Act; in 1984 it was registered as a charity under the federal Income Tax Act. It continues as an active organization.

SCWIST's mandate is to promote, support and empower women in the fields of science and technology. To this end, the Society works (i) to promote equal opportunities for women in scientific, technological and engineering careers; (ii) to improve social attitudes on the stereotyping of careers in science and educate the public about careers in science and technology; and (iii) to assist educators by providing current information on careers and career training, science and scientific policies. It realizes these goals through the organization of conferences and networking events, delivery of public educational outreach programs, production of resource material (videos, publications and handbooks), liaison with other organizations, and participation in granting, advocacy and advisory bodies.

From the six founders in 1981, membership in SCWIST grew rapidly to approximately 160 by 1984; subsequently, membership increased more slowly, reaching approximately 200 by 1993. The Annual General Meeting – held each spring and open to all members of the Society – votes on major decisions and elects the Executive Board of Directors. The Board is headed by the Society's president and meets regularly in Vancouver, while much of the on-going work of SCWIST is carried out by a number of standing and ad hoc committees appointed by the Board. Since 1992 SCWIST has maintained a permanent Resource Centre in Vancouver.

Major milestones in SCWIST history include the production of the Registry of Skilled Women, BC and Yukon (1983); the organization of the first National Conference on Women in Science and Technology (1983); the development of the following educational programs: Girls in Science (1984), Ms. Infinity (1990), and Project Tomorrow (1993); the establishment of the SCWIST scholarship (1986)--renamed the Maggie Benston Scholarship in 1991; the opening of a Resource Centre (1992); and the launching of the SCWIST web site (1997).

The Teaching Support Staff Union is the representative bargaining agent for Teaching Assistants, Tutor Markers, Language Instructors and Sessional Instructors at Simon Fraser University. The union negotiates terms and conditions of work, rates of pay, benefits and grievance procedures in a Collective Agreement with the University.

In 1971 graduate students organized the Graduate Student Union, an association that worked to improve teaching and research conditions. The GSU was inactive after 1974 but the discussion it had initiated regarding unionization continued until 1976 when twelve graduate students held a union organizational meeting in September of that year. They proposed affiliation with the Association of University and College Employees (AUCE) rather than the Canadian Union of Public Employees or the University of Toronto based Graduate Assistants' Association. The Teaching Support Staff Union, as it would be named, favored AUCE because of its relative smallness, democratic structure, local autonomy, strong representation of women's employment rights, and the established presence at SFU, since 1974, of AUCE Local 2 for office, clerical and technical staff. Accordingly, the TSSU received its charter as AUCE Local 6 on September 10, 1976.

The TSSU took additional steps to establish themselves as a legal entity under the British Columbia Labour Code. By April 1978 the TSSU had signed over 50% of the bargaining unit into the union. It then applied to the Labour Relations Board for a certification vote to make the TSSU the representative body for the bargaining unit. Before the vote could be held, however, the LRB conducted a hearing to define the membership of the bargaining unit, which had been disputed by the University. Following an LRB ruling in TSSU's favor, the certification vote was finally held in November 1978. The vote was positive despite an effort by some Language Assistants to have the LRB exclude them from the bargaining unit and the vote. The LRB certified the union on December 13, 1978.

In January 1979 the union began bargaining with the University for a first collective agreement. The TSSU and the University administration negotiated each article individually and resolved impasses through mediation. During negotiations, the TSSU successfully complained to the LRB that the University had violated Section 51 of the Labour Code by withholding an annual pay increase. The first Collective Agreement was signed by both sides on July 1, 1980, and has been renegotiated from time to time.

TSSU supported its sister local, AUCE 2, during the latter's strike in 1979. In 1983 and 1984, TSSU joined other campus unions in Operation Solidarity, a province-wide organization opposed to Premier Bennett's Social Credit restraint legislation.

TSSU remained as the last independent local of AUCE until the latter's dissolution in the early 1990s. Still functioning as an independent union, TSSU operates under a constitution and bylaws as a membership-driven organization. Union policy, bargaining positions, and the election of union officers and salaried officers are decided by the membership through meetings, mail-in ballots, and referenda. Departmental stewards serve as immediate contacts for TSSU members. In addition, a number of standing committees conduct on-going business and help direct the executive and general membership. Ad hoc committees have functioned from time to time.

The TeleLearning Network of Centres of Excellence (TL-NCE) was established in 1995 when the federal government's Networks of Centres of Excellence (NCE) program awarded a grant to create a network of researchers from Canadian universities, focusing on the development and application of networked technologies in education and training. TeleLearning established a management office to administer its affairs, and on April 7 1997 the office incorporated under the Corporations Act as TeleLearning Network Inc. (TN Inc.), a not-for-profit corporation. Ostensibly two separate bodies, each with its own Board of Directors, in practice TL-NCE and TN Inc. were not distinct: Board members were identical for both and the same Board session dealt with the affairs of both. TL-NCE was the "research face" and TN Inc. the "legal-administrative face" of the same organization. TeleLearning's renewal application in 2001 for a second round of NCE funding was unsuccessful. The decision was made to close out the Network, and on September 30, 2002 the corporation was officially dissolved.

TeleLearning's mandate was to research, develop and demonstrate effective knowledge-building pedagogies, implemented through telelearning; to support the development of a knowledge economy and learning society in Canada; and to transfer the resulting knowledge into Canadian organizations, institutions of learning and Canadian companies for worldwide exploitation. Its main functions were to organize further research and distribute funding to individual projects through seven distinct research themes; publicize research results through publications, reports, and conferences; promote cooperation among private, public and university sectors; and encourage the development of commercial applications and technologies through the formation of spin-off companies.

TeleLearning was primarily funded by the federal government through the NCE programs of the Natural Science and Engineering Research Council of Canada (NSERC), the Social Sciences and Humanities Research Council of Canada (SSHRC), and Industry Canada. Additional funding was obtained through TeleLearning membership fees from participating public and private-sector organizations, including international affiliates. The chief officers of the Network were the Network Leader, Network Co-Leader, and the Executive Director. The Board of Directors was responsible for the overall management and direction of the Network, with certain powers delegated to an appointed Executive Committee. Other committees advised the Board, including the Program Committee and the Knowledge and Technology Transfer Committee. Relations between the Network and member organizations was regulated by the Network Internal Agreement.

TeleLearning's management office operated out of Simon Fraser University, which served as the Network's host institution. The main functions of the management office were disbursement of funds, NCE reporting, communications, member liaison, assistance with funding proposals, and conference organization. As host institution, SFU provided TeleLearning with office space, facilities, and some administrative services (e.g. payroll and finances).

The TeleLearning Network was originally built around four "beacon technologies": Collaboration Architecture and Design Resources for Telelearning (CadreTel), Computer Supported Intentional Learning Environment (CSILE), Teleform, and Virtual-University (Virtual-U). Over 240 public- and private-sector organizations participated in its projects, including over 130 faculty from 30 Canadian universities. The Network supported the growth of the online learning industry with the development of more than 45 software prototypes. Its spin-off companies included TELEStraining Inc., ClearMed Medical Knowledge Inc., Math Resources Inc., Nomino Inc., InVentures Incubator Inc., Cogigraph, the Portal for Online Objects in Learning (POOL), and TeleLearning Solutions Inc.

The Vancouver Women in Trades Association (VWITA) was formed in 1979 and incorporated under the British Columbia Societies Act in 1983. It became inactive in 1987. The organization functioned as an advocacy and support group for women working in, or seeking to work in trades and technology. It sought to facilitate contact among tradeswomen, improve their working conditions, promote greater representation of women in skilled, blue-collar occupations, and further women's access to trades education and training. In pursuing these goals, the Association frequently acted in liaison with other groups, government agencies, unions, businesses and educational institutions. The group also maintained links with other Women in Trades Associations across Canada, including the Women in Trades Kootenay Council. Membership in VWITA generally ranged between forty and fifty women. Annual general meetings and regular monthly meetings were forums for collective decision making, while a number of elected standing committees and coordinators initially carried out on-going business. In 1983 one paid staff position was created (Office Administrator) and in 1985 staff was expanded to three (Office Coordinator, Research Coordinator and Liaison Coordinator). These positions were primarily funded through government grants. Prior to the Association's incorporation in 1983, it was also known as the B.C. Women in Trades and the Women in Trades Association of B.C. Officers of the organizations included Joan Blair, Judy Doll, Alison Stewart, Carolyn Sawyer, Kate Braid, Suzanne Gerard, and Lynn Ryan.

West Coast Review was a magazine of the arts published by the West Coast Review Society with the support of SFU. Established in 1966 by Fred Candelaria, a professor of English, the magazine published music, drama, fiction, poetry, photography, drawings and etchings as well as articles as reviews. The magazine had a policy of promoting new Canadian talent. In addition to financial assistance from the University, the journal received funding at various times from private and governmental agencies, the Simon Fraser Student Society, advertising, and subscriptions.

West Coast Review was initially published three times a year until 1969 when it became a quarterly journal. It periodically devoted special issues to a particular genre or theme such as West Coast Photographers.

In 1990, West Coast Review was succeeded by West Coast Line.

In 1972, there was increasing awareness within the Vancouver women's movement that a number of feminist periodicals and books published by small women's presses were unavailable in Vancouver. The Vancouver Women's Bookstore, which evolved from A Women's Place, opened on July 16, 1973 to address this need. The bookstore would make available women's movement literature such as underground papers, literary magazines, pamphlets, and books that portrayed women as intelligent, strong, equal, and creative human beings. The bookstore was also seen as important to help facilitate communication between Canadian women and the larger women's movement in North America, and between Vancouver women and women in outlying areas. In addition, the bookstore also functioned as a centre where women could meet to read, discuss issues, and plan rallies, marches and demonstrations.

The Vancouver Women's Bookstore Collective operated the store as a non-profit enterprise, with members of the collective staffing the bookstore as unpaid volunteers. Members of the collective also reviewed each title before it was made available to the public to ensure that it fit in with the goals of the women's movement and feminist ideology. Finances not channeled back to the store were used to support various women's movement ventures through donations. One method of support consisted of shipping books to women's groups outside Vancouver. In exchange for selling the books at meetings and conferences, the women's groups would retain a small commission to help fund their activities. Members of the Collective also accumulated material to document the 'herstory' of the women's movement in Vancouver, and North America.

On October 14, 1980, an arsonist's fire destroyed the Women's Bookstore that had been located at 804 Richards Street since it opened in 1973. The bookstore reopened at 322 West Hastings Street in January 1981. In 1983, the Women's Bookstore relocated again to 315 Cambie Street. Changes in the operating structure occurred in 1992, when the collective, non-profit organization shifted to a worker-owned cooperative. In June 1996, the Women's Bookstore closed its doors for the last time. Finding it harder to survive, the cooperative decided to shut the store while it could still meet its financial obligations. After suppliers were paid, stock was donated to the SFU Women's Centre, and the Gay and Lesbian Library. In addition, leftover funds (about $1,000) were donated to the Downtown Eastside Women's Centre.

Working Women Unite was formed to create links between working women and the women's movement. The group focused on issues of women and work, and sought to create a relationship with trade unions that would further the position of women in the work force. Specifically, Working Women Unite sought to encourage the formation of women's committees within local unions, discuss strategies on how to organize in a non-union job, articulate feminist demands for working women to take to their unions when negotiating new contracts, and to recognize the value of all women's work regardless of whether it was paid or unpaid. The group also held conferences, workshops, and seminars on issues such as unpaid work, immigrant female workers, women in unions, women working in the home, equal pay for equal work, and the effects of video display terminals in the workplace.

Working Women Unite emerged from the British Columbia Federation of Women (BCFW) during its convention in 1977. During this convention the lack of representation for working women within the BCFW was addressed by a group of women, primarily members of the Service, Office, and Retail Workers Union of Canada (SORWUC), who met and formulated resolutions that were passed at the convention. It was not until 1978 that the group gained momentum with a broader base of support. Women from unions such as the British Columbia Government Employees Union (BCGEU), Canadian Union of Postal Workers (CUPW), Amalgamated Transit Union (ATU), SORWUC, Letter Carriers Union of Canada (LCUC), and Canadian Union of Public Employees (CUPE), along with non-unionized women, and women in the home, became involved with the group. Structurally, Working Women Unite remained within the BCFW, a federation of women's groups in British Columbia working toward liberation of women through fundamental social change.