The Presidential Search Committee held an extensive consultation process from Sept. 18-Oct. 4 to give all community members a voice in the recruitment process for the next president and vice-chancellor of Memorial University.

Consultations included a survey, town halls and targeted meetings to give everyone an opportunity to provide feedback on the selection criteria to assess candidates. This is a summary of what they heard.

Long-term Strategic Vision

A clear vision for the future is paramount. While the current strategic plan remains in place for a few more years, the new president must focus on setting a firm course for the institution’s long-term viability, carefully balancing difficult decisions about workforce size, infrastructure and financial sustainability. Modernizing the university, addressing the loss of institutional knowledge and managing retirements are seen as key opportunities for improvement.

Community Connection and Provincial Presence

The next president is expected to establish a deep connection with communities across Newfoundland and Labrador, not just focusing on specific campuses or locations (or for the short term). There’s a desire for a leader who understands the province’s unique identity and culture; a local (or if not local) president deeply engaged and motivated to learn about the province to foster a sense of shared ownership and pride. An understanding of the unique nature of Memorial as the only university in the province.

Leadership Qualities

The next president must be a dedicated leader with a strong background in financial and human resource management, strategic vision, risk management and change management. This individual should possess an entrepreneurial spirit and demonstrated fundraising abilities. The ideal candidate will be student-centered, calm, articulate, approachable and motivated to connect and build excellent relationships across the full breadth of the MUN community. This leader must also challenge outdated colonial structures and bring a fresh, hopeful vision that addresses internal morale issues and revitalizes the institution. The president should lead with transparent, consultative decision-making, ensuring alignment and collaboration across campuses while respecting and preserving distinct cultures and subcultures.

Financial Transparency and Sustainability

Budgetary transparency and the university’s financial sustainability are central concerns. The president will need to make difficult, yet considerate, decisions regarding resource allocation, faculty retention, programming and infrastructure modernization. This will include addressing generational shifts in staff, recruiting young talent and developing integrated approaches to sustainability while modernizing IT systems. Additionally, there is a need to revisit discussions on tuition increases to ensure the university’s long-term viability.

Strengthening Internal Relations and Rebuilding Trust

Internally, the president must repair and build relationships with faculty, staff and students who have experienced strikes, low morale and strained relations with leadership. A collaborative and non-confrontational approach is essential to set a new direction, while respecting the unique, federated model where vice-presidents operate independently. Rebuilding trust with the Board of Regents, faculty, staff unions and students is crucial, particularly in light of recent significant tensions.

Provincial Government Relations

Given the heavy reliance on government funding, the relationship with the provincial government is key. The president must skillfully navigate this dynamic, balancing government expectations with the university's autonomy. There is significant political influence over the institution, and the new leader will need to build trust while advocating fiercely for the university’s independence. At the same time, the government plays a direct role in the appointment of the president, adding another layer of complexity.

Public Relations

The ability to communicate effectively with the public, government and media—including social media—is critical. The president should have media training and be skilled at explaining the university’s work in ways that resonate with the public and government stakeholders. Building confidence through clear, consistent communication will be essential, as MUN has struggled in this area. Improving the university’s reputation, particularly in light of recent negative public perceptions, will be a major challenge.

National Engagement and Local Identity

Externally, the president must engage with the broader Canadian academic community while honoring the rich and unique culture of Newfoundland and Labrador. While there is a preference for a leader with ties to the province, there is also recognition that global talent may be necessary, given the university’s challenging reputation and declining revenues. The president must be someone who can elevate MUN’s profile nationally while remaining deeply connected to its local identity.

Risk Management and Crisis Handling

The university has faced significant crises, including a faculty strike, cyberattacks and protests. The president must be adept at crisis management, particularly in handling communications around contentious issues like the Israel-Palestine conflict and managing relationships with unions, especially concerning staff strikes and cybersecurity incidents. Additionally, the next leader must tackle challenges such as repairing reputational damage from past leadership and the terminations of senior administrators.

Fundraising and Alumni Engagement

The next president must play an active role in cultivating relationships with major donors, enhancing the university’s fundraising capacity and fostering a culture of philanthropy. This will involve not only identifying new funding sources but also building strong, ongoing connections with alumni, encouraging them to contribute as other leading universities have successfully done. Strengthening alumni engagement will be essential for securing long-term financial support and creating a network of advocates who feel invested in the university’s future.

Promoting Research Excellence

MUN is increasing in research intensity and impact and holds a strong reputation as a leader in ocean sciences and is particularly well-positioned to capitalize on the opportunities presented by the UN Ocean Decade. The next president must prioritize increasing the visibility of the university’s research initiatives, highlighting their impact to attract further funding and elevate the university’s prestige.

Enhancing Student Support and Embracing Innovative Teaching

A key priority for the new president will be enhancing the student experience, beginning with expanded access to mental health resources and support services. Promoting well-being and ensuring that students have the tools to thrive is essential for a positive campus environment. Equally important is adapting the teaching experience to incorporate new technologies, including AI, which will encourage innovation and foster a culture of teaching excellence. Finally, offering increased support through bursaries and scholarships will help alleviate financial pressures and make education more accessible.

Engagement with Industry and Lifelong Learning

The role requires someone responsive to the needs of industry, particularly in areas like lifelong learning and micro-credentials, aligning the university's output with the evolving demands of the labor market. Leveraging unique programs like naval architecture and engineering is seen as crucial, alongside building connections that enhance the university’s relevance to provincial industry needs.