Trinity Western University is dedicated to advancing research and innovation in diverse fields while fostering global partnerships to prepare students for an evolving world influenced by technology and societal challenges.
Trinity Western University (TWU), located in British Columbia, Canada, is a distinguished liberal arts institution dedicated to fostering academic excellence through a wide range of programmes in the humanities, social sciences, and natural sciences. With a strong emphasis on research and innovation, TWU prepares students to engage thoughtfully and critically with the world around them.
To find out more, The Innovation Platform spoke with Phil Laird, Vice President of Innovation, Global & Academic Partnerships and Vice Provost of GLOBAL at Trinity Western University.
What are the main areas of research and innovation pursued at Trinity Western?
Our research areas are diverse, covering topics from the humanities, such as philosophy and literature, to scientific investigations, including exercise physiology. Our aim is to foster a deeper understanding of human culture and society.
We are committed to advancing scientific knowledge through various research initiatives. One significant area of focus is our work on infectious diseases, which is conducted within our state-of-the-art tier-two research lab facility.
In addition to this research, our chemistry department is actively engaged in groundbreaking work centred on sustainability and environmental stewardship. Specifically, we are investigating innovative methods for recycling used clothing. This research involves sophisticated chemical processes that effectively break down various fabrics and materials, transforming textile waste into new, reusable resources.
Furthermore, we are pioneering research into salmon’s migratory patterns and spawning behaviours. By utilising advanced tagging systems combined with chemical analyses, we gather crucial data on salmon populations, which is essential for understanding their life cycles and addressing the challenges they face in changing ecosystems. By integrating technology and chemistry in our studies, we aim to enhance conservation efforts and support the sustainability of salmon fisheries.
Can you explain TW GLOBAL, its objectives, and how it aligns with the university’s mission?
As the Vice President of TW GLOBAL, I oversee the university’s initiatives in international and non-traditional education. This includes adult education and training, micro-credentials, corporate short courses, and degree programmes. Each year, we welcome around 3,000 students from 95 countries to TW GLOBAL, including those participating in online education. Our programmes are delivered through Facilitated Academic Resource Centers (FHAR Centers) strategically located around the world, and we collaborate with over 40 institutions globally.
Why are global partnerships important for Trinity Western? Can you provide examples of recent research initiatives that have successfully leveraged partnerships for innovation?
It is critically important for Western University and for all institutions today to recognise the global implications of our work in student pathways, student flows, and research. As academic communities, we have realised that localised research alone is insufficient to address the challenges we face worldwide. These challenges include climate change, food security, ongoing international conflicts, poverty alleviation, and the secondary and tertiary implications of these significant issues.
Furthermore, rapid developments in AI indicate that we will experience massive shifts in the labour market. The jobs and careers for which people have been trained may not exist in just the next ten years. Universities must focus on upskilling, reskilling, and transitioning the current workforce in preparation for a globalised and AI-infused economy.
An example of this need arose during a recent workshop, teaching AI tools to a group of retirees aged 60 to 90. One of the attendees asked whether AI would replace people’s jobs. It’s not AI that will replace jobs; rather, people skilled in using AI will take those jobs. Therefore, we need to adapt our education platforms and systems to teach the next generation how to use AI both ethically and responsibly, as well as innovatively and proactively. We must also collaborate with our institutional partners worldwide, as AI is poised to transform the very nature of education globally.
How does Trinity Western prioritise which global partnerships to pursue, and what criteria do you use to evaluate potential collaborations?
There are two levels to consider when discussing partnerships, particularly in the context of inductive and deductive logic. At a high level, we can view our partnerships as a way to enhance branding. For instance, Trinity Western University aims to align itself with institutions that embody high attributes and values, whether through global rankings, specific research initiatives, or areas of collaboration that complement our university.
However, the financial benefits of partnering with industry leaders in higher education are limited. Working with prestigious institutions often requires significant compromises. They typically have high expectations, such as the provision of scholarships for their students, or they may demand discounts that affect our financial capacity. From experience, partnerships solely with global leaders tend to burn out after a year or two because we ultimately run out of financial resources and the personnel needed to sustain those relationships.
On the other hand, institutions come to us, expressing the desire to work with Trinity Western University. In these cases, we have more capacity to ensure long-term financial viability. For instance, we might collaborate with institutions that have students enrolled in degree programmes that can progress to Trinity Western University, thus creating a ‘progression relationship.’ Here, we add value by helping their students transition into our degree pathways, which benefits both parties financially.
By collaboratively building these partnerships, we create a strong financial foundation. When we manage our partnerships effectively from both ends – working with both high-ranking institutions and those that seek to augment their brand through us – we gain brand recognition and financial sustainability, ensuring a steady flow of students. This approach also reduces our reliance on government grants, which are subject to cyclical availability and uncertainty.
Can you discuss the role of student researchers in these partnerships and how they’re integrated into collaboration?
Trinity Western University is renowned for its emphasis on integrating students into research, particularly at the undergraduate level. Over 57% of Trinity Western University’s student body participates in international education or global service projects. A significant number of students at Trinity undertake their honours thesis or research projects as part of the honours programme. Many also engage in research during the summer and throughout the academic year, often collaborating with faculty in the Faculty of Natural and Applied Sciences, Human Kinetics in Sports Physiology, business, and psychology. This provides substantial opportunities for student involvement in research, alongside the chance to travel abroad.
One innovative initiative we’ve implemented is called Goodwill Tours, where we take our students around the world in areas that align with our expertise. Before the pandemic, we successfully organised tours for our sports teams and choirs. We are now excited to resume these tours, which started with a choir trip to China at the end of April. In September, our men’s basketball team will embark on a Goodwill tour, competing against professional Chinese basketball teams, participating in matches with several universities in China, and visiting four different cities.
These initiatives aim to restore normalcy and foster goodwill by engaging our students with diverse cultures. They provide valuable opportunities for our students to gain a broader perspective of the world, which is a crucial part of preparing our graduates for the future.
What are the university’s strategic goals for expanding its research and innovation partnerships in the coming years?
We have recently published a new strategic plan that outlines several key pillars essential for the future of Trinity West University. One major focus is expanding online learning at Trinity West University, which is recognised as a crucial component of our future development. Furthermore, we are integrating artificial intelligence into our technology, employing AI-driven advisors and customised personalised learning strategies.
Additionally, we are conducting comprehensive research in the area of student services to create diverse and accessible learning opportunities for students globally. Our research initiatives have predominantly centred around funding opportunities provided by the Social Sciences and Humanities Research Council (SSHRC), the Natural Sciences and Engineering Research Council (NSERC), and various innovation platforms that support our research endeavours.
Please note, this article will also appear in the 22nd edition of our quarterly publication.
