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, andthe 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:EducationHealth Care and Long Term careFinancial System,Commodities: Water, Agri-foodClean 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 PSEMajor (rising) cost/tuition challengesGrowing International Competition for Students, Faculty, Staff TALENTStrained 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 11thSource: McKinsey GI
11 Waterloo’s priorities Aging and health promotionAutoClimate changeEnergyFinancial Risk ManagementInformation Communications Technology and Digital MediaQuantumNanoWater
12 National context Over the past decade and a half: Experienced over 55% growth in student enrolmentHired an additional 6,000 facultyGovernment funding for university operating costs more than doubled from $5.4 B to $11.1 BGovernment 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?/graduateFaculty/StaffResearch fundingIncreased government quality and accountability requirementMajor demand and opportunities for new technologies (e.g. ICT)Becoming a more sustainable environment for both academic and business parts of the universityMore 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 differentiationis the only viable strategyHOW??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 boundariesInternational scaleInnovation everywhere: inside and outside classroomsThere is a growing need to pursue collaborations with multidisciplinary teams of experts across multiple fields. These teams must have:excellence in communication,FlexibilityReceptiveness to changeMutual Respect
17 MCR alignment with foundational pillars Key GoalsEnhance Student Opportunities and ExperienceAdvance Quality of EducationAdvance Research Excellence and ImpactEnabling GoalsIncrease Visibility and OutreachImprove uW EnvironmentImprove Resources and FundingAdvance Image and PhilosophyEnsure Clear and Effective LeadershipFoundational PillarsAcademic ExcellenceResearch Excellence and ImpactCo-operative EducationGraduate StudiesInternationalizationEntrepreneurshipSome 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 MCROperationalize goals and develop well rounded set of measuresReflect institutional-level, and faculty and unit-level achievementsReflect the Foundational PillarsWe 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 objectivesPlease 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 IndicatorsThe Sixth Decade target was: consistently high co-op employment rates for studentsMCR Goal: Enhance Student Opportunities and ExperienceA 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 2011Source: UW 2011 Annual Performance IndicatorsThe Sixth Decade Target for this measure was: Be in top three in Canada in attracting first-year students with 90%+ gradesMCR Goal: Advance Quality of EducationA 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 IndicatorsThe Sixth Decade Goal was: By 2012: be in the top eight in Canada, in per capita research intensityThis measure does not capture this directly, it is one of the measures that informs our research performanceMCR Goal: Advance Research Excellence and ImpactA 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.”