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Enquete
les fonds
\i El
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G • s 11 o n univt'silihi
Editor
Craig Kelman
Art Production
Tracy Toutant
French Translation
Louise Legault
Advertising Sales
Rochelle Davis
Postmaster: Send Change of Address to:
Canadian Association of University Business Officers
320-350 Albert Street. Ottawa. ON KIR 1B1
Publication Mails Agreement #40065075
Postage Paid at Winnipeg
Published four times a year on behalf of
the Canadian Association of University
Business Officers (CAUBO) by
Publie quatre fois par annee pour
I'Association canadienne du personnel
administratif universitaire (ACPAU) par
3C - 2020 Portage Avenue
Winnipeg, Manitoba R3J 0K4
Tel: 204-985-9780
Fax: 204-985-9795
info@kelman.mb.ca
14 Share the vision
cAubo • Partagez la vision
ACpAU 16 Debt Management Guide
Canadian Association of University
Business Officers
• Guide de Gestion de la Dette
Association canadienne du personnel
administratif universitaire 19 Canadian university investment survey fo
320 350 rue Albert Street
Ottawa, Ontario K1R1B1
endowment and pension funds
Tel./Te/.: (613) 563-3961 ext. 270 • Enquete sur les placements des fonds
Fax/Te/ec: (613)563-7739
info@caubo. ca/info@acpau.ca de dotation et de pension des
Executive Director/Directeur general universites canadiennes
Jacques Samson
Editorial Board/Comite de redaction 50 CURIE: A success story
Chair/President: Lawrence Durling,
St. Thomas University
Members/Membres: 52 Profile of new CAUBO President Gary Draper
Louis Chapelain,
Universite du Quebec en Outaouais
Pat Hibbitts,
• Portrait du nouveau president de l'ACPAU
Simon Fraser University
Nancy Sullivan,
University of Guelph
Executive 11 People Moves
The views expressed in this publication are the
Director's Message • En mouvement
responsibility of the publisher and do not necessarily
reflect the views of the officers or members of the Departments • Message du 43 Leadership
Canadian Association of University Business Officers. directeur general
Les opinions exorimees dans cette publication sont 44 Human Resources
News & Views
la responsabilite de I'editeur et ne refletent pas
necessairement celles des dingeants ou des membres
de I'Association canadienne du personnel administratif
Chroniques • Nouvelles et 48 Legally Speaking
universitaire. perspectives 49 Publication Reviews
UNIVERSITY MANAGER . Fall 2003 3
Executive Director's Message Message du directeur general
CAubo
ACpAU
Canadian Association You are not alone Vous n'etes pas seuls
of University Business Officers
Association canadienne du Back to back attendance at the CAUBO confer- Participer a quelques jours d'intervalle aux con-
personnel administratif universitaire ence and the NACUBO conference provides an gres de l'ACPAU et de NACUBO offre une belle
Board of Directors excellent opportunity to draw some parallels occasion de dresser un parallele entre le contexte
Conseil d'administration between the higher education environment in de l'enseignement superieur au Canada et celui
both countries. University administrators all de nos voisins du sud. Les administrateurs
Gary Draper over North America are facing universitaires de l'ensemble
President/President similar issues such as the chal- de l'Amerique du Nord sem-
Acadia University
(902) 585-1627 Fax/Telec. 585-1079 lenge of funding the tremen- blent faire face aux memes
gary.draper@acadiau.ca dous growth in activities, the problematiques, soit le defi du
constantly changing nature of financement des augmenta-
Duncan Watt
Past-President/President sortant the workplace, the rising expec- tions considerables d'activite,
Carleton University tations in a context of limited les changements constants de
(613)520-3804 Fax/Telec. 520-7870 resources, and the difficulty of l'environnement de travail,
duncan_watt®carleton.ca
attracting and retaining qual- l'augmentation des attentes dans
Larry English ity personnel and of ensuring un contexte de ressources limi-
Vice-President /Vice-president adequate succession planning. tees, et la difficulty de recruter et
Concordia University
(514) 848-4310 Fax/Telec. 848-4586 retenir le personnel de qualite et
larrye®alcor.concordia.ca As 1 reflect on the many d'assurer le remplacement de la
experience-based presenta lions Jacques Samson main-d'ceuvre.
Nancy Walker at both conferences, and the
Secretary-Treasurer/Secretaire-tresoriere En ecoutant toutes ces conferences, la tres
The University of Lethbridge level of satisfaction of the participants, I am grande majorite fondees sur ('experience vecue,
(403) 329-2207 Fax/Telec. 329-2097 also struck by the fact that people on both sides et en observant le niveau de satisfaction des
nancy. walker@uleth.ca of the border are keen on learning from each participants, je suis egalement frappe par le
Jacques Samson other and exchanging effective practices in an fait que tous les administrateurs universitaires
Executive Director/Directeur general attempt to ensure that the resources available souhaitent apprendre les uns des autres et
(613) 563-3961, ext. 268 are used to their fullest potential. They quite
Fax/Telec. 563-7739 echanger leurs meilleures pratiques dans le but
jsamson@caubo.ca/jsamson®acpau.ca adequately recognize that universities are com- d'assurer une utilisation la plusefficace possible
plex organizations and that the achievement des ressources disponibles. Tous et toutes recon-
Sheila Brown of the 'academic' goals would simply not be
University of Toronto naissent que les universites sont des organisa-
(416)978-7466 Fax/Telec. 978-4431 possible without the dedicated contribution of tions complexes et que I'atteinte des objectifs
sheila. brown®utoronto.ca all those who work on the administrative side « academiques » de nos institutions ne seraient
Louis Chapelain
of the house. pas possible sans l'apport remarquable du per-
Universite du Quebec en Outaouais sonnel administratif.
(819) 595-3838 Fax/Telec. 595-3808
In this context, more and more people are
louis.chapelain@uqo.ca turning to associations like CAUBO to find
answers to emerging problems as well as to Dans ce contexte, on se tourne de plus en
Lawrence Durling
St. Thomas University
share with others their experiences, successes, plus vers des associations comme l'ACPAU
(506) 4520533 Fax/Telec. 452-0546 and difficulties. In doing so, they make avail- pour trouver des reponses aux nouveaux
ldurling@stu.ca able a body of knowledge that serves our insti- problemes aussi bien que pour partager les
Eric Harbottle
tutions well and is a constant reminder of the experiences, les succes aussi bien que les dif-
University of Windsor quality of their contribution to the objectives ficultes. II se constitue ainsi un corps de con-
(519) 253-3000 x2641 Fax/Telec. 971-3619 of their respective institutions. This is exactly naissances qui sert bien nos institutions et
eharbot®uwindsor.ca
what we are going to do with the upcoming qui nous rappelle constamment la qualite des
Patricia Hibbitts publication of a new Debt Management Guide, efforts deployes pour ameliorer la gestion de
Simon Fraser University and the revisions of our Financial Reporting, nos institutions. C'est exactement ce que nous
(604) 291-3381 Fax/Telec. 291-4009
pat_hibbitts@sf u. ca
Income Tax and GST/HST guides. We are cherchons a realiser par la publication prochaine
working for you. Help us serve you better. JH d'un nouveau guide sur la gestion de la dette
Michael W. McAdam et par la revision de nos guides sur les rapports
University of Calgary
(403) 220-7231 Fax/Telec. 289-6800 financiers, sur I'impot sur le revenu et sur la
mcadam@ucalgary.ca TPS. Nous continuons a travailler pour vous etre
utile. Aidez-nous a vous servir encore mieux.ytt
Gabrielle Morrison
Saint Mary's University
(902) 420-5409 Fax/Telec. 420-5566
gabe.morrison®smu.ca
Andre Racette
Universite de Montreal 80 >h site^Le site internet de IfA.W
(514)343-7153 Fax/Telec. 343-2282
andre.racette®umontreal.ca
4 UNIVERSITY MANAGER • Fall 2003
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News & Views Nouvelles et perspectives
CAUBO 2003 Conference
I In- CAUBO 2003 conference, which was held in
beautiful Halifax, Nova Scotia June 21-24, set a new
attendance record, attracting over 450 registered del-
egates, partners and sponsors. Our hosts, Dalhousie
University, in association with the University of King's
College, delivered a program rich in content and value.
Copies of most handouts can be found on the CAUBO
website at www.caubo.ca (click annual conference).
Conference delegates were treated to traditional
Atlantic Canada hospitality and many have deemed
the CAUBO 2003 Conference the best yet!
Le congres ACPAU 2003
Le congres ACPAU 2003, tenu dans la belle ville
d'llalifax, Nouvelk'-Ixosse, du 21 au 24 juln, .1
atteint de nouveaux records de participation avec
plus de 450 delegues, partenaires et commanditaires.
Nos hdtes, l'Universite Dalhousie, en collaboration
avec 1'UniversiU' King's College, ont presente un
programme riche en contenu et en valeur. On peut
trouver copie des documents distribues sur le site
Web de l'ACPAU au www.acpau.ca (cliquer Congres
annuel). Les delegues ont pu profiler de 1'hospitaliM
bien connue des Maritimes et plusieurs considcrent
qu'il s'agit du mcilleur congres a ce jour!
Major events such as CAUBO 2003 would not be possible Des evenements majeure comme ACPAU 2003 seraient impossible
without the participation of corporate sponsors who willingly sans la participation de commanditaires corporatifs qui contribuent
contribute their time, money, products and services to help us put temps, argent, produits et services afin de nous aider a organiser le
on the best event possible. We extend our sincere appreciation to meflleur evenement qui soit. Nous tenons a remercier les organismes
the following organizations for their outstanding support: suhrants pour leur soutien exemplaire:
Principal Partners/ ARAMARK Canada Ltd. Deloitte & Touche Sodexho
Partenaires principaux ^ARAMARK Deloitte
&Touche Sodexho
Major Partners/ Data Shapers Ltd. / xhibitors/Exposants
Partenaires majeurs Eckler Partners 1 td. American Express Corporate Services
Atlantic Blue Cross Care Ernst & Young BMO Financial Group
SCT Johnson Controls Inc. Campus Retail Canada
KPMG LI P Chartwells Education Dining Services
Associate Partners/ Men er 1 luman Resource Consulting Chubb Security Systems
Partenaires associes PeopleSofl (.mada Clegg Campus Marketing
AMI Campbell Van Lines Siemens Building Technologies Ltd. Datatel
Budget Rent .i I ar of Canada Ltd. Sun Life Financial Expert Travel Financial Security (HITS) Inc.
CIBC Mellon Global Securities Spring (formerly TNT International Mail) Fisher Scientific Company
Services Company UBS Global Asset Management Follett of Canada
Ciber of Canada Inc (Canada) Co. Grenville Management and Printing Ltd.
Clearwater Fine Foods Inc. Greystone Managed Investments Inc.
6 UNIVERSITY MANAGER • Fall 2003
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SHARE THE VISION
THE CAUBO STRATEGIC PLAN 2003-2006
By Jacques Samson, CAUBO Executive Director
If you attended the CAUBO conference in Halifax, you received a does not need to find all the answers. On the contrary, a good
copy of the new Strategic Plan. If you did not get your own copy, strategic plan is a dynamic process and those projects that are
you can access the plan on our website. Many of you have had now part of the plan can, in fact, be completed within a reasonable
a chance to contribute to this plan. But most importantly, all of timeline. Consultation of the strategic goal section of the plan,
you now have an opportunity to contribute to the realization of and particularly the sub-sections 'Moving to action' will give the
our plan. reader a good view of the initiatives to be undertaken or completed
In the ever-changing environment in which over the next few years. This
higher education institu- is where your contribution
tions operate, the Strate- will be needed. As we
gic Plan sets our associa- complete some of these
tion on a course that will projects, we will need to
allow CAUBO to: continuously revisit our
1. Serve all administra- list of projects to move
tors who are inter- toward our vision.
ested in sharing their Many of the projects
experiences, good or listed are already in
bad, and who are look- progress. In the next
ing for efficient net- few weeks, CAUBO will
working opportunities. aunch its new website as
As CAUBO becomes its # 1 communications
more of an 'umbrella' tool. The new website
organization, the big- design will not only be
gest challenge will be visually more attractive
to continue to serve well and dynamic, it will
our different constitu- also offer the possibil-
ents. Developing strate- ity of completing some
gic alliances with other surveys online while
groups/organizations ^"hancing the capacity
will be one of the ways of to serve as a repository
meeting this challenge. of relevant informa-
tion. As I write this
2. Remain a volunteer- message, the launch
driven organization. Our date is scheduled to
efforts over the next few be the end of October.
years will be concentrated Watch for it and, in the
on recruiting volunteers, meantime, read the
offering new and satisfying new Strategic Plan.
opportunities to contribute,
and, most importantly, rec- One of my great-
ognizing and celebrating est surprises since
their contribution to higher becoming executive
education in general and to director has been
the association in particular. the number of times
3. Become a clearinghouse I have been asked
of relevant information "What is CAUBO?"
making it a source of choice This made me real-
on administrative issues for ize that CAUBO
members, partners and
PARTAGEZ LA VISION
LE PLAN STRATEGIQUE 2003-2006 DE L'ACPAU
Par lacques Samson, directeur general de VACPAU
Si vous avez assists au congres de l'ACPAU a Halifax, vous avez Conscients qu'un bon plan n'a pas a couvrir tous les problemes
recu un exemplaire de notre nouveau Plan strategique. Sinon, et identifier toutes les solutions, nous avons limite la portee de ce
vous pouvez le consulter sur notre site Web. I'lusieurs d'entre plan. Nous pouvons ainsi renforcer l'idee qu'un bon plan repose
vous ont eu l'occasion de participer a la preparation de ce plan. sur un processus dynamique qui appelle a une revision constante
Mais, plus important encore, vous pouvez tous et toutes participer de objectifs et projets au fur et a mesure qu'ils sont realises. En con-
a sa realisation. sultant la section " Passer a Taction" dans les objectifs strategiques,
Le Plan strategique etablit un vous aurez un apercu de nos projets. C'est la que votre
cap bien adapte aux conditions contribution est particulierement
changeantes de l'environnement sollicitee. Realiser
de I'enseignement superieur au la vision enon-
Canada qui devrait permettre a cee dans ce plan
l'ACPAU d e : implique que nous
1. Servir tous les administra- devons identifier
teurs interesses a partager constamment de
leurs experiences, bonnes nouveaux projets.
ou mauvaises, et qui cher- Plusieurs de ces
chent de bonnes occasions projets sont deja en
de reseautage. A mesure phase de realisation,
que l'ACPAU devient un Au cours des pro-
organisme d'encadrement, chaines semaines,
notre plus grand defi sera ''ACPAU compte
de maintenir la qualite de lancer un nouveau
nos services a un nombre site Web qui devien-
croissant de groupes dra ainsi son instru-
d'affinite. Developper ment # 1 de commu-
des alliances strategiques nication. La facture
avec d'autres groupes/ du nouveau site sera
associations devrait nous visuellement plus inte-
permettre d'atteindre ce ressante, et le site offrira
but. la possibility de realiser
2. Demeurer une organi- des enquetes en ligne
sation essentiellement tout en ameliorant notre
de benevoles. Nos capacite a agir comme
efforts au cours des source de donnees. Nous
prochaines annees esperons lancer le site
viseront a recruter des dans la derniere semaine
benevoles, a leur offrir d'octobre. Surveillez le
des defis valorisants, lancement et en attendant,
et a mieux les valo- prenez connaissance de
riser tout en recon- notre plan strategique.
naissant leur con- L'une de mes plus
tribution au milieu grandes surprises depuis le
de I'enseignement debut de mon mandat a titre
superieur en general de directeur general vient
et a l'ACPAU en par- du nombre de fois qu'on
ticulier. me demande •< Qu'est-ce
3. Devenir une que l'ACPAU? » Je realisais
source essentielle chaque fois que notre associa-
d'inf orma tion tion avail besoin d'un docu-
strategique sur les ment concis pour decrire ses
questions administratives objectifs, sa vision et ses activi-
pour ses membres, ses partenaires et les divers decideurs tes. Je suis maintenant fier de
en enseignement superieur. dire que nous avons enfin ce
4. Repondre aux attentes en matiere de formation et perfec- document. Si vous avez besoin d'exemplaires suppl6mentaires,
tionnement professionnel pour les administrateurs universi- n'hesitez pas a communiquer avec nous. Et vous pouvez toujours
taires. imprimer le document directement de notre site Web. ytt
UNIVERSITY MANAGER • Fall 2003 15
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• iJ H O N G K ONG - CAYN AN N * W.TAL.CA
Qloba Asset Management Inc.Another difficult year
for university endowment and pension funds
oran ll l h consecutive year, the 2002 edi-
F
proportion of equity held by endowment went from 60% in 2001 to 59% in 2002,
tion of the annual Treasury Committee funds compared to fixed income assets fell whereas the weighted average proportion
survey of the Canadian Association from 58% in 2001 to 53% in 2002, while the in dollars decreased 2 percentage points to
of University Business Officers (CAUBO) weighted average proportion in dollars has reach 56% in 2002.
has gathered information on 60 Canadian gone from 65% to 63%. Charts 1.1 and 1.2 show the range of
university endowment funds and 49 pen- Pension fund asset allocation, as shown returns reported by Canadian university
sion funds. The complete publication of the in Appendix II, has remained relatively endowment and pension funds as at Decem-
su rvey, from which the following Canadian stable. The median asset allocation to equity ber 31, 2002. The number in parentheses cor-
data have been culled, is available to mem-
bers at the CAUBO office.
Chart 1.1
For the first time since the survey has
been done, endowment and pension funds
Returns of Canadian university endowment funds
have shown negative median returns in December 31, 2002
2002. Total endowment fund assets, which 12% -
10% ;
stood at S2.3 billion at the time of the first 8% :
survey in 1992, reached their highest level at _ 6% ;
$6.7 billion in 2001 and now total $6,4 billion £ 4% :
in 2002. The median return in 2002 was -4%. | **:
! B
Pension funds, on the other hand, reported 1
o% -;
2% • •
a -5.1% median return in 2002, with assets -4% -
-6% :
of $20.8 billion in 2002 compared to $10.5 -8% :
billion in 1992. -10% ;
1 yr (60) 2Yr»Appendix 1
Canadian univer sity endowments Tunas
AS AT DECEMBER 31, 2002 AS AT DECI Mill KM, 2001 AS AT DECEMBER 31, 2000
2002 \ssets 2001 Assets 2000 Assets
University Ranking S Millions
Ranking S Millions Ranking S Millions
Toronto ("UT") 1 1,210.0 1 1,295.5 1 1,333.9
McGill 2 726.7 2 780.1 2 778.4
UBC 3 624.5 3 654.1 3 679.0
Alberta 4 501.6 4 540.6 4 548.3
Queen's 5 413.4 5 431.5 5 397.6
Dalhousie 6 250.2 6 278.5 6 282.4
Calgary 7 235.5 7 254.1 7 267.3
McMaster 8 228.9 8 239.8 8 241.0
Manitoba 9 177.0 9 187.6 9 187.4
Western Ont. 10 152.1 10 159.3 10 155.5
York 11 148.5 11 148.3 11 142.1
Guelph 12 122.0 12 127.0 12 127.4
Laval 13 112.5 13 120.8 13 115.2
Carleton 14 111.6 21 72.4 22 53.4
Saskatchewan 15 110.8 14 115.4 14 110.1
Simon Fraser 16 104.3 15 108.1 15 108.6
N e w Brunswick 17 92.8 16 98.0 16 97.3
Victoria (BC) 18 83.0 17 91.2 18 93.7
Victoria (UT Fed) 19 82.6 18 90.9 17 94.2
Mount Allison 20 75.6 19 82.7 19 80.3
Montreal 21 75.6 20 80.1 20 73.3
Waterloo 22 68.8 22 71.9 21 66.2
Ottawa 23 59.8 23 59.5 23 53.3
Unity (UT Fed) 24 48.4 24 51.4 24 52.8
Saint-Paul 25 45.9 25 48.7 25 52.3
St. Francis Xavier 26 39.7 27 40.4 27 40.7
Concordia 27 37.5 29 35.5 32 24.4
Acadia 28 35.7 28 40.3 28 35.5
Memorial 29 34.2 26 47.7 26 42.4
St. Thomas 30 28.4 30 29.7 30 29.5
Northern BC 31 28.2 34 23.0 33 23.3
Moncton 32 26.3 31 28.9 29 30.6
King's (NS) 33 26.0
Windsor 34 25.2 32 25.6 35 22.8
Brandon 35 23.8 33 23.9 34 23.1
Regina 36 20.4 35 22.9 31 24.9
Ryerson 37 19.9 38 I'M 44 13.1
Trent 30 18.6 36 19.9 36 20.6
Wilfrid Laurier 39 18.1 39 18.6 38 17.5
Sherbrooke 40 17.3 40 17.8 42 15.1
Winnipeg 41 16.9 37 19.3 39 17.2
Mt. St. Vincent 42 16.4 41 16.6 40 16.0
HEC Montreal 43 15.8
Bishop's 44 15.1 42 15.9 37 18.1
Lauren tian 45 13.8 43 15.1 43 15.1
PE1 46 12.1 46 10.7 46 9.8
Lethbridge 47 10.6 45 11.1 45 10.7
Brock 44 14.7 41 15.5
Saint Mary's •is 9.4 47 10.0 47 9.0
Sudbury 49 7.7 - 48 8.7
Nipissing 50 7.5 48 7.9 49 8.0
U C C a p e Breton 51 6.3 49 6.9 -
H u r o n College 52 5.0 50 5.1 50 6.5
Trinity Western 53 4.1 51 3.5 51 3.9
UQAM 54 3.6 52 3.5 53 3.1
UQAT 55 3.6 53 3.5 52 3.5
Athabasca 56 2.5 55 2.5 54 2.5
ETS 57 2.5 54 2.7 55 2.5
Sainte-Anne 56 1.9 56 2.0
King's (UWO) 58 2.1 57 1.9 57 1.9
Conrad Grebel 59 1.9
Fraser Valley 60 1.8 58 1.3 58 1.3
UQO 61 1.8
Huntington 62 1.5
N S Agric. Coll. 63 1.4 59 1.3 -
Redeemer 64 1.2
King's (AB) 65 1.2 60 1.3 59 1.3
NS Art & Design 61 1.2 60 1.1
Hearst 66 1.0 - 61 1.0
Redeemer 62 0.8 62 0.7
Brescia 63 0.5 -
UQTR 67 0.4 64 0.4 -
AST 68 0.3
Luther College 69 0.2 65 0.2 63 0.2
Total Assets: $6,429 $6,741 $6,714
Equity W e i g h t i n g s Total Equities Total Equities Total Equities
Mean 53% 53% 5211
Median 53% S8) 55%
Dollar-weighted Mean 63% 63%
22 UNIVERSITY MANAGER • Fall 2003Canadian University pensions funds Appendix
AS AT DECEMBER 31, 2002 AS AT DECEMBER 31, 2001 AS AT DECEMBER 31. 2000
2002 Assets 2001 Assets 2000 Assets
l nhrenit) s Ranking S Millions
Ranking $ Millions Ranking Millions
Toronto ("UT") 1 1908.1 1 2146.2 1 2265.6
Montreal 2 1736.6 2 1766.0 3 1698.9
Laval 3 1591.9 3 1650.7 2 1720.9
Quebec 4 1252.4 4 1351.0 4 1451.0
Queen's 5 943.7 5 1011.4 5 1035.8
UBC - Faculty . 6 198 9 7 955.4 8 979.9
Ottawa 7 B73.9 8 950.5 6 1006.4
McMaster 8 B66.6 6 955.8 7 980.8
York 9 86 L8 9 919.6 9 920.7
Western Ontario 10 10 sis i 10 B45J
Manitoba 11 751.3 11 800.5 12 814.5
McGill - Ace. 12 684.7 12 717.7 13 7563
Saskatchewan 13 624.0 13 (.SI.4
Guelph 14 586.0 14 655.6 JJ :;:•
Carleton 15 557.2 15 620.6 15 631.4
UBC-Stall 16 478.5 18 511.3 18 527.9
Dalhousie 17 478 ) 16 528.8 16 546.0
Memorial 18 475.9 17 513.3 19 524.5
Kverson 19 447.3 19 W5.6 17 536.1
Concordia 20 432.3 20 473.2 20 497.7
Victoria (BC) - Money 21 400.0 21 423.2 21 419.2
Sherbrooke 22 346.5 22 401.2 0.0
Windsor 23 322.8 23 353.9 22 363.2
Regina 24 256.4 24 289.0 23 298.9
McGill - Pen. 25 253.7 25 272.3 24 267.4
6c. Polytechnique 26 218.3 26 224.6 .
SFU - Academic 27 179.0 27 192.6 26 192.4
Wilfrid Laurier 28 166.1 28 183.8 25 196.4
Moncton 29 153.3 31 160.3 28 167.9
Laurentian 30 IN/ 32 155.2 30 155.3
Lakehead 29 176.8 _
Brock 30 165.5 27 188.0
Trent 31 l 0.2 33 152.2 29 158.0
HEC Montreal 32 124.4
SFU - Admin. 33 116.0 34 123.1 31 124.0
Victoria (BC)-Stall 34 91.6 37 97.1 34 96.8
PEI 35 90.4 36 100.2 33 109.2
Winnipeg 36 90.3 35 100.3 32 116.4
N e w Brunswick 37 73.0 40 72.0 38 67.6
Acadia 38 72.4 38 83.0 35 90.8
Brandon 39 69.5 39 76.0 36 78.9
Bishop's 40 63.9 41 69.6 37 69.2
Saint Mai) 'a 41 62.3 42 62.6 39 5S.4
Mount St. Vincent 42 26.1 45 26.1 41 28.3
St. Francis Xavier 43 47.9 40 57.3
Cape Breton 44 34.3 -
King's (UWO) 43 20.8 46 21.2 43 21.4
Victoria (UT Fed)) 44 18.0 48 18.2 44 18.0
Saint-Paul 45 17.7 47 19.4 42 21.4
Northern B.C. 46 16.5 50 16.2 46 14.8
Nipissing 47 16.4 49 17.7 45 17.9
St. T h o m a s 48 13.8 51 13.9 47 14.1
Trinity (UT Fed) 49 12.9 52 13.4 48 14.0
Mount Allison 50 10.5 53 11.3 49 12.0
King's (NS) 51 8.3
Algoma 54 11.0 50 11.4
Sainte-Anne 55 9.4 51 9.7
Trinity Western 52 8.3 56 8.0 52 8.0
Brescia 57 3.0 _
Huron College - . 53 6.4
AST 53 1.4
Total Assets: S 20,817 S 22,728 $ 22,745
Equity W e i g h t i n g s Total Equities Total Equities Total Equities
Mean 57% 59% 57%
Median 59% 60% 58%
Dollar-weighted Mean 56% 58% 57%
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UNIVERSITY MANAGER • Fall 2003 35line autre annee difficile
Pour les fonds de dotation et de pension des universites
medians negatifs. L'actif total declare des 2002 ont egalement eu un impact sur la
P
our une 11'' annee consecutive, I'edition
2002 du sondage annuel du Comite de fonds de dotation qui s'elevait a 2,3 milliards repartition des actifs detenus par les fonds
la tresorerie de 1'Association canadienne Slorsdu premier sondage en 1992 a atteint de dotation. En effet, pour l'ensemble des
du personnel administratif universitaire son plus haut niveau, soit 6,7 milliards $, fonds de dotation (Annexe 1), la proportion
(ACPAU/CAUBO) recense l'information sur en 2001 et se situe a 6,4 milliards $ en 2002. mediane des actions detenues dans ces
60 fonds de dotation et 49 caisses de retraite Le rendement median en 2002 a ete de -4%. fonds par rapport aux titres de revenus
d'universites canadiennes. La publication Quant aux fonds de pension, ces derniers fixes est passee de 58% en 2001 a 53% en
annuelle qui en est tiree, dont les donnees ont enregistre un rendement median de 2002, alors que la proportion moyenne
canadiennes de ce texte sont extraites, est -5,1% en 2002 portant ainsi l'actif declare ponderee en $ est passee de 65% a 63%.
disponible au bureau de 1'Association pour a 20,8 milliards S comparativement a 10,5 Par ailleurs, la repartition des actifs des
les membres. milliards S en 1992. fonds de pension a l'annexe II est demeuree
Pour la premiere fois depuis que ce Lesondagecolligeaussidesinformations relativement stable. La repartition mediane
sondage existe, les fonds de dotation et de sur la repartition des actifs. Les mauvais des actifs detenus sous forme d'action
pension ont affiche en 2002 des rendements rendements des marches financiers en passant de 60% en 2001 a 59% en 2002, alors
que la proportion moyenne ponderee en $
1 Graphique 1.1 a diminuc- de 2 points de pourcentage pour
s'etablir a 56% en 2002.
Rendements des fonds de dotation des universites canadiennes
Les graphiques 1.1 et 1.2 pr£sentent
au 31 decembre 2002 l'etendue des rendements realises par
12% • les differents fonds de dotation et de
10% •
8% •
6%
II pension des universites canadiennes
au 31 decembre 2002. Les chiffres
£ i entre parentheses indiquent le nombre
42%
%• • • d'universites participantes.
0% - En 2002, cinquante institutions
• i canadiennes sur soixante (83%) annoncent
,3 -6% •
des rendements negatifs dans leurs fonds
-8% - • de dotation. Les ecarts de rendement
-10% - sont significatifs, allant d'une perte de
1 an (60) 2 ans (56) 4 ans (45) to ana (21) -9,7 % a un gain de 8,1 % (exclusion faite
5e percentile 3.3% 46% 92% 12 0%
de l'Universite Carleton qui a realise un
2Se percentile -1.3% 08% 54% 96%
rendement exceptionnel de 36,5 %).
median* -4.0% -2.1% 31% 87% Comparativement aux fonds de dota-
75e percentile -6 7% -4.4% 19% 78%
tion, les fonds de pension ont connu une
95e percentile -9 0% -81% 09% 63%
annee encore plus difficile. Ainsi, 45
institutions sur 49 (92%) ont realise des
rendements negatifs. Le fonds qui a eu le
Graphique 1.2 meilleur rendement a obtenu 4,3 % alors
Rendements des fonds de pension des universites canadiennes que celui qui a le moins bien performe
au 31 decembre 2002 affiche un rendement de -9,7 %. Comme
les fonds de pension ont en general des
12% -
strategies de placement plus agressives
10% -
que les fonds de dotation, ils sont plus
B% -
_^_ = exposes aux variations conjoncturelles.
£. 6% -
Selon la distribution mediane observee en
I§ «*: •••• 2002 entre les actions et les revenus fixes
J
2% - •eTJHal •"•••"
T3 des fonds ger6s par les universites, 59% de
| 0% -
« -z%: l'actif des fonds de pension est constitue
II
% d'actions alors que les fonds de dotation en
3 -* •
m
-6% - detiennent 53%. Sur dix ans, les fonds de
- 8 % --
-10%
pension produisent des rendements legere-
-12% - ment plus eieves, soit 8,9% en comparaison
1 an (49) 2 ans (49) 4 ans (45) 10 a n s (27) de 8,7% pour les fonds de dotation.
5e percentile 1.1% 2.8% 6.8% 9.9%
25e percentile -3,0% -0.8% 4.5% 9.5%
L'annee 2002 est la deuxieme annee
mediane -5,1% -2.2% 3.4% 8.9%
75e percentile -S.6% -4.3% 2.7% 8.7%
consecutive oil les rendements realises
95e percentile -8.0% -5.2% 1,8% 8.0% par les fonds de dotation et de pension
des universites canadiennes sont particu-
36 UNIVERSITY MANAGER • Fall 2003ft
lierement mauvais. En effet, en 2001, Ies Pour mieux situer ces rendements medians, il est important de les comparer aux
fonds de dotation et de pension ont realise principaux indices boursiers en 2002:
un rendement median de 1% etde -0,2%
respectivement. (En dollars canadiens)
Les tableaux 1.3 et 1.4 illustrent bien Ian 2 ans 4 ans 10 ans
que les rendements des fonds de dotation Actions americaines (S&P 500) (22.9)% (15.0)% (6.1)% 11.7%
et de pension sont en constante diminution Actions intemationales (MSCI EAFE) (16.5)% (16.4)% (7.0)% 6.6%
depuis 1'annee 1999.
Actions canadiennes (S&P/TSX compose) (12.4)% (12.5)% 2.0% 9.1%
Le tableau 1.3 illustre 1'eVolution des
Obligations canadiennes (Scotia Capital) 8.7% 8.4% 6.4% 8.9%
rendements sur differentes p£riodes
au cours des 5 dernieres annees. Ces
rendements sont passes de 8,6% a -4%
pour un an, de 11,1% a -2,1% pour deux Les fonds de dotation au
ans, de 13,9% a 3,1% pour quatre ans et, Canada et aux Etats-unis
finalement, les rendements sur dix ans sont Malgre les pietres rendements des deux plus-value des placements de 1,4 mil-
passes de 12,4% a 8,7 %. Nous observons dernieres annees et le respect de la poli- liards $ et, d'autre part, aux dons de 1,9
la meme tendance au tableau 1.4 pour les tique de distribution des revenus qui, de milliards S recus durant cette p6riode. De
fonds de pension. Le revirement est majeur facon gen£rale, prevoit qu'en moyenne 5% ce montant, une somme 1,5 milliards $ a
et s'avere inquietant. de la valeur du capital est distribue annu- ete distribute pour financer, entre autres,
ellement, le capital des fonds de dotation les activites de recherche et les bourses aux
(tableau 2) des universites canadiennes etudiants Ainsi, la plus-value des activites
Tableau 1.3 • a cru de 39 % en 5 ans. Ainsi, entre 1997 de placement a servi a financer la quasi-
Rendements medians des et 2002, le capital des fonds de dotation totalite des sorties de fonds de sorte que
fonds de dotation des a augments de 1,8 milliards $, passant l'augmentation du capital des fonds de
de 4,6 milliards $ a 6,4 milliards $. Cette dotation des universites est attribuable
universites canadiennes evolution est attribuable d'une part a la uniquement aux nouveaux dons.
Nombiv de repondants en 2002:
60 56 45 21
1 an 2ans 4ans 10 ans Tableau 2
2002 (4.0)% (11)% 3.1% 8.7% Evolution des fonds de dotation des universites canadiennes
2001 1.0% 5.1% 7.4% 10.2% (en 000,000.000 S de dollars)
2000 7.9% 9.0% 11.0% 12.4%
1998 1999 2000 2001 2002 variation
1999 9.6% 9.4% 12.5% 11.9% 5 ans
1998 8.6% 11.1% 13.9% 12.4% Institutions ayant
repondu au sondage* 58 59 63 65 69
Rendement moven
pondere S annuel 12.0% 10.9% 8.7% 0.5% (5.3)%
Tableau 1.4 Capital au debut
Rendements medians de l'exercice 4.6$ 5.3$ 5.9$ 6.7$ 6.7$
Plus-value
des fonds de pension des de l'exercice 0.6 0.6 0.5 - (0.3) 1.4$
universites canadiennes 1
Nouveaux dons 0.3 0.3 0.6 0.3 0.4 1.9$
Nombrv dv rY'potul.tnts en 2(X)2:
Distribution moyenne
49 549 45 27 de revenus 5% (0.2) (0.3) (0.3) (0.3) (0.4) (1.5)$
1 an 2 ans 4 ans 10 ans Capital declare a
la fin de l'exercice 5.3$ 5.9$ 6.7$ 6.7$ 6.4$ 39%
2002 (5.1)% (2.2)% 3.4% 8.9%
Variation/annee
2001 (0.2)% 5.1% 7.0% 10.3% precedente 15.7% 10.5% 14.1% 0.2% (0.5)%
2000 8.9% 9.6% 10.3% 12.0%
1999 10.7% 9.59 12.9% 11.1% • En regie generate, les nouvetin Institution* participant au tentkgiFonds de dotation des universite canadiennes Annexe 1
AU31 DECEMBRE2002 AU 31 DtCEMBRE 2001 AU 31 DECEMBRE 2000
1 'l.il'lissrinrnl 2002 Actif 2001 Actif 2000 Actif
Rang millions d e $ Rang millions de $ Rang millions de S
Toronto ("UT") 1 1,210.0 1 1,295.5 1 1,333.9
McGill 2 726.7 2 780.1 2 778.4
UBC 3 624.5 3 654.1 3 679.0
Alberta 4 501.6 4 540.6 4 548.3
Queen's 5 413.4 5 431.5 5 397.6
Dalhousie 6 2 .n 2 6 278.5 6 282.4
Calgary 7 Z35.5 7 254.1 7 267.3
McMaster 8 228.9 8 239.8 8 241.0
Manitoba 9 177.0 9 187.6 9 187.4
Western Ont. 10 152.1 10 159.3 10 155.5
York 11 148.5 11 148.3 11 142.1
Guelph 12 122.0 12 127.0 12 127.4
Laval 13 112.5 13 120.8 13 115.2
Carleton 14 111.6 21 72.4 22 53.4
Saskatchewan 15 110.8 14 115.4 14 110.1
Simon Fraser 16 104.3 15 108.1 15 108.6
New Brunswick 17 92.8 16 98.0 16 97.3
Victoria (BC) 18 83.0 17 91.2 18 93.7
Victoria (UT Fed) 19 82.6 18 90.9 17 94.2
Mount Allison 20 75.6 19 82.7 19 80.3
Montreal 21 75.6 20 80.1 20 73.3
Waterloo 22 68.8 22 71.9 21 66.2
Ottawa 23 59.8 23 59.5 23 53.3
Trinity (UT Fed) 24 48.4 24 51.4 24 52.8
Saint-Paul 25 45 9 25 4S.7 25 52.3
St. Francis Xavier 26 39.7 27 40.4 27 40.7
Concordia 27 37.5 29 35.5 32 24.4
Acadia 28 35.7 28 40.3 28 35.5
Memorial 29 34.2 26 47.7 26 42.4
St. Thomas 30 28.4 30 29.7 30 29.5
Northern BC 31 28.2 34 23.0 33 23.3
Moncton 32 26.3 31 28.9 29 30.6
King's (NS) 33 26.0
Windsor 34 25.2 32 25.6 35 22.8
Brandon 35 23.8 33 23.9 34 23.1
Regina 36 20.4 35 22.9 31 24.9
Rverson 37 19.9 38 19.1 44 13.1
Trent 38 18.6 36 19.9 36 20.6
Wilfrid Laurier 39 18.1 39 18.6 38 17.5
Sherbrooke 40 17.3 40 17.8 42 15.1
Winnipeg 41 16.9 37 19.3 39 17.2
Mt. St. Vincent 42 16.4 41 16.6 40 16.0
HEC Montreal 43 15.8
Bishop's 44 15.1 42 15.9 37 18.1
Laurentian 45 13.8 43 15.1 43 15.1
PI 1 46 12.1 46 10.7 46 9.8
Lethbridge 47 10.6 45 11.1 45 10.7
Brock 44 14.7 41 15.5
Saint Mary's 48 9.4 47 10.0 47 9.0
Sudbury 49 7.7 . 48 8.7
Nipissing 50 7.5 48 7.9 49 8.0
UC Cape Breton 51 6.3 49 6.9 - .
Huron College 52 5.0 50 5.1 50 6.5
Trinitv Western 53 4.1 51 3.5 51 3.9
UQAM 54 3.6 52 3.5 53 3.1
UQAT 55 3.6 53 3.5 52 3.5
Athabasca 56 2.5 55 2.5 54 2.5
ETS 57 2.5 54 2.7 55 2.5
Sainte-Anne 56 1.9 56 2.0
King's (UWO) 58 2.1 57 1.9 57 1.9
Conrad Grebel 59 1.9
Fraser Valley 60 1.8 58 1.3 58 1.3
UQO 61 1.8
Huntington 62 1.5
NSAgric. Coll. 63 1.4 59 1.3 - -
Redeemer 64 1.2
King's (AB) 65 1.2 60 1.3 59 1.3
NS Art & Design 61 1.2 60 1.1
Hearst 66 1.0 - 61 1.0
Redeemer 62 0.8 62 0.7
Brescia 63 0.5 -
UQTK 67 0.4 64 0.4 - -
AST 68 0.3
Luther College 69 0.2 65 0.2 63 0.2
Actif total 6,429 $ 6,741 $ 6,714$
°/o d'actions Total actions Total actions Total actions
Movenne 53% 53X 52%
Median,- 53* 58% 55%
Moyenne en S ponderee 63% 65% 63%
38 UNIVERSITY MANAGER • Fall 2003Fonds de pension des unlversltes canadlennes Annexe II
All 31 DECEMBRE 2002 AU31 DECEMBRE 2001 AU 31 DtCEMBKE 2000
Etablissemeni Actif 2002 I 2001 Actif 2000
Rang millions d e $ Rang millions d e $ Rang millions de S
Toronto ("UT") 1 1908.1 1 2146.2 1 2265.6
Montreal 2 1736.6 2 1766.0 3 1698.9
Laval 3 1591.9 3 1650.7 2 1720.9
Quebec 4 1252.4 4 1351.0 4 1451.0
Queen's 5 943.7 5 1011.4 5 1035.8
UBC - Faculty 6 898.9 7 955.4 8 979.9
Ottawa 7 873.9 8 950.5 6 1006.4
McMaster 8 866.6 6 955.8 7 980.8
York 9 863.8 9 919.6 9 920.7
Western Ontario 10 755.7 10 818.3 10 845.0
Manitoba 11 751.3 11 800.5 12 814.5
McGill - Ace. 12 684.7 12 717.7 13 756.5
Saskatchewan 13 624.0 13 681.4 11 834.0
Guelph 14 586.0 14 655.6 14 699.3
Carleton 15 557.2 15 620.6 15 631.4
UBC - Staff 16 478.5 18 511.3 18 527.9
Dalhousie 17 478.3 16 528.8 16 546.0
Memorial 18 475.9 17 513.3 19 524.5
Ryerson 19 447.3 19 495.6 17 536.1
Concordia 20 432.3 20 473.2 20 497.7
Victoria (BC) - Money 21 400.0 21 423.2 21 419.2
Sherbrooke 22 346.5 22 401.2 - 0.0
Windsor 23 322.8 23 353.9 22 363.2
Kegina 24 256.4 24 289.0 23 298.9
McGill - Pen. 25 253.7 25 272.3 24 267.4
Ec. Polytechnique 26 218.3 26 224.6 . •
SFU - Academic 27 179.0 27 192.6 26 192.4
Wilfrid Laurier 28 166.1 28 183.8 25 196.4
Moncton 29 153.3 31 160.3 28 167.9
Laurentian 30 149,7 32 155.2 30 155.3
Lakehead 29 176.8 -
Brock 30 165.5 27 188.0
Trent 31 139.2 33 152.2 29 158.0
HEC Montreal 32 124.4
SFU - A d m i n . 33 116.0 34 123.1 31 124.0
Victoria (BC) - Staff 34 91.6 37 97.1 34 96.8
PEI 35 90.4 36 100.2 33 109.2
Winnipeg 36 90.3 35 100.3 32 116.4
N e w Brunswick 37 73.0 40 72.0 38 67.6
Acadia 38 72.4 38 83.0 35 90.8
Brandon 39 69.5 39 76.0 36 78.9
Bishop's 40 63.9 41 69.6 37 69.2
Saint Mary's 41 62.3 42 62.6 39 58.4
Mount St. Vincent 42 26.1 45 26.1 41 28.3
St. Francis Xavier 43 47.9 40 57.3
Cape Breton 44 34.3 .
King's (UWO) 43 20.8 46 21.2 43 21.4
Victoria (UT Fed)) 44 18.0 48 18.2 44 18.0
Saint-Paul 45 17.7 47 19.4 42 21.4
Northern IS.C 46 16.5 50 16.2 46 14.8
Nipissing 47 16.4 49 17.7 45 17.9
St. Thomas 48 13.8 51 13.9 47 14.1
Trinity (UT Fed) 49 129 52 13.4 48 14.0
Mount Allison 50 10.5 53 11.3 49 12.0
King's (NS) 51 8.3
Algoma 54 11.0 50 11.4
Sainte-Anne 55 9.4 51 9.7
Trinity Western 52 8.3 56 8.0 52 8.0
Brescia 57 3.0 -
H u r o n College - - 53 6.4
AST 53 1.4
Actif total 20,817 $ 22,728 S 22,745 $
% d'actions Total actions Total actions Total actions
Moyenne 57% 59X 57%
Mediane 59% 60 58' .
Moyenne en $ p o n d e r e e 56% 58% 57%Pour la premiere fois, depuis que le ce qui permet de mieux situer les resultats des besoins a long terme des universites
sondage du Comite de tresorerie sur les des universites canadiennes dont la taille et des orientations que les comites de
fonds de dotation existe, le capital a la fin des fonds se compare plus a ce groupe. Les placement veulent revoir afin d'assurer
de l'exercice 2002 est moindre que celui donnees comparatives pour les universites la protection des fonds de dotation a
de I'annee pr6cedente. Heureusement, americaines sont en dollars US. perpetuite.
les resultats anticipes pour 2003 laissent Les caisses de retraite n'ont pas a
entrevoir un leger redressement. Les repercussions s'inquieter pour le moment, car leurs obli-
Comparons les rendements des Durant les annees de vaches grasses, les gations sont a long terme et les hypotheses
universites canadiennes a ceux compiles administrateurs des fonds de dotation actuarielles prevoient en general des rende-
par la National Association of College and agitaient regulierement le spectre des ments moyens a long terme avoisinant les
University Business Officer (NACUBO) mauvais rendements futurs pour refuser de 7 %. Pourtant, a long terme, un probleme
pour les universites americaines. Au 30 juin revoira la hausse les poliliquesdedistribution eventuellement plus grave subsiste. Les
2002, les rendements medians des fonds de des revenus. Maintenant que ces sombres administrateurs des fonds de pension
dotation de 556 universites americaines previsions se sont realisees, les marches devront peut-etre s'habituer a I'avenir
s'etablissaient respectivement a -6,4%, financiers ayant realist des rendements a des rendements moins Aleves. Les Ele-
0,2%, 5,7%, 9,6% pour des periodes de 1 desastreux depuis deux ans, certains ments responsables du recul des marches
an, 3ans, 5 ans et 10 ans. Sur une periode gestionnaires souhaiteraient maintenant financiers pourraient bien continuer a
de dix ans, les institutions americaines reduire la distribution des revenus. eprouver l'economie mondiale pendant de
ont realise des gains importants, soit 10 % nombreuses annees encore, jtt
A I'evidence, la diminution importante
pour les universites privees et 9,3 % pour de la valeur marchande des actifs devrait
les universites publiques. La mediane de avoir de serieuses repercussions sur les Cet article a ete ecrit par Andre Racelle,
l'ensemble des institutions americaines est activites financees par les fonds de dotation. Directeur desfinancesa I'Universite de Mon-
de 9,6% au 30 juin 2002 alors que pour les Les comites de gestion des fonds de dotation treal, et qui siege au Comite de tresorerie de
universites canadiennes elle est de 8,7% au devront revoir les niveaux de distribution I'ACPAU. Les autres membres du comite sont
31 decembre 2002. a la lumiere de la nouvelle realite. Pour le Stuart Finlayson, Universite Western Ontario,
Dans son sondage annuel, NACUBO moment, peu de fonds ont modifie a la baisse John Limebumer, Universite McGill, Lucie
ventile aussi l'information selon la taille des leur politique de distribution de revenus MercierGauthier, Universited'Ottawa, Michael
fonds de dotation (en $ US). Les fonds de car la plupart des universites utilisent les Trattner, Universite de Calgary, et Marion Van
plus de 500 millions $ ont realise des pertes economies realisees au cours des dernieres lmpe, Universite de Saskatclmvan.
de -5,3% sur une periode d'un an alors que annees pour repondre aux affectations des
sur une periode de 10 ans les gains s'elevent donateurs et distribuent environ 5 % du Le comite de tresorerie de I'ACPAU tient a remer-
a 10,4%. Les plus petits fonds de 25 millions capital a la valeur du marche. cier Lynne Seguin, chef du bureau, pour la coor-
$ et moins ont realist un rendement de - Afin d'etre consequente et credible, cette dination du sondage en 2002 et la preparation des
6,6% et de + 8,1 % pour les memes periodes, revision doit etre discutee en tenant compte graphiques qui apparaissent dans cet article.
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Leadership
No- and low-cost strategies
for building the
leadership capacity you need
By Judith Gibson, Managing Partner of Gibson, Sage and Associate*
F
or university administrators faced • Sufficient duration that the individual experi- Encouraging
with tight budgets and heavy work- ences the results of his or her efforts.
loads, leadership development can • Management attention and support as needed,
communities of practice
As John Seeley Brown points out in his book
seem more an indulgence than a necessity. in the context of clear accountabilities.
Tlie Social Life of Information, the power of
However, it is part of the job: building lead- What are some of the key ingredients data can only be leveraged in a social
ership capacity is one of the most impor- of the University of Wisconsin approach? context: it is often around the water cooler
tant, and most neglected, responsibilities of Identifying someone with a passion for and in the hallways that ideas are generated
people in leadership roles. Unfortunately, the issue. Focusing the role on the issue and problems solved. Yet, office layouts,
the reality is that formal programs are not and not related processes. Positioning the big campuses, and heavy workloads can
always an option. In such cases, it is worth assignment in the context of an important mean few natural opportunities for people
exploring other alternate es. initiative. And, providing support to the to connect with those best equipped to
incumbent in terms of advice and process help them - not their managers, or even
skills he/she ni.n need to draw on.
Providing on-the-job close colleagues, but their 'communities of
opportunities to lead practice,' peers with related responsibilities
Leadership skills come with the experience Providing elsewhere. Some academic chairs have said
of leading. Firms know this, and many rank access to 'mentoring' they have learned most from opportunities
strategic work assignments, not develop- to meet with other chairs. The same has
Mentoring programs - formal mecha-
ment programs, as the most effective way been heard from administrators. Perhaps
nisms to link new and seasoned leaders
to develop strong leaders. Fortunately, it it is the greatest value of formal networks
as a developmental strategy - have grown
is a strategy that can be adapted to any and associations, which bring together
in popularity. The logic is compelling: pro-
organization. people from across the country, not simply
viding up-and-coming leaders with regular
the campus. The reality is that people are
To advance its strategic goals, the Uni- access to seasoned executives can accelerate
hungry for the right kind of connection
versity of Wisconsin-Madison established the learning curve, build 'street smarts,'and
- purposeful, relevant and anything but a
new Assistant Vice-Chancellor positions help them succeed. Individuals win, and so
waste of time.
(Assistant Vice-President equivalent) does the organization. However, these are
and assigned faculty members to act as serious programs, requiring staff, money, Bringing people together can be a low-
leads or 'point people.' The Assistant supporting processes, and broad-based cost, high-payoff strategy. What does it
Vice-Chancellor for Climate, for instance, organizational commitment. take? Within a unit, sometimes as little as
a physicist, has a half-time appointment The underlying practice, however, is a different agenda in a management meet-
for three years to lead improvement to worth considering. For instance, some orga- ing. And, when it comes to leveraging those
the campus climate. Her job is to facilitate nizations operate a simple 'buddy system: 'communities of practice,' not much more:
and coordinate activity, engaging support ' new appointees are paired with veterans someone to take the initial step, a room,
from across the community. What is the knowledgeable about the organization and e-mail, and just enough structure that the
outcome? On the one hand, it is momen- the issues that new managers will inevitably discussion remains productive. An occa-
tum on an important goal. On the other, it face. Such arrangements continue as long sional speaker, perhaps. Regular brown
is a faculty member with broader experi- as they are useful. At best, they form rela- bag lunches do not cost much, but they
ence in leadership and management, new tionships that grow over time; or they may can play a powerful role in delivering the
competencies and skills and, hopefully, an simply provide timely, pragmatic support kind of pragmatic, reality-based skills real
appetite for more. for employees making a major transition in leadership competence requires.
role, institution and/or culture.
The most effective developmental What is the moral of the story? Build-
assignments share certain characteristics: Do you have struggling managers? Do ing leadership competence can happen
• Clear, mutually agreed-upon objectives you have new appointees facing difficult in many different ways. It takes thought,
including learning objectives. management challenges? Is there a commit- commitment and ingenuity, but it can be
• Challenge, but not so much that the individual ment to easing the entry of new recruits to done, with or without the resources formal
or the organization is put at risk. the institution? It is a strategy to consider. programs require. ytt
UNIVERSITY MANAGER . Fall 2003 43You can also read
