- Waterloo 'seeks an inspiring visionary'
- . . . to tackle these key responsibilities
- . . . drawing on this kind of experience
- . . . and showing these 'critical competencies'
- Chris Redmond
- Communications and Public Affairs
Waterloo 'seeks an inspiring visionary'
The University of Waterloo is seeking its sixth president and vice-chancellor. The Presidential Nominating Committee seeks an inspiring visionary who has successfully led a large and complex institution. The new president will lead in a collegial and collaborative fashion, focused on addressing competing interests to accomplish university objectives. The role will appeal to a forward-thinking individual who is passionate about research and teaching, who enjoys working with a broad range of constituencies, who is energized by people and ideas, and who has successfully built a reputation as a creative and engaging leader, and an individual of high integrity.
The president and vice-chancellor is the chief executive officer of the university and has the responsibility for administering the affairs of the university on behalf of the Board of Governors. The president is expected to provide outstanding academic leadership within a vibrant and complex culture, maintain the intellectual independence and integrity of the university, and promote a visionary approach in all matters both internal and external.
The Presidential Nominating Committee has conducted extensive consultations with the Waterloo community, which is united in its desire to attract an exceptional candidate as its next president. The key challenges and opportunities the new president will be expected to address are:
Institutional Leadership: To encourage the development of a shared vision of Waterloo that embraces the diverse elements of the university, creates a sense of community, and champions the university’s commitment to both teaching and research and the development of interdisciplinary linkages/initiatives among the six faculties, nine faculty-based schools, and four university colleges.
Strategic Objectives: To fulfill the thesis of the university’s goals in 18 broad areas of activity as detailed in the Sixth Decade Plan over the next 5-10 years. This includes the academic, organizational, and financial strategies to achieve these objectives and will require consultation, strategic focus, collaboration and decisiveness in order to prioritize short- and long-term objectives.
Balance: To establish a balance of valuing and representing all members of Waterloo and their contributions so as to enhance a sense of community.
Communication: To ensure effective and ongoing consultation and communication with the university community as a whole.
Innovation: To maintain and enhance the institution’s ability to innovate while bringing focus and discipline to key initiatives in the short term, building on the university’s current strengths, and ensuring a solid foundation upon which to pursue longer-term initiatives.
Resources/ Fund and Friend Raising: To address the overriding issue of funding, provide continuing leadership for the tremendously successful Campaign Waterloo: Building a Talent Trust. The success of the campaign and the needs identified in the Sixth Decade Plan, have prompted the university to set a fundraising target of $100 million annually by 2017.
Globalization: To maintain and enhance Waterloo’s already strong international linkages with respect to both research and teaching. For example, Waterloo’s co-operative program is a global leader, and Waterloo is home to the world’s largest math faculty. The university actively is creating opportunities for students to spend an academic, service or co-operative work term abroad and is building on its international presence through the establishment of partnerships, collaborative academic programs, and joint research centres to address new challenges.
External Engagement: To maintain, broaden and strengthen the local economy as well as to continue to work effectively with the public and not-for-profit sectors (including other universities and colleges) — nationally, provincially, regionally, and within the local community.
National Scene: To play a leading role in expanding Waterloo’s presence nationally and becoming one of Canada’s most internationalized and best-known universities internationally.
. . . to tackle these key responsibilities
Within the context of Waterloo's distinctive challenges and opportunities, the agenda of the next president will include the following:
Relationship Management and Communication
• Fostering respectful and cooperative relations between the university administration and its faculty, staff, and students.
• Engaging with faculty and students on campus in a visible and accessible manner.
• Proactively cultivating relationships with the Ontario and federal governments to secure the resources necessary to fulfill Waterloo’s mission.
• Continuing to engage local business and political communities, and major donors in discussions concerning plans to further stimulate sustainable economic development and initiate partnerships to achieve shared goals.
• Evaluating resources and institutional strengths, setting ambitious goals, developing plans for realizing those goals and consistently communicating progress toward them to key constituents.
• Supporting academic growth and investment with best-in-class technology, infrastructure, and administrative upgrades, as required.
• Providing prudent fiscal management to ensure that the university’s resources are effectively maximized.
• Ensuring that the university is managed through the principles of focused objectives, transparency, accountability, and professionalism, with clear objectives and performance measurements.
Fundraising and Institutional Advancement
• As the university’s ambassador, positioning Waterloo’s distinctive offerings to a broad audience, both nationally and internationally, creating a sense of ownership and shared destiny.
• Articulating a clear vision for Waterloo to inspire alumni, donors, and other friends of the university to contribute financial and other resources.
• Stewarding existing donor relationships while pursuing new and creative opportunities for additional support.
• Promoting excellence in scholarship and teaching across the university, both within and across disciplines.
• Recruiting and retaining students and faculty.
• With the Provost, strategically allocating resources across all disciplines to improve Waterloo’s research capability and academic standing.
• Continuing to improve the student experience at the undergraduate and graduate level.
• Building Waterloo’s national and international profile to further distinguish its strengths and compete for faculty, students, and resources in the global intellectual marketplace.
. . . drawing on this kind of experience
The Presidential Nominating Committee recognizes that no single individual is likely to meet all of the following criteria in equal measure; nevertheless, the experience, abilities, and personal qualities outlined below are seen to be ideal and desirable. The successful candidate will hold strong academic credentials, and a track record of increasing responsibility and successful leadership in an institution that highly values both research and teaching. The Presidential Nominating Committee will also consider candidates who exhibit that rare combination of academic credentials mixed with accomplished leadership of an institution of similar scope and complexity in the business community or the public sector. Personal integrity, a reputation for exceptional relationship skills and an affable, accessible style are sought after personal attributes. Specifically, he/she will have an experience base that includes:
Academic qualifications and scholarly achievements: Academic credibility appropriate to one of Canada’s leading research-intensive universities, including demonstrated commitment to the academic diversity of a comprehensive university and evidence of a strong commitment to research and international study.
General management/operational experience: A compelling record of administrative accomplishments and experience in a complex leadership role, particularly involving the ability to make tough decisions in an open and collaborative fashion, work effectively, and earn the respect and trust of highly skilled staff, academics, and students.
Fundraising experience: A proven record of raising money, cultivating individual and/or institutional support for a cause and an innate orientation toward external engagement and collaborative initiatives.
Passion and energy: A reputation for genuinely inspiring and engaging with students, faculty, staff, and alumni, with the tenacity and commitment to be a tireless ambassador for Waterloo externally.
Education: Undergraduate and graduate degrees.
. . . and showing these 'critical competencies'
Relationship Building: With enthusiasm and tirelessness, has the ability to build and maintain strong relationships amongst Waterloo’s diverse constituents including the Board, Senate, faculty, administration, university colleges, staff, students, donors, alumni, and local community by demonstrating:
• A strong service orientation that demonstrates passion for Waterloo’s strengths.
• Listening skills and patience accompanied by a genuine interest in the opinions of others.
• An energetic approach to developing and leveraging relationships (e.g. government, politicians, business leaders, donors, alumni) and reputation to advance the institutional mission.
• Communication skills consistent with a well-established reputation for being straightforward, honest, trustworthy, reliable, and discreet.
Institution Building: In an increasingly competitive and rapidly changing higher education environment, lead the advancement of the institution’s capabilities, assets, and reputation by:
• Building on the institution’s reputation and success while continuing to foster innovation and distinctiveness.
• Balancing investment in research with significant improvements to administrative services including student experience and technology.
• Working collegially with senior administrators, deans, and other faculty, to develop a focused plan for short-term, and long-term objectives.
Ability to Motivate: On a campus that is growing and becoming increasingly diverse, inspire the university’s key constituents – faculty, staff, students, and alumni – to invest their talents, energies, and resources to further enhance Waterloo’s institutional strengths by:
• Communicating a consistent message about Waterloo, its aspirations, and its achievements, thereby enhancing institutional pride and a sense of common purpose.
• Providing strong leadership as the university competes for faculty members, students, and financial resources with other academic institutions.
• Creating mechanisms for all members of the university community to contribute to and celebrate the institution’s successes while enhancing institutional confidence.
Engagement: Proactively work to engage Waterloo in the issues of the day and enhance its profile and role as a local, national, and institutional citizen by:
• Actively fostering a strong sense of community on campus and developing mechanisms to support interaction and relationship-building among the university and academic, scientific, civic, and cultural institutions.
• Linking the university and the broader world and identifying issues where the university can make a positive contribution.
• Leveraging relationships to secure additional funding, build and expand partnerships, and enhance the university’s reputation and financial strength.
Other Personal Characteristics: Motivating and inspiring. Amiable, accessible. Energetic and engaging speaker. Collaborative and decisive, with strong listening skills and sound judgement. Outgoing and inspirational. Tireless, tenacious, with a good sense of humour.
The nominating committee will begin its review of candidates in July 2010. Expressions of interest, including current curriculum vitae, and a brief statement of interest may be submitted in confidence to the Presidential Nominating Committee at the address shown below. Nominations are also invited. The initial six-year appointment will begin on July 1, 2011, or as soon as possible thereafter, and is renewable for six years to a maximum of 12 years. Waterloo respects, appreciates and encourages diversity. Applications from all qualified individuals, including women, members of visible minorities, Aboriginal peoples and persons with disabilities are encouraged. In accordance with the University of Waterloo Act 1972, this opportunity is directed to qualified Canadian citizens within the global community. Please direct all enquiries, nominations and/or submissions of interest to our search consultants at Spencer Stuart uWaterloopresident@ spencerstuart.com or call 416.361.0311.
Link of the day
When and where
Domestic hot water will run cold in all buildings inside the ring road, plus Village I, Tuesday-Thursday, for maintenance on steam mains. During this period, no water from domestic hot water taps from Tuesday 8 p.m. to Wednesday 7 a.m.
Surplus sale of university furnishings and equipment, Thursday 12:30 to 2:00, East Campus Hall. Details.
Five on the Floor “farewell concert” at St. Jacobs Church Theatre, Thursday 7:30 p.m., fund-raiser for Toronto Mennonite Theological Centre, affiliated with Conrad Grebel UC. Details.
St. Paul’s University College Masters Golf Tournament, Friday, Glen Eagle Golf Club, Caledon. Details.
Physics building shut down Saturday 8 a.m. to noon (safety hazard while air supply unit is lifted to roof).
Feds Used Books open Saturday, August 28, in addition to regular Monday-Friday hours.
Fall term fees due Monday, August 30 (fee arrangements), September 8 (bank payment). Details.
Women’s field hockey camp August 30 through September 1, Warrior Field.
Women’s basketball back-to-school camp August 30 through September 3, Physical Activities Complex.
Weight Watchers at Work information session and sign-up September 2, 12:15, PAS (Psychology) room 2438, information ext. 32218.
Labour Day holiday Monday, September 6, UW offices and most services closed, classes not held.
Orientation 2010 for new first-year students, September 6-11. Details.
Fall term classes begin Monday, September 13.
David Johnston “Thank You Celebration” September 14, 6:00 reception, 7:00 dinner, Bingeman Conference Centre, Kitchener, tickets $150. Details.
Ice cream social honouring David Johnston as he ends his term as president, September 16, 3:30 to 5 p.m., Matthews Hall green (rain location, Davis Centre great hall).
Economics professor Mikal Skuterud, “Understanding the Labour Market Challenges Facing Canada’s Recent Immigrants”, sponsored by YMCA Employment Services, discussion follows, September 17, 1:00, Kitchener city hall rotunda, RSVP rotunda.lecture@ rogers.com.
Doors Open Waterloo Region, September 18, 10 a.m. to 5 p.m., includes Institute for Quantum Computing, the Doris Lewis Rare Book Room, the School of Architecture, and the former PUC Building at 195 King Street West, Kitchener, now the home of Social Innovation Generation. Details.
Ontario Universities Fair September 24-26, Metro Toronto Convention Centre. Details.
Homecoming Saturday, September 25, details online and to be announced.
PhD oral defences
Electrical and computer engineering. Xiaoyu Wang, “Cognitive-Empowered Femtocells: An Intelligent Paradigm of a Robust and Efficient Media Access.” Supervisor, Pin-Han Ho. On display in the faculty of engineering, PHY 3004. Oral defence Friday, September 10, 9:00 a.m., CEIT building room 3151.
Electrical and computer engineering. Hassan El Gohary, “Development of Low-Temperature Epitaxial Silicon Films and Application to Solar Cells.” Supervisor, Siva Sivoththaman. On display in the faculty of engineering, PHY 3004. Oral defence Friday, September 10, 10:00 a.m., CEIT room 3142.
Geography and environmental management. Ryan C. L. Bullock, “A Critical Frame Analysis of Northern Ontario’s ‘Forestry Crisis”.” Supervisors, D. Armitage and B. Mitchell. On display in the faculty of environment, EV1 335. Oral defence Monday, September 13, 10:30 a.m., Environment II room 1001.