President & Vice-Chancellor

Total Page:16

File Type:pdf, Size:1020Kb

President & Vice-Chancellor Position profile President and Vice Chancellor March 2014 Position profile: President and Vice Chancellor, Brandon University Caldwell Partners 1 Brandon University Overview Founded in 1899 in the rolling hills of southwestern Manitoba, Brandon University (BU) has a rich tradition as a small liberal arts university. BU attracts students both locally and globally who are interested in obtaining a personalized education in an environment geared to the individual. Its people, facilities, programs and services, and warm Prairie hospitality set BU apart from other universities. Dedicated to the liberal arts and sciences, Brandon University offers undergraduate degrees in social science and professional programs, inter- disciplinary studies and performance through its Faculties of Arts, Education, Health Studies, and Science, and its School of Music. BU is also building its capacity in graduate education and offers graduate degrees in music, education, rural development, psychiatric nursing, and environmental and life sciences. In addition, BU is a co-participant in Campus Manitoba, a distance education program that offers a selection of university-level courses in numerous rural Manitoba communities. With small class sizes, accessible faculty, an integrated and aesthetically pleasing campus, and a diverse student population, Brandon University offers a stimulating, supportive, and personal- ized learning experience. BU’s liberal arts curriculum delivers rich content and educates students on how to apply knowledge so that they can make a meaningful difference as engaged citizens and leaders. Position profile: President and Vice Chancellor, Brandon University Caldwell Partners 2 Brandon University is proud of the relationship it has with all Indigenous groups who entrust Brandon University to be respectful of the diverse First Nations, Métis, and Inuit students, families, com- munities, and Nations. This relationship is based in geography, history, and culture. BU also has a growing international student body. Brandon’s student success programs and services are among the University’s main priorities and Brandon’s goal is to celebrate the diversity of its students, faculty, and staff while sharing a dynamic Canadian learning and living experience. In early 2013, Brandon University opened the doors to its state-of-the- art Healthy Living Centre. Featuring three full-sized gymnasiums, an indoor four-lane walking/jogging track, and a cardio fitness facility, the Healthy Living Centre is a hub for the University and local communities to build healthy lifestyles through fitness, recreation, and sport. For more information, please visit www.brandonu.ca Position profile: President and Vice Chancellor, Brandon University Caldwell Partners 3 Research As Brandon has evolved, so has its culture – from that of a teaching college to that of a modern university in which faculty seek to balance commitment to traditionally strong undergraduate teaching with publishing research and creative scholarly activity. Faculty themselves have largely driven this evolution, as individual academics have maintained and developed strong research careers. Brandon University is increasingly becoming a graduate institution, with a graduate program housed in every faculty. Brandon University encompasses a wide spectrum of research, spanning diverse disciplinary approaches to inquiry and methods of knowledge creation and dissemination. With roughly 3,000 students spread across five faculties and schools, departments and programs at Brandon tend to be small, often with very small numbers of researchers working in a given discipline. The atmosphere at Brandon University facilitates research within as well as between departments and faculties, enhancing interdisciplinary research. Faculty-driven inquiry has created a particular emphasis on community connective research that can cross traditional faculty boundaries and facilitate interdisciplinary approaches. Brandon University holds two Canada Research Chairs and a wide range of external research funding. For more information, please visit www.brandonu.ca/research/policies-programs/strategic-plan Position profile: President and Vice Chancellor, Brandon University Caldwell Partners 4 Motto Aletheuontes de en Agape – Speaking the truth in love Mission We promote excellence in teaching, research, creation and scholarship. We educate our students so that they can make a meaningful difference as engaged citizens and leaders. We defend academic freedom and responsibility. We create and disseminate new knowledge. We embrace cultural diversity and are particularly committed to the education of First Nations, Métis and Inuit people. We share our expertise and resources with the greater community. What We Value Personalized education Excellence in teaching and research Creativity, performance and innovation Environmental sustainability Intellectual integrity Ethical practices Students, faculty, staff Collegial environment and accountable governance Open access coupled with the resources necessary for student success Recognizing and celebrating cultural diversity Our strong tradition of liberal education Academic freedom and its responsibilities Community engagement and partnerships Operational sustainability Position profile: President and Vice Chancellor, Brandon University Caldwell Partners 5 BUILD 2010-2015 Developed though extensive consultation, Brandon University’s current strategic plan, BUILD 2010-15 (Brandon University: Innovation, Leadership and Development), identifies the following thematic key directions: Student Success Academic and Teaching Excellence Graduate Studies and Research Excellence Promotion and Accountability Social Responsibility Infrastructure and Support For details of BU’s strategic plan and a mid-term update on its progress, please see: www.brandonu.ca/build2010 The location The City of Brandon is located in southwestern Manitoba on the Assiniboine River, two hours west of the provincial capital Winnipeg and one hour north of the North Dakota border. With a population of 46,000, Brandon is the province’s second-largest city. A vibrant and eclectic Position profile: President and Vice Chancellor, Brandon University Caldwell Partners 6 community, Brandon boasts a strong economy, as well as amenities, conveniences, and a cultural environment typically found in much larger centres. The city is host to numerous arts festivals every year, including the Festival of the Arts, Jazz Festival, and the New Music Festival. Brandon’s Keystone Centre is one of Canada’s most versatile venues – home to the Brandon Wheat Kings WHL hockey team and the Royal Manitoba Winter Fair. Located one hour south of the beautiful Riding Mountain National Park, Brandon offers all- season recreational opportunities and has consistently been chosen as one of Canada’s top cities to reside. Size, friendliness, green space, and safety make Brandon a great place to live. Brandon is located in traditional Dakota territory in Treaty #1. The city started as a major trading junction on the Assiniboine River and later the Canadian Pacific Railway. Incorporated in 1882, Brandon is nicknamed the Wheat City in honour of its agricultural heritage. For more information, please visit www.brandon.ca Position profile: President and Vice Chancellor, Brandon University Caldwell Partners 7 Reporting relationship Title: President and Vice Chancellor Reports to: Board of Governors Reports: Vice President (Academic and Provost) Vice President (Administration and Finance) Associate Vice President (External) Communications Officer Communications Officer (Social Media) Administrative Officer to the President Administrative Officer The opportunity Brandon University seeks a visionary, inclusive leader to drive transformative change. Dynamic, forward-thinking, and enterprising, Brandon’s next President must inspire trust, build consensus, and motivate students, faculty, staff, alumni, and the broader communities of BU to realize new successes and opportunities for the University and one another. The President and Vice Chancellor will have responsibility for: More than 2700 undergraduate students and 250 graduate students (1955 full-time and 785 part-time undergraduate; 104 full-time and 147 part-time graduate); More than 400 faculty and staff (229 full- and part-time faculty; 173 full- and part- time support staff); An operating budget of $59 million (including ancillary operations, research, and special projects). In concert with BU’s leadership team, the President will work collaboratively with all constituents to foster innovation and growth, review and develop programs, and enhance excellence and relevance in research and education. With the University’s current strategic plan as a starting point, the President will plot a course differentiating and strengthening BU for the next decade and beyond, expanding the University’s horizons nationally and internationally. With political acumen and a commitment to equity, the President will forge strong relationships within Brandon University and with its many external partners, including government and funders, ensuring the sustainability of the University and building BU’s brand with integrity. Position profile: President and Vice Chancellor, Brandon University Caldwell Partners 8 The role Function The President and Vice Chancellor is accountable to the Board of Governors for providing overall leadership and direction for Brandon University. The President will support the Board and
Recommended publications
  • Overview Manitoba's Post-Secondary System
    POST-SECONDAY PATHWAYS IN MANITOBA Pathways to Education and Work Centre for the Study of Canadian and International Higher Education Qualifications: The Link Between Educational and Occupational Pathways and Labour Market Outcomes is a project funded by the Social Sciences and Humanities Research Council of Canada. The four-year project investigates the nature of pathways within postsecondary education, and between postsecondary education and the labour market. As part of this project, the Provincial Pathways profile series lays the groundwork for further inquiry contrasting and comparing educational and occupational pathways in Canadian provinces and territories. Manitoba: Overview The degree of coordination of postsecondary education in Manitoba has fluctuated over the course of its history. An initial system of a single university governing a constellation of denominational colleges (Gregson, 1996) has evolved into a system of autonomous institutions, linked through an array of coordinating endeavors. The province’s present post-secondary system supports both English and French language learners. Manitoba’s large and expanding Indigenous populations are an impetus for innovation as traditionally structured institutions partner with Indigenous communities and educators to develop programs and institutional structures that provide “culturally sensitive” and place based education in the province’s North. (University College of the North, 2005). Manitoba’s Post-Secondary System Manitoba’s post-secondary education system is governed by the Advanced Learning Division of the province’s Education and Training Department. The system is comprised of Four universities Four public colleges and institutes Private, degree-granting religious institutes Private vocational training schools The system began with one university and an affiliated college system (Gregor, 1997).1 The Universities Establishment Act (1967) converted two of these colleges into universities in their own right: Brandon University (Brandon College) and the University of Winnipeg (United College).
    [Show full text]
  • Mothballing Manitoba's Council on Post-Secondary Education
    Canadian Journal of Educational Administration and Policy, Issue #170, August 13, 2015. © by CJEAP and the author(s). GOVERNANCE IN TRANSITION: MOTHBALLING MANITOBA’S COUNCIL ON POST-SECONDARY EDUCATION Dan Smith, University College of the North Examining the Government of Manitoba decision in 2014 to eliminate the Council on Post-Secondary Education, this article argues that government sought to exercise greater control over the public post-secondary system and its institutions in the province for the purpose of exacting greater control over system integration. While the elimination of the agency was consistent with the elimination of similar agencies in other provinces, the article finds that the direction of the new post-secondary governance model is less collegial and less consultative with more emphasis on regulation, and ministerial influence than was the case with the previous intermediary model, continuing trends in Manitoba towards greater government control. Introduction On June 17, 2014, the Legislative Assembly of Manitoba passed amendments to the Advanced Education Administration Act (AEAA), fundamentally altering the governance structure for the system of colleges and universities in Manitoba. In brief, the new act eliminated the Council on Post-Secondary Education (COPSE), ending the 47-year use of intermediary agencies as the model for governing post-secondary education in the province, turning that governance over to the minister responsible for colleges and universities. Undertaken with little notice (Martin, 2014) prior to being announced in the provincial budget, the passage of new legislation followed a brief but acrimonious public debate about the appropriate role of the government in the management of post-secondary education (Manitoba Legislative Assembly, Governance in Transition 2014; Winnipeg Free Press, 2014).
    [Show full text]
  • Spring/Summer
    s B R A N D O N U N I V E R S I T Y S P R I N G / S U M M E R 2 0 0 9 d n e i r f | s r o n o d | i n m u l a ALUMNI N E W S INSIDE THIS ISSUE Honorary Degrees Award Winners Renaissance Couple Keeping in Touch A tribute to Louis & Mary Visentin Alumna Profile Homecoming 2009 REGISTRATION INSIDE! INSIDE THIS ISSUE V O L U M E 1 1 0 I S S U E 0 1 THIS ISSUE’S CONTRIBUTORS EXECUTIVE EDITORS FEATURES Carla Eisler – [email protected] Lisa Thomson – [email protected] 7 Honorary Degrees WRITERS Carla Eisler, Shawna English, Kelly Stifora 8 Award Winners & Lisa Thomson 9 Feature Story: Renaissance Couple PHOTOGRAPHY Sandy Black, Ken Frazer, Kelly Stifora & Lisa Thomson 17 Ciao Visentin!: Memories and Farewells GRAPHIC DESIGN Angela Andrey of Webber Printing PRINTER Leech Printing This magazine was printed on FSC Certified stock at Leech Printing Limited, a COLUMNS & DEPARTMENTS Forest Stewardship Council (FSC) chain of custody certified printer. For more information go to www.fsc.org. 4 President’s Message FEEDBACK OR LETTERS TO THE EDITOR 5 BU News and Highlights [email protected] 19 ADVERTISING Alumni Association Greetings 204.727.9762 [email protected] 20 Keeping in Touch/In Memoriam SEND US YOUR STORIES 22 Fall Homecoming 2009 A personable and friendly place like Brandon University (BU) no doubt harbours a multitude of heart-warming 24 Alumna Profile: Kimberly Spears stories.
    [Show full text]
  • BU's NEW CHANCELLOR
    SPRING 2013 BRANDON UNIVERSITY ALUMNI NEWS BUILD Brandon University Innovation | Leadership | Development HONORARY DEGREE Lloyd Robertson HOMECOMING 2013 October 18-20 MICHAEL DECTER BU’s NEW CHANCELLOR Future Alumni Greg Monias, 3rd-Year Music Performance Student Serious Illness. Critical Coverage. Brandon University If serious illness interrupts your life, don’t let worries about money get in your way of getting better. Critical Illness Insurance DEGREE FRAMES provides a tax-free cash payment to spend any way you need. are available for purchase through Critical Illness Insurance For a personalized quotation or to apply online, please visit us at: the Alumni Association Office. To solutionsinsurance.com/brandon 1.800.266.5667 view the many different styles go to www.brandonu.ca/alumni/frames . SPRING 2013 ALUMNI NEWS CONTENTS Editor Carla Eisler • [email protected] Writers Carla Eisler, Glen Kirby, Dr. Deborah Poff Photographers Alex Beshara, CTV News, Erocphotog, Frazer Studios, Keywest Photo, Glen Kirby, Matt Packwood, University of Alberta Athletics Graphic Design Innovative Media + Marketing, Brandon, Manitoba Printing Leech Printing Ltd., Brandon, Manitoba This magazine was printed on FSC Certified stock at Leech Printing Ltd., a Forest Stewardship Council (FSC) chain of custody certified printer. For more information visit www.fsc.org. Feedback [email protected] Advertising 204-727-9762 or [email protected] Send us your stories! A close-knit and friendly place, Brandon University (BU) has inspired a multitude of heart-warming stories. As alumni, you undoubtedly have much to tell about the relationships that you developed while at BU. Was it the meeting ground for you and your spouse, a business partner or a great friend? Perhaps you developed a lifelong mentorship with a special faculty member? Honorary Doctorate: If you have any suggestions or know of an outstanding alumna/alumnus you believe should be Lloyd Robertson featured in Alumni News, please contact the Alumni Office.
    [Show full text]
  • Western Canada Sub-Report
    Tracking Online and Digital Education in Canadian Universities and Colleges: 2018 WESTERN CANADA SUB-REPORT In partnership with: CANADIAN NATIONAL SURVEY OF ONLINE AND DISTANCE EDUCATION 1 THE 2018 NATIONAL SURVEY RESEARCH TEAM Dr. Tony Bates CDLRA/ACRFL Distinguished Visiting Professor, Chang School of Continuing Education, Ryerson University; Research Associate, Contact North Dr. Tricia Donovan Executive Director, CDLRA/ACRFL Former Director, eCampus Alberta Dr. Jeff Seaman Director, Babson Research Group. USA Dr. Denis Mayer CDLRA/ACRFL Ancien vice-recteur adjoint, affaires étudiantes, Université Laurentienne Eric Martel Directeur adjoint - Formation à distance, Université Laval Dr. Ross Paul Former President, University of Windsor, Laurentian University Dr. Brian Desbiens Former President, Sir. Sanford Fleming College Vivian Forssman CDLRA/ACRFL Former Director, Centre for Teaching and Educational Technologies, Royal Roads University Russ Poulin Director, Policy and Analysis, WCET, USA 2 CONTENTS Acknowledgments ......................................................................................................... 4 Defining Western Canada ............................................................................................. 5 Response to the survey .................................................................................................. 5 Main results ................................................................................................................... 6 Institutional participation in online/distance
    [Show full text]
  • Progress in Achieving the Vision
    Introduction This report documents the progress achieved by Red River The Commentary is keyed to individual strategies and College in 2001 to achieve its vision and mission. It is part of actions. While many of the statements are at a corporate the College’s annual Strategic Plan review process. level to provide a broad perspective of achievements, many are also very specific to illustrate area successes. Every year progress is reviewed and documented on the strategies and action statements in the Plan. This allows the The intent is to provide documentation of the committed and College to measure success continuously and alter planned inspired work of faculty and staff in all areas of the College. actions where external or internal events dictate. Red River College is committed to improving the learning Two companion documents, Red River College Strategic environment. Continuous evaluation and measurement are Plan 2002-2007, and Red River College Operational Plan essential for improvement. 2002-2007 detail the revised plan at the strategic and operational levels. This document is one of many activities that demonstrate our intent to measure our results, test our progress and initiate This report provides a qualitative commentary on improvements. achievements. OBJECTIVES/STRATEGIES ACTIONS STATUS UPDATE 1.0 DELIVER HIGH QUALITY PROGRAMS AND SERVICES THAT FOCUS ON THE CUSTOMER. 1.1 Develop and adopt a set of college-wide • Identify, define and develop relevant • After extensive internal and external consultation, learning outcomes for use by all programs, assessment strategies for College RRC adopted the Conference Board of Canada’s and develop all newly funded programs, in learning outcomes.
    [Show full text]
  • Pathways in Manitoba the Degree of Coordination of Postsecondary Education in Manitoba Has Fluctuated Over the Course of Its History
    Pathways in Manitoba The degree of coordination of postsecondary education in Manitoba has fluctuated over the course of its history. An initial system of a single university governing a constellation of denominational colleges (Gregson, 1996) has evolved into a system of autonomous institutions, linked through an array of coordinating endeavors. The province’s present post-secondary system supports both English and French language learners. Manitoba’s large and expanding Indigenous populations are an impetus for innovation as traditionally structured institutions partner with Indigenous communities and educators to develop programs and institutional structures that provide “culturally sensitive” and place based education in the province’s North. (University College of the North, 2005). Manitoba’s Post-Secondary System Manitoba’s post-secondary education system is governed by the Advanced Learning Division of the province’s Education and Training Department. The system is comprised of Four universities Four public colleges and institutes Private, degree-granting religious institutes Private vocational training schools The system began with one university and an affiliated college system (Gregor, 1997).1 The Universities Establishment Act (1967) converted two of these colleges into universities in their own right: Brandon University (Brandon College) and the University of Winnipeg (United College). Collège Universitaire de Sainte-Boniface, a French language institution, retains an affiliation with the University of Manitoba, although it was established as a university in 2011 (Gregson, 1997). Additional French language college and technical programs are offered through École technique et professionnelle, affiliated with Ste. Boniface. Three additional English language vocational colleges were established in 1942, with funding assistance from the federal government (CMEC, 2003; Dennison & Gallagher, 1986).
    [Show full text]
  • Statistical Compendium 2011
    Manitoba Council on Post-Secondary Education Statistical Compendium For the Academic Years Ending in 2010 Fall 2011 Data Availability In addition to compact disc (CD-ROM), the Statistical Compendium is available on the website of the Council on Post-Secondary Education. Data in This Report The data in this report have been provided by: • University of Manitoba • University of Winnipeg • Brandon University • Collège universitaire de Saint-Boniface • Red River College • Assiniboine Community College • University College of the North (formerly Keewatin Community College) • Canadian Mennonite University • Providence College and Seminary • Steinbach Bible College • William & Catherine Booth College • ACCESS Programs • Campus Manitoba • Inter-Universities Services Although the data in this report have not been audited, the objective is to provide a general overview of Manitoba Post-Secondary institutions. And because the fundamental difference among institutions in academic programs, organization and physical environment, data in this report are subject to interpretation and clarification. Requests for further institutional data should be directed to the specific university, college or program. How to Obtain More Information Inquires about this document should be directed to: The Council on Post-Secondary Education 608 -330 Portage Avenue Winnipeg, Manitoba R3C 0C4 Telephone : (204) 945-1833 Fax: (204) 945-1841 Visit the Council on Post-Secondary Education’s website: http://www.copse.mb.ca Statistical Compendium Fall 2011 2 INDEX ACKNOWLEGEMENTS………………………………………………………………………………..4
    [Show full text]
  • Economic Impact Study of Southport Aerospace
    Economic Impact Study of Southport Aerospace Prepared by: The University of Manitoba Transport Institute Economic Impact Study for Southport Aerospace Prepared for: Southport Aerospace Incorporated Prepared by: Allister Hickson, Ph.D., CFA Matt Seguire, M.A. University of Manitoba Transport Institute This report is provided “as‐is” and the Contractor makes no warranty, either expressed or implied, including but not limited to warranties of merchantability and fitness for a particular purpose. In no event will the Contractor be liable for any indirect, special, consequential or similar damages. May, 2006 i Table of Contents Page Executive Summary......................................................................................................... 1 1.0 Introduction ................................................................................................................ 2 2.0 Southport Overview .................................................................................................. 2 3.0 Structure and Limitations of Economic Impact Studies....................................... 3 4.0 Methodology............................................................................................................... 4 5.0 Economic Impact of Southport on the Economy................................................... 5 5.1 Expenditures and GDP.......................................................................................... 5 5.2 Employment and Labour Income.......................................................................
    [Show full text]
  • Getting Connected
    Getting Connected Version 2.0 Table of Contents Categories of Users..............................................................................................................1 Security Access....................................................................................................................2 Connecting to Aurora...........................................................................................................3 Troubleshooting ...................................................................................................................5 Technical Support ................................................................................................................6 Appendix A: Partners and Satellites ....................................................................................7 Appendix B: URLs of Documents Referenced....................................................................8 Please Note: This document refers to many other documents, which are all available via the University of Manitoba web site. If you are reading this document online as a PDF, you can click on an underlined link to directly access the referenced document. If you are reading this document in print and wish to access one of the linked documents, you can either: • open the PDF file, which is available on the Access Aurora Finance and Student page of both the Aurora Finance and Aurora Student web sites, or • type the URL directly into your browser. All the URLs are listed in Appendix B. Categories of Users 1. On Campus (University
    [Show full text]
  • Post- Secondary Education Between 1999 and 2013
    Investing in Manitoba's Future: Post- Secondary Education Between 1999 and 2013 ANDREA D. ROUNCE I. INTRODUCTION: THE POLICY ENVIRONMENT ost-secondary education (PSE) is an important policy area and policy instrument for governments, including the Manitoba 2013 CanLIIDocs 345 P government. A provincial responsibility under section 91 of the Canadian Constitution, PSE is vital for economic development and innovation. It is also key for meeting the educational needs of specific populations, such as Francophone Manitobans (through the Université de Saint-Boniface), Mennonites (through the Canadian Mennonite University), and other religious traditions, thus contributing to societal diversity.1 It is a key component of Manitoba's Northern Development Strategy. It can be part of an immigration/migration strategy; useful for drawing in people from other provinces and countries, providing them connections to the community, and working to keep them in Manitoba.2 Government Author is Assistant Professor in the Department of Political Studies, University of Manitoba. Alana Kernaghan's research assistance was invaluable. The author wishes to thank Alana for her attention to detail and tenacity in finding government documentation. Thank you also to the anonymous reviewers for their thoughtful and extremely helpful comments on an earlier draft of this article. Any remaining errors are my own. 1 Manitoba, Legislative Assembly, Official Report of Debates, 40th Leg, 2nd Sess, Vol 2012b (19 November 2012) (Speech from the Throne) [Speech from the Throne, 2012]. 2 Manitoba, Legislative Assembly, Official Report of Debates, 38th Leg, 5nd Sess, Vol 2007 (4 April 2007) (Manitoba Budget Speech) at 7; Speech from the Throne, 2012, supra note 1.
    [Show full text]
  • This Document Contains Confidential Information
    BRANDON UNIVERSITY 2018-19 Operating Budget Approved (As approved by the Board of Governors) May 2018 Table of Contents Page A. Recommended Budget 3 B. General Budget Information 25 C. Grant Information 32 D. Fee Schedule (2018-2019) 36 E. Unit Budgets 39 F. Renovations & Equipment 154 G. Board Budget Committee 181 H. Eckhardt-Gramatté Conservatory of Music Budget 202 I. Ancillary Services Budget 205 J. Campus Manitoba Budget 212 K. Process Schedule and Target Dates 214 2 A. Recommended Budget 3 Brandon University Draft Operating Budget 2018-2019 Proposed Adjustments to the Draft Base Budget And Rationale April 20, 2018 Introduction The budget process begins with development of the Budget Estimates document, which is presented to the Province in September. The Provincial budget was presented in the Legislature March 12, 2018. The new Tuition policy from the Province was announced last year to provide for maximum increases of CPI plus 5%. On January 31st , the Province determined that based on CPI in December, the maximum tuition increase for 2018-19 would be 1.6% plus 5% for a total of 6.6%. Provincial grants were announced March 12th as a decrease of 0.9%. The proposed budget adjustments are recorded in the Decision Matrix in the Recommended Budget section of the Budget Book. It contains all adjustments to both revenues and expenditures that are proposed to achieve strategic objectives and a balanced budget. Staffing plans and budget submissions were provided by each budget unit in the fall of 2017. Subsequent budget submissions from each budget unit were provided in February 2018 and are included in this document.
    [Show full text]