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Flags lowered for Professor Emeritus Rutenberg

[David Rutenberg]
David Rutenberg

Flags on campus are lowered in memory of David Rutenberg, an emeritus professor in Queen’s School of Business (QSB).

Dr. Rutenberg came to Queen’s in 1977 after spending 16 years at Carnegie-Mellon University in Pittsburgh. Due in large part to Dr. Rutenberg’s efforts, Queen’s School of Business became increasingly international from the late 1970s to the mid-1990s. When he first joined Queen’s, Dr. Rutenberg created courses in international business. As an educator who believed in the value of students learning and studying abroad, Dr. Rutenberg worked to increase the number of exchange agreements with business schools in other countries. He retired from Queen’s in 2001.

The family will receive friends at Robert J. Reid & Sons (309 Johnson St.) on Sunday, Dec. 21 from 7-9 pm. Visitation will continue at Chalmers United Church (212 Barrie St.) from noon until the time of the service at 1 pm on Monday, Dec. 22. As expressions of sympathy, memorial donations to the Community Foundation for Kingston and Area would be appreciated.

Supporting young entrepreneurs

[Venture for Canada]
Venture for Canada is a not-for-profit organization that connects aspiring entrepreneurs and Canadian startups.

Up-and-coming entrepreneurs will have access to the knowledge and expertise of Queen’s faculty thanks to a new partnership.

Queen’s School of Business (QSB) announced earlier this week that it would become the exclusive academic partner with Venture for Canada (VFC), a growing not-for-profit that connects aspiring young entrepreneurs and Canadian startups.

“This is a great opportunity for Queen’s to contribute to new venture success in Canada,” says Elspeth Murray, Associate Dean of MBA and Master’s programs and Director of QSB’s Centre for Business Venturing. “The centre’s mission is to help improve the odds of success for new businesses — and developing young talent is part of that mission.”

QSB will deliver an intensive, five-week boot camp designed to develop an entrepreneurial mindset before participants begin a two-year work placement with a startup partner. Lectures will be led by QSB faculty with expertise in entrepreneurship and guest speakers from the corporate world.

[Queen's entrepreneur students]
Students participating in a previous edition of Queen's Startup Summit (above). Enthusiastic entprepreneurs can continue to pursue their passion after graduation by applying for a Venture for Canada fellowship.  

This year, Venture for Canada received nearly 500 applications from recent university and college graduates. Thirty-five applicants who have demonstrated a passion for entrepreneurship and leadership are chosen each year. Following entrepreneurship boot camp at Queen’s, participants are placed in a paid, two-year fellowship with one of 59 Canadian startup partners, such as Shopify, 500PX and Kira Talent.

Scott Stirrett, Venture for Canada’s founder and executive director, established the organization to address the disconnect between bright young graduates and startups.

“Elite undergraduates want to work for dynamic, emerging businesses, but startups often lack the resources to participate in competitive on-campus recruiting,” he says.

Venture for Canada is modelled on Venture for America, which has placed hundreds of recent graduates from top U.S. universities such as Harvard, Yale and MIT. VFC is guided by an advisory board comprised of members of the business and academic communities in Canada, as well as prominent Canadian business leaders, such as Annette Verschuren, Geoff Smith, John Risley, and Ned Goodman, serving as honorary chairs.

“The best way to learn entrepreneurship is through hands-on experience,” Mr. Stirrett says. “After gaining valuable skills and access to a national network of entrepreneurs and investors, Venture for Canada fellows are in a strong position to launch their own companies.”

The first Venture for Canada boot camp begins in May 2015.

Fostering the giving spirit of Giving Tuesday

With the holiday shopping season upon us, a movement now adopted by Queen’s University is aiming to prove that it is better to give than to receive.

Giving Tuesday is a self-declared movement of charitable giving and volunteering that opens the season of giving the day after the consumer-frenzy of Black Friday and Cyber Monday.

This year, for the first time, several Queen’s faculties and schools are taking part in Giving Tuesday. Each faculty or school has its own specific initiatives, but the central purpose is to request philanthropic gifts to support students.

The Faculty of Arts and Science is focusing on Dean Susan Mumm’s highest priority: increasing the number of admission scholarships.

This year’s goal is to offer Admission Scholarships of $2,000 to all qualified students.

“We ask that you join us to support our goal in any amount possible,” says Dean Mumm.

From small gifts to funding a scholarship yourself, the campaign is determined to make scholarships happen.

The new Admission Scholarships for the Arts will attract exceptional students to Queen’s, grow the caliber of the Arts and Science student body, and offer students new opportunities that would otherwise not be possible.

Queen’s School of Business is asking for gifts to support four separate funds for students. Donations to the Commerce Legacy Fund for Student Health and Wellness support student health and wellness initiatives like seminars, workshops and increasing the availability of individual counselling.

Donations are also encouraged to the QSB Commerce Bursary Fund, MBA Scholarships Endowment Fund, and the Dean’s Innovation Fund. Each of these funds provides assistance to students in financial need and helps recruit the brightest students.

QSB has a few twists to Giving Tuesday. First, all individual donations between $1,000 and $25,000 will be matched by the Dean’s Matching Fund. Also, any gifts in this same range from QSB alumni who graduated since 1994 – typically identified as “young alumni” – will be ‎doubled.

The Faculty of Engineering and Applied Science is using Giving Tuesday as a way of highlighting the 10th anniversary of the Integrated Learning Centre and raising funds for the Dean’s Excellence Fund. Students are calling attention to the Centre, as home to the Engineering Society, Engineering Student Lounge and Tea Room, as a hub for student experience and learning.

The Faculty of Health Sciences is asking benefactors to support Giving Tuesday through gifts to its three Schools.

The Rehabilitation Therapy Student Experience Fund helps students cover their expenses while they learn away from Queen’s on placements. The Nursing 75th Anniversary Fund supports a variety of causes including bursaries, scholarships, equipment, and professorships. Finally, the Medical School Excellence Fund supports new educational initiatives, simulation and clinical learning, research and provides student support.

Lecture honours former chancellor David Dodge

To honour his six years spent as Queen’s chancellor, an annual lecture has been named for David Dodge. Principal Daniel Woolf announced the Chancellor David Dodge Lecture in Public Finance which recognizes the contribution Dr. Dodge, who was Queen’s 13th chancellor from 2008-2014, has made to the university and public policy and finance in Canada.

Chancellor Emeritus Dodge speaking at the "Last Lecture on Earth" series. (University Communications)

“It’s been a pleasure and a privilege to work with David Dodge over his six years as chancellor,” says Principal Woolf. “This lecture commemorates the exceptional service he’s rendered to Queen’s and Canada where his leadership and expertise in the financial sector have served to benefit many.”

Prior to his position as Queen’s chancellor, Dr. Dodge served in a number of public service roles including time as national deputy minister of finance (1992-1997) and as governor of the Bank of Canada (2001-2008). Dr. Dodge, whose term as Queen’s chancellor ended in June 2014, has since been appointed chancellor emeritus by University Council.

The inaugural lecture will be delivered by Dr. Dodge himself and is titled “Preparing Canada for our Collective Old Age.”

"I am honoured to have this lecture series in public finance established in my name and particularly pleased to be asked to give the first lecture" says Dr. Dodge. "The public finance implications of the aging of the baby boom generation need to be the subject of a national conversation. We need to plan for the repercussions of this demographic shift on Canadian society, the economy and public policies."

The lecture is open to the public and is being held in the George Teves Room of the University Club (138 Stuart St, Kingston) on Dec. 11 at 7:30 pm.

The Chancellor David Dodge Lecture in Public Finance has been established jointly by the School of Policy Studies, Queen’s School of Business and Department of Economics.

Adjunct professor garners top article award

When Andrew Graham, an adjunct professor at Queen’s School of Policy Studies, talks about financial management in the public sector it’s not only his students who are listening. 

Andrew Graham

His article “What is financial literacy for the public manager?” recently earned him the Alan G. Ross Award for Writing Excellence from the Financial Management Institute of Canada as the best article published in the fmi-igf Journal – Canada's leading magazine for public sector professionals involved in financial management – for 2013-14.

It’s a high honour, and Mr. Graham knows it.

“It’s kind of thrilling actually,” he says. “The Financial Management Institute of Canada is the premier organization in the financial management world, and to have gotten this award is fantastic.”

Mr. Graham says the article was inspired by work he previously did with the Ontario government and a number of senior executives who were concerned about the financial skills of their managers.

What he learned, he says, was that the managers didn’t need accountant-level financial skills but they did need to have what he calls financial literacy, such as the ability to read a financial report, to understand what the numbers mean, and that they were smart enough to ask questions of a financial advisor.

But he didn’t stop there.

“I think the big revelation that came out of the article that I think kind of moved a lot of people, because it was a bit of a surprise, was that I said it was all very well to say that the people need to have a financial literacy, but so does the organization,” Mr. Graham says. “In other words they have to take the numbers seriously, they have to actually manage their resources really effectively and create a culture that encourages all of this. The reason that was a bit of a surprise is that I basically said to executives ‘You know it’s not just you hiring the right people but you acting in the right way as executives.’”

As he explains, he wrote the article in a ‘words to the wise’ style and the message didn’t get bogged down in numbers. Communication is key and that’s something he also brought up.

“The other part of the article that I thought really landed well was that people have to learn to ask stupid questions really smartly and they have to be unafraid to ask,” he says. “If you don’t know what that number means you should not be embarrassed by that and the financial people should not throw numbers at people in order to confuse them. They have a job to communicate too.”


QIC fostering entrepreneurship

Established in 2012 by the Faculty of Engineering and Applied Science and Queen’s School of Business, Queen’s Innovation Connector (QIC) provides a number of programs and resources to help foster innovation and entrepreneurship at the university. With Global Entrepreneurship Week being marked Nov. 17-23, Gazette Editor Andrew Carroll sat down with QIC executive director and Special Advisor to the Provost, Innovation and Entrepreneurship Greg Bavington and Alix Murphy, Queen’s Innovation Connector Summer Initiative (QICSI) co-ordinator, to talk about the work being done and what it means for the future of Queen’s and its students.

[Queen's Innovation Connector]
Leading the way at the Queen’s Innovation Connector are Greg Bavington, executive director of QIC and Special Advisor to the Provost, Innovation and Entrepreneurship, Jim McLellan, QIC academic director, professor and head of Chemical Engineering and Engineering Chemistry, and Alix Murphy, Queen's Innovation Connection Summer Initiative co-ordinator. (University Communications)

Andrew Carroll: Innovation and entrepreneurship have become buzzwords in recent years in regard to the Canadian economy and education system. Why are they important?

Greg Bavington: There is certainly a risk as trends come and go in education but I think this is really a response to a more fundamental shift in the economy. It’s been going on for quite a while and the shift is pretty deeply embedded, which is a trend to smaller companies with much shorter lifespans because of the pace with which technology replaces them. Even in the bigger companies, Google and Apple come to mind, these are companies that have gotten big because they have been highly innovative and they were founded by entrepreneurs. So they are buzzwords but they are not fleeting. The words might get replaced but the concept is going to persist and that is smaller, more agile, shorter life expectancy companies.

Alix Murphy: Even those larger companies are looking for innovation more than ever now. The innovation gap is where people high up want this and that to happen but employees don’t necessarily have the skills or experience to look outside the box. So that’s the kind of training we’re providing now, not just us but universities in general are working toward innovative programming. It’s also so prevalent at the university level because it is such a hub of talent. You have young people, eager to learn, shaping the economy for the future, so why not start at this level?

AC: Some critics argue that entrepreneurship is either difficult or impossible to teach. What’s your view?

GB: This cuts right to the nature-nurture debate and I don’t know of a single example where the person doing the study concluded 100 per cent that it is all one and not the other. It just never comes out that way. So entrepreneurship, I think, like all other things, is both. It’s not 100 per cent nature and no nurture. Our students come to us, our community members, faculty members come to us, with varying amounts of it in their nature. But there are a whole lot of skills that you need to execute on it and that is the nurture part. QIC sees itself existing in no small part to delivering on that nurturing. How do you start a company? How do you tell if an idea is possibly the makings of a successful business or just a cool idea? How do you find out who will pay you for it? How do you find out how much it costs to deliver to your customers?

AM: Many students come to us with an entrepreneurial spirit but they really don’t have the technical skills. That’s where we come in to teach it. That’s nature and nurture.

AC: What differentiates QIC from other similar programs found at the post-secondary level?

GB: There are a number of things and a lot of them are very intentional. QIC, first of all, is reflective of the career experiences of the people involved, who have come to see the value in diversity in skills. Big successful companies are not built by individuals, they are built by teams. Also we understand and recognize the tremendous diversity of the academic programming at Queen’s, which of course drives a diversity of interests, aspirations and capabilities among the student body. The breadth of the QIC has to reflect both of those things and does. We have a tremendous breadth of programs with varying financial and emotional commitment but they are all basically open to all students.

Also, the level of support students get is, I think, exceptional. In the case of QICSI, which involves a more-than-full-time commitment for an entire summer, there is financial support so that it doesn’t become something only the wealthiest students can participate in. Also because we run this program pan-university, on the university main campus during the summer, the access we have to facilities is excellent. There are large companies that would kill to have the resources that we have in terms of our ability to support prototyping efforts, bio-labs, machine shops, makerspaces, electronic prototyping areas, welding facilities.

AC: To date with the QIC, what are the successes you have seen?

GB: I think one of our dramatic successes is the number of students we are impacting now. The amount of pent-up entrepreneurial energy at Queen’s, we’ve just cracked the valve open and it’s exploding, it’s a groundswell.  We started out lurking around the engineering faculty and Queen’s School of Business with 20 students in QICSI in the summer of 2012. QICSI is still there, it’s still important, with 40 students, but we touch thousands of students through all these other events and conferences that we do. That’s absolutely a success for us. Students who have gone through some of the more intensive programs, like QICSI, have benefitted tremendously in their careers, whether it is starting a successful company that’s keeping them employed, or if they have sold for a lot of money, or allowing a company to fail and moving on to a second one or being hired by another start-up because they have learned that they love that way of earning a living. We’ve seen all those things as outcomes and I consider all of them to be successful.

AC: What are the biggest lessons you have learned regarding innovation and entrepreneurship and how these apply to Queen’s?

AM: We’re still learning and as Greg says we are a start-up ourselves. It’s still a relatively new concept to introduce this kind of a program in a university.

GB: I’m proud of what the team at Queen’s has accomplished. I’m proud of our student body. Faculty and staff have jumped right into it, making resources available as well as their own time and expertise. I’m proud of what we have accomplished so far but we’re still new at it. We are a start-up. So far a successful start-up.

Local food conference sprouts on campus

As general manager of Hospitality Services, Joli Manson has tried to include more locally and provincially grown ingredients in food options on campus. Her efforts have been so successful that Queen’s now spends 63 per cent of its food dollars on produce from Ontario.

63 per cent of Queen's food dollars are spent on local food.

To spread the word about the benefits of locally sourced foods, Queen’s is hosting a conference to bring together producers and institutional buyers.

“Food is a basic item of health and we want to explore how to produce the most magnificent meals we can with the food that’s available near to us,” Ms. Manson says. “Eating food is about more than just fuelling up — and I think that food cooked from scratch and made with local ingredients is better in terms of flavour, quality and cost.”

Hospitality Services will co-host the conference on Friday, Oct. 31 along with the Queen’s School of Business’ Centre for Social Impact and My Sustainable Canada. It will bring together representatives from educational and health-care institutions and producers and distributors in the Kingston area to explore the adoption of local food options. Supported by the Greenbelt Fund, a not-for-profit organization dedicated to assisting farmers and Ontario agriculture, the conference will feature presentations, workshops and group discussions.

“Kingston is a city of institutions,” Ms. Manson says, “so we’re in the perfect position to participate in more local food initiatives. I’m hoping this conference will have lively, interesting and maybe even heated discussions about what we can do to make local food sourcing a priority.”

Of course, the event’s lunch is made with ingredients sourced from local producers and prepared by Hospitality Services.

With Hospitality Services having collaborated previously with the Centre for Social Impact, working together on the conference seemed like a natural fit. Along with the conference, the two groups will be working to promote local food initiatives in Kingston.

“I’m personally passionate about getting our students to experience high quality food options on campus,” says Tina Dacin, Director, Centre for Social Impact. “We are always open to partnering with initiatives that are in line with our focus on investing in our communities.”

More information about Queen’s local food initiatives can be found on the Hospitality Services website.

Undergrads hone research skills during summer program

  • [Undergraduate Student Summer Research Fellows]
    Principal Daniel Woolf and Vice-Principal (Research) Steven Liss with the recipients of the Undergraduate Student Summer Research Fellowship.
  • [Principal Daniel Woolf and Emily Gong]
    Principal Daniel Woolf listens as undergraduate student Emily Gong explains her research on the history of art, religion and culture in the Dunhuang Mogao Caves.
  • [Ellen O'Donoghue and Mariah Horner]
    Mariah Horner (right) explains her research on contemporary Canadian performance to fellow student Ellen O'Donoghue.
  • [Steven Liss and Jessica Metuzals]
    Undergraduate student Jessica Metuzals explains her work to Steven Liss, Vice-Principal (Research).
  • [Undergraduate student Michelle Tam]
    A crowd gathers around Michelle Tam as she explains her research during the Undergraduate Student Summer Research Fellowship celebration.

The university hosted a special celebration on Oct. 27 to recognize the 20 students who participated in the 2014 Undergraduate Student Summer Research Fellowship (USSRF) program. Principal Daniel Woolf and Vice-Principal (Research) Steven Liss attended the event and congratulated the students on their accomplishments.

The USSRF program is an opportunity for continuing undergraduate students in social sciences, humanities, business and education to develop research skills under the guidance of a faculty researcher. The program provides meaningful opportunities to engage in discovery-based learning and to develop research and presentation skills. More information

Insights, advice and a song for Major Admission Awards

  • [Admission Awards - Abrams Brothers]
    John and James Abrams of The Abrams Brothers perform during the Major Admission Awards Reception held Monday, Sept 22 at Wallace Hall.
  • [Admission Awards - Abrams Brothers]
    John and James Abrams of The Abrams Brothers perform during the Major Admission Awards Reception.
  • [Admission Awards - Abrams Brothers]
    John and James Abrams stand alongside Alan Harrison, Provost and Vice-Principal (Academic), during the Major Admission Awards Reception.
  • [Admission Awards - Haley Kawaja]
    Haley Kawaja, a Chernoff Family Award Scholar, speaks during the Major Admission Awards Reception as Ann Tierney and Alan Harrison look on.
  • [Admission Awards Reception]
    Donato Santeramo, Department Head for Languages, Literatures & Cultures, speaks to students at the Major Admission Awards Reception.
  • [Admission Awards - Ann Tierney]
    Ann Tierney, Vice-Provost and Dean of Student Affairs, emceees the Major Admission Awards Reception at Wallace Hall.
  • [Admission Awards Reception]
    Students and faculty members attend the Major Admission Awards Reception held Monday, Sept. 22 at Wallace Hall.

A pair of upper year students offered their advice and personal insights Monday evening as Queen’s recognized its major admission award recipients at a reception. 

Both John Abrams and Haley Kawaja are award recipients themselves but have taken very different paths in their education and lives.

Mr. Abrams, a Chancellor’s Scholar from Kingston, is in his third year majoring in Film and Media with a minor in English Language and Literature.

However, he is better known as half of The Abrams Brothers, a country music duo named Best New Artist at the 2012 Canadian Country Music Awards. He and his brother James performed a song for the gathered crowd at Wallace Hall.  

His message was that many people, past and present, may have the ability to study at the university level but may not have the means. It was a message he related through the stories of his grandparents and parents. His father, now a judge, studied law after a career in the RCMP. Mr. Abrams recalled going to his father’s classes at Queen’s when he was a mere three years old.

“Most importantly for me, I recognize that in my generation a lot of us have what I would consider a misplaced sense of entitlement,” he says. “I observe that and I try every day to remember that I am not necessarily entitled to this, that this is a wonderful privilege to be here at this institution, to have this scholarship. As a result I carry myself accordingly and try and work as hard as I can to live up to those expectations and responsibilities.”

Ms. Kawaja, a Chernoff Family Award Scholar from Cornerbrook, N.L., is a fourth-year biology student with a minor in English Language and Literature.

She too has not taken the conventional path in her education, having taken a year away from her studies to live in Kenya, where she developed an educational program for HIV prevention.

Her message was that it was okay to not know what you want, a pressure that many award recipients and Queen’s students may feel.

“I wanted to get across that your plans are always made by a less mature version of yourself,” she says. “You make a plan in high school for the next four years, then in four years your plan hasn’t accounted for everything you learn over that time. More than anything, (my message is) it’s okay to not know what you want and to change your plan.”

Currently, there are 251 entering and in-course award recipients at Queen’s, hailing from coast to coast and across all faculties and departments.  

“Major Admission Award recipients are those who are engaged within their high schools and/or communities, demonstrate outstanding leadership abilities, possess creativity and initiative, and excel academically.  They continue to demonstrate these attributes throughout their time here," says Ann Tierney, Vice-Provost and Dean of Student Affairs, who emceed the event. “Each year, the selection committee has to work harder to make its decisions, because of the calibre of students who apply to Queen's.”

The awards are generously supported by numerous donors.  Many donors want to give back this way because they too received some form of support, recognition and encouragement when they were students. Their generosity has a significant impact within the Queen's community and the recipients of their awards.

The 2015-16 Major Admission Award application is now open for students applying to Queen's for the 2015-16 academic year. The deadline to apply is Dec. 1, 2014. Visit the Student Awards website for further information about our Major Admission Awards.

Principal Woolf announces his priorities for 2014-2015

At the beginning of each academic year it has been my practice to outline for the community, in broad strokes, the goals and priorities I intend to pursue over the course of the year. These goals are, unsurprisingly, aligned with the four strategic drivers identified in the Queen’s University Strategic Framework 2014-2019, a document that will guide the university’s decision making over the next five years.

Principal Daniel Woolf speaks with students during an event on campus. Strengthening the student learning experience is one of his goals for the 2014-15 academic year.

As I commence my second term as Principal my overarching goal remains unchanged-- to advance Queen’s as a university that uniquely combines quality and intensity of research with excellence in undergraduate and graduate education. The strategic drivers – the student learning experience, research prominence, financial sustainability and internationalization – directly support the success of Queen’s as a balanced academy.

It should be noted that the framework builds on and is fully aligned with The Third Juncture, a 10-year vision for Queen’s that I wrote in 2012, as well as a number of other recent planning documents including the Academic Plan (2011), the Strategic Research Plan (2012), the Teaching and Learning Action Plan (2014), and the Campus Master Plan.

In this context, my senior administrative colleagues and I are committed to:

1. Strengthening the student learning experience

A transformative learning experience is central to the Queen’s identity and to our vision as a university. Our academic plan outlines the centrality of developing our students’ fundamental academic skills while also providing them with learning opportunities that will help prepare them for the future. Goals related to this priority include:

  • Increasing the number of new opportunities for expanded credentials, as well as more opportunities for experiential and entrepreneurial learning, both on and off campus.
  • Further integrating technology into the delivery of course content where it enables improved learning.
  • Continuing to focus on strategies for teaching and learning based on student engagement and broad-based learning outcomes.

2. Strengthening our research prominence

Queen’s is recognized as one of Canada’s outstanding research institutions, but sustaining and enhancing our status means we must guide and support our research enterprise while resolutely pursuing funding. Goals related to this priority include:

  • Maintaining success rates in applications for Tri-Council funding.
  • Remaining among the country’s top three universities for faculty awards, honours and prizes, and election to major learned bodies such as the Royal Society of Canada.
  • Supporting the development and engagement of Queen’s faculty members as set out in the Senate-approved Strategic Research Plan.

3. Ensuring financial sustainability

To support teaching and research into the future, we will need stable and diverse revenue streams, particularly as government funding, per student, continues to fall. Goals related to this priority include:

  • Continuing strong revenue growth together with revenue diversification.
  • Meeting our $60 million annual fund raising target as part of the Initiative Campaign, while focusing on its overall achievement by 2016.
  • Pursuing long-term sustainability for our pension plan.

4. Raising our international profile

Two years ago I stated in The Third Juncture that as global competition among universities increases over the next decade, it will not be sufficient to be simply ‘known’ in one’s own country. Increasingly, the value of our students’ degrees will be tied to our international reputation, as will our ability to attract international students, who raise our profile and contribute a great deal to the academic environment. Goals related to this priority include:

  • Moving forward on multi-year plans to increase undergraduate international enrolment.
  • Maintaining our strong record in attracting international graduate students.
  • Supporting growth in international collaborations and partnerships.

5. Promoting and developing talent

We will need to ensure that we are able to acquire, develop and retain top quality faculty and staff to thrive as an institution. Our talent management strategy, which I initiated last year, will provide a strategic approach to ensure we have the right leaders in place and in the wings as we advance our academic mission and work to secure financial sustainability. Goals related to this priority include:

  • Continuing with succession planning efforts for academic and administrative leadership roles across the university.
  • Developing a competency model that will be used to identify necessary competencies when hiring, and for leadership development and performance dialogue discussions.
  • Refining our hiring practices.
  • Promoting discussion among the Deans around faculty renewal. 


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