1. Board of Governors meeting
June 5, 2012

2. The changing world… The pace of change is accelerating, due to:
the explosive growth and accessibility of information,
the increasing number of highly skilled work force engaged in research and development, and
the increasing number of countries capable of contributing to leading edge Research and Development.

3. Growth in Africa and Middle East
Source: IMF, World Bank, McKinsey GI

4. Implications…
There will be a growing need for different type of infrastructure:
Education
Health Care and Long Term care
Financial System,
Commodities: Water, Agri-food
Clean Technologies

5. Percent change in R&D spending by region 2009 to 2010
Source: Bloomberg ; Booz & Company

6. Increases in worldwide R&D spending 2009($550 b) to 2010

7. ‘Massification’ of higher education
Source: McKinsey GI

8. Higher education: change is at doorstep
Contributing Factors:
‘Massification’ of PSE
Major (rising) cost/tuition challenges
Growing International Competition for Students, Faculty, Staff TALENT
Strained Government Finances

9. Growing global water gap - to 40%
Source: Water 2030 Report

10. We are aging… By 2050 the number of people 60+ will double
Canada will move from being 41st oldest to 11th
Source: McKinsey GI

11. Waterloo’s priorities
Aging and health promotion
Auto
Climate change
Energy
Financial Risk Management
Information Communications Technology and Digital Media
Quantum
Nano
Water

12. National context Over the past decade and a half:
Experienced over 55% growth in student enrolment
Hired an additional 6,000 faculty
Government funding for university operating costs more than doubled from $5.4 B to $11.1 B
Government funding for research nearly quadrupled from $1.2 B to $4.2 B

13. In the next 5 years Waterloo will
face a world with:
 An increasingly competitive market for:
(Good/excellent quality) students – undergraduate?/graduate
Faculty/Staff
Research funding
Increased government quality and accountability requirement
Major demand and opportunities for new technologies (e.g. ICT)
Becoming a more sustainable environment for both academic and business parts of the university
More globalized PSE league in which performance is evaluated against international (as opposed to national or provincial or even U15) rankings and benchmarks

14. Waterloo’s ambition to be an innovative University of the 21st century
Lead a few trends, not follow.
Be recognized world leaders in specific strategic areas.
Attract globally recognized talent.
Create and retain world-class entrepreneurs.
Talent: Great teams need great leaders

15. Three generic types of competitive strategies
Compete on cost (e.g., WalMart).
Product differentiation to charge a premium (e.g., Apple, Mercedes-Benz). 
Limit to a particular niche and compete in a very small market (e.g., Bearskin Airlines, which only tries to serve a few destinations).
Our unique culture matters enormously to the success and achievements of our university. For universities, product differentiation
is the only viable strategy
HOW??
Try to do what Harvard and Stanford do, virtually everyone else wants to copy,
Or, take another look at where we came from; the origin:
“At the margins, there are some value-enhancing alternate delivery models, with Waterloo's co-op model probably being the best”
Two (bad) examples:
Nortel (hiring of the US admiral as CEO)
KAIST (Nobel Laureate physicist as president)

16. We must focus on: New Partnerships, increased collaboration
Thinking beyond traditional disciplinary boundaries
International scale
Innovation everywhere: inside and outside classrooms
There is a growing need to pursue collaborations with multidisciplinary teams of experts across multiple fields. These teams must have:
excellence in communication,
Flexibility
Receptiveness to change
Mutual Respect

17. MCR alignment with foundational pillars
Key Goals
Enhance Student Opportunities and Experience
Advance Quality of Education
Advance Research Excellence and Impact
Enabling Goals
Increase Visibility and Outreach
Improve uW Environment
Improve Resources and Funding
Advance Image and Philosophy
Ensure Clear and Effective Leadership
Foundational Pillars
Academic Excellence
Research Excellence and Impact
Co-operative Education
Graduate Studies
Internationalization
Entrepreneurship
Some of the goals in the SDP were aspirational. This presentation will look at some of the targets of the SDP, how the SDP relates to the Key goals from the MCR process, and how the MCR process will develop actionable , meaningful measures to take us forward to the 7th decade plan.

18. Developing new performance indicators
Indicators in the MCR Accountability Framework will:
Match strategic objectives from MCR
Operationalize goals and develop well rounded set of measures
Reflect institutional-level, and faculty and unit-level achievements
Reflect the Foundational Pillars
We are now transitioning from the Sixth Decade Plan to date, building on successful initiatives and useful indicators that we currently have in place, and the new objectives from the Mid-cycle review.
Stage One of the MCR process consulted broadly across campus and established key goals and objectives. Stage two will develop institutional-level indicators. The indicators to be developed will reflect what we heard in our stage one consultations.
Future indicator reports will focus on MCR objectives
Please ensure these statements are all accurate in terms of the President’s commitments!!

19. Preparing students for their careers Co-op final employment by student level
Source: UW 2011 Annual Performance Indicators
The Sixth Decade target was: consistently high co-op employment rates for students
MCR Goal: Enhance Student Opportunities and Experience
A relevant MCR objective is: Ensure students are prepared for their careers

20. Attracting high quality students Entering averages of 90%+ as compared to Ontario universities - Fall 2011
Source: UW 2011 Annual Performance Indicators
The Sixth Decade Target for this measure was: Be in top three in Canada in attracting first-year students with 90%+ grades
MCR Goal: Advance Quality of Education
A relevant MCR objective is: ???

21. NSERC scholarships and fellowships 2012
Source: (as of May 24, 2012).
Notes: these results reflect the NSERC Postgraduate Scholarships (PGS), Canada Graduate Scholarships (CGS) and Postdoctoral Fellowships (PDF) in the natural sciences and engineering that were offered in March 2012, for tenure in Since these awards can be accepted or declined as late as January 2013, the actual number of awards accepted fluctuates.

22. Increasing partnerships Total sponsored research awards by source
Source: UW 2011 Annual Performance Indicators
The Sixth Decade Goal was: By 2012: be in the top eight in Canada, in per capita research intensity
This measure does not capture this directly, it is one of the measures that informs our research performance
MCR Goal: Advance Research Excellence and Impact
A relevant MCR objective is: Increase partnerships at all levels

23. Whether the big, complex institutions can maintain worldwide quality and capacity is a very serious question today…
“The bottom line is, that we live in a time in which the drivers of prosperity are primarily the innovation that comes from generating new knowledge and people who are educated to increasingly more sophisticated levels.”

24. Thank-you
Questions &
Comments?