Board of Governors meeting

June 5, 2012

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.

Growth in Africa and Middle East

Source: IMF, World Bank, McKinsey GI

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

Percent change in R&D spending by region 2009 to 2010

Source: Bloomberg ; Booz & Company

Increases in worldwide R&D spending2009($550 b) to 2010

$0

$2

$4

$6

$8

$10

$12

$14

$16

$18

$1.1 $1.3$2.2 $2.3

$4.5

$8.8

$10.4

$16.9

INDUSTRY

US

$Bill

ion

Source: McKinsey GI

‘Massification’ of higher education

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

Growing global water gap - to 40%

Source: Water 2030 Report

We are aging…

Source: McKinsey GI

• By 2050 the number of people 60+ will double

• Canada will move from being 41st oldest to 11th

Waterloo’s priorities

• Aging and health promotion

• Auto

• Climate change

• Energy

• Financial Risk Management

• Information Communications Technology and Digital Media

• Quantum

• Nano

• Water

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

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

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.

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).

We must focus on:

• New Partnerships, increased collaboration

• Thinking beyond traditional disciplinary boundaries

• International scale

• Innovation everywhere: inside and outside classrooms

MCR alignment with foundational pillars

Foundational Pillars

Academic ExcellenceResearch Excellence and ImpactCo-operative EducationGraduate StudiesInternationalizationEntrepreneurship

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

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

Preparing students for their careersCo-op final employment by student level

2008/09 2009/10 2010/11

80%

82%

84%

86%

88%

90%

92%

94%

96%

98%

100%

97%

96% 96%95%

94%

93%

98%

97%

99%98%

97%

98%

Total Junior Intermediate Senior

Fiscal Year

% F

ina

l Em

plo

ym

en

t

Attracting high quality studentsEntering averages of 90%+ as compared to

Ontario universities - Fall 2011

Queen's

Waterloo

Western

McMaster

Toronto

Ottawa

Trent

York

Wilfrid Laurier

Lakehead

Laurentian

Carleton

Windsor

Brock

Guelph

Ryerson

UOIT

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

34.5%

25.9%

22.5%

19.6%

19.3%

11.6%

11.7%

10.7%

9.9%

9.0%

8.1%

8.0%

7.7%

7.6%

7.3%

6.6%

3.7%

10.0%

8.1%

4.8%

6.7%

5.3%

2.4%

1.5%

2.2%

1.4%

1.6%

1.8%

1.3%

1.4%

0.9%

1.1%

0.6%

0.7%

90-94% 95%+

% 1st-Year Undergraduates

On

tario

Un

ive

rsity

NSERC scholarships and fellowships 2012

Toro

nto

British

Columbia

Wate

rloo

McGill

Alberta

West

ern O

ntario

Ottawa

Calgary

McMast

erLav

al

Queen's

Dalhousie

Manito

ba

Montréal

Saska

tchew

an0

25

50

75

100

125

150

175

200

225

186

118

102

8371

49 47 47 46 46 42 39 35 33 27

U15 Institution

Count of Aw

ards

$115.7

$99.6 $103.0$109.7

$123.1 $127.7 $131.4

$144.1

$169.5

$190.4

$0

$20

$40

$60

$80

$100

$120

$140

$160

$180

$200

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Am

ount Aw

arded ($Millions)

Award Year Ending

Federal Tri-Agency Federal (excluding Tri-Agency) Provincial Industry Other

Increasing partnershipsTotal sponsored research awards by source

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.”

Thank-you

Questions &

Comments?