SPECIAL COMMITTEE TO CONSIDER THE
SELECTION OF A PRESIDENT, March 14, 2013
TO THE REGENTS OF THE UNIVERSITY OF
CALIFORNIA
The Committee presents the following
from its meeting of March 13, 2013
CRITERIA FOR SELECTION OF THE
PRESIDENT OF THE UNIVERSITY LEADERSHIP
The President of the University of
California must be a visionary leader with the judgment, creativity, and courage to
enhance the quality and reputation of the University as one of the preeminent public
research universities in the world. The President represents the University in its
role as an international, national, and state exemplar in the education policy arena.
The President will inspire public support of the University in its three
missions of education, research, and public service, and demonstrate a commitment
to excellence, diversity and inclusion, affordability, and accessibility. To
provide this leadership, the President must understand and have demonstrated
support for outstanding scholarship and possess the highest intellectual
capacity; have extraordinary communication skills; exhibit the leadership
qualities necessary to instill the highest ethical standards and conduct
throughout the University; have the experience and reputation to command the
respect of all the University’s constituents; and maintain limitless energy and
enthusiasm, courage, and stamina.
The new President will have the
capacity to lead change; have the ability to listen to those affected and make
a decision; and the dexterity to identify a path forward and motivate others to
follow. The President will have a vision for where the University is going
(e.g. global innovations; application and uses of new and different
technologies; social, economic, and health challenges), as well as the ability
to be the face of the University and a strong spokesperson who will explain to
all Californians why the University is of particular importance to the social, political,
and economic vibrancy of the State.
MANAGEMENT
The quality and complexity of the
University, a multi-dimensional, public research, land-grant institution which
includes ten campuses, five academic medical centers, the management of three distinguished
national laboratories, and an agricultural division with operations in all 58
counties in California, requires a President who has the ability to attract and
retain an exceptional, dedicated and ethical management team whose members come
from prestigious careers in both the public and private sectors.
In a cooperative environment, the
President will develop and implement long-range plans and policies and build teams
across the University system. The President should have a proven ability and commitment
to attract, promote, maintain, and support staff, as demonstrated by leadership
of an organization with best practices in recruitment, retention, and financial
support for staff professional development.
The President needs to exhibit a
comprehension of the magnitude and complexity of the University’s financial environment
and be able to utilize the resources available to the University effectively
and efficiently. This includes recognizing
that UC, and public universities in general, have seen a gradual, but continued
and significant reduction in financial support by the state over many years. The
President must be innovative in addressing this constraint through private
fundraising and creative revenue generation, administrative and educational delivery
efficiencies, and many other solutions in order to maintain the mission and
excellence of the University of California.
The ability to provide an affordable
education for students within this overall financial environment is a critical
component. To provide management excellence, the President must be able to inspire,
mobilize, and consult effectively with the chancellors, faculty, students, staff,
and alumni; guide the accurate allocation of authorities and responsibilities
between the campuses and the Office of the President; be committed to the
University’s tradition of shared governance with the Academic Senate; have
respect for the collective bargaining process; and execute timely and full
consultation on issues of concern to the Regents while recognizing the
appropriate division of authority between the Board of Regents and the
administration.
EXPERIENCE
These necessary leadership and management
skills will be most effective in a President who has demonstrated an ability to
anticipate and direct change; who has experience interacting successfully with
both state and federal government and is able to establish effective relationships
with the Governor, the Legislature, federal officials, and all government
agencies important to the success of the University, as well as with other
public policymakers and California’s business community; who
has the ability to increase public and private funding for the University; who
has served as an effective representative and speaker in a variety of public settings;
who has the ability to communicate effectively with the public and the media, the
capacity to inspire all of UC’s internal constituent groups, the political
acumen to develop, sustain, and encourage effective working relationships with
the Regents, policymakers, the press, and stakeholder groups, including those
who may oppose or be critical of administrative actions, and the intellectual
stature to command the respect of the faculty.
It shouldn't be hard to find the ideal candidate. The Regents need only look up in the sky:
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