Executive Brief
PRESIDENT Camosun College
For more information, please contact:
Craig Hemer, Partner [email protected]
Brent CameronCameron,, Partner [email protected]
Lara TruderungTruderung,, Senior Recruiting Associate [email protected]
604-685-0261
January 2009
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1
Organization Profile CONTENTS PAGE 1.01.01.0 Essence of the Opportunity Organization Profile
Essence of the Opportunity 1 Established in 1971, Camosun College serves the education and training needs of the people of Victoria, southern Vancouver Island, Key Opportunities & Challenges 2 and the Gulf Islands, operating from its two comprehensive campuses in the Greater Victoria area. Its innovative and diverse education
offerings include university transfer and applied degree programs, Organization Overview 3 career and trades training, upgrading and preparatory programs, and
continuing education. As a source of quality education to a diverse Governance & Management 6 learner population, Camosun welcomes over 700 Aboriginal students from 50 Nations including Métis and Inuit groups, as well as 800 Strategic Priorities 7 International students each year. With approximately 12,000 credit students, 6,500 non-credit students, over 1,000 employees, and an Financial Information 9 annual budget of $94 million, Camosun strives to provide its community with access to the knowledge and skills relevant to the About Victoria, British Columbia 11 future economic and social development of the region. ______For years, Camosun College has earned an outstanding reputation for Position Description 121212 teaching excellence and prides itself of its faculty, staff, and students, and the fact that it provides one of Canada’s best learning experiences. Candidate Profile 151515 Its smaller and more intimate classes are built on the College’s tenet that the student is the ultimate focus and beneficiary of the College’s Overview of Search Process 171717 academic activities. With highly qualified instructors passionate with what they do, Camosun has become top choice for students yearning for a practical and supportive learning environment to meet their professional goals.
With the retirement of the current and long-serving President, Liz Ashton, Camosun College is now seeking a new President to take the College forward with a new strategic plan and a re-invigorated vision and mission. This is an outstanding opportunity to provide leadership to one of Canada’s leading urban colleges.
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2 2.02.02.0 Key OpportunitOpportunitiesies & Challenges
After consulting with the Camosun College community, the following opportunities and challenges were identified for the new President:
A SUCCESSFUL FOUNDATION
President Liz Ashton’s tenure witnessed Camosun College build its strong reputation as an invaluable contributor to the economic and social health of Victoria and the Vancouver Island community. The College has seen the addition of four-year baccalaureate degree programs, a new Sport & Exercise Education program cluster, applied research activities, capital construction projects, and a Campus Plan, Vision 2020, that builds upon its most recent strategic plan and outlines the growth anticipated for the College’s two campuses over the coming decade and more. With such a strong foundation, the new President will have the opportunity to further develop Camosun and contribute to the communities it serves.
POST SECONDARY SYSTEM CHANGES
The post-secondary landscape has changed dramatically in British Columbia over the past few years. In 2008, the provincial government changed five colleges and university-colleges into regional universities. For Camosun College, this doubling of the number of universities in the province has created both an opportunity and a challenge. The opportunity Camosun College has is to clearly define the benefits of an urban college, seize this niche, and continue to build upon the institution’s strengths. Another change has been the creation of new industry-led training organizations to oversee trades training in the province, resulting in significant changes for trades programs. With all these changes to the system, engaging people in the planning and gaining buy in and generating enthusiasm for Camosun College’s vision and plan are critical roles for the President.
FORMULATING A STRATEGIC PLAN
Camosun’s current strategic plan was updated in July 2008 to take the College through to 2010. Upon arrival, the new President will have the opportunity to undertake a robust strategic planning exercise, ensuring a future vision for the College is established, a new strategic plan developed, and issues that have to be addressed in order to achieve that vision and plan are identified.
RESOURCES
Like all post-secondary institutions in the Province, Camosun has faced financial challenges in recent years. The new President must seek innovative, creative, and strategic ways to manage spending, find new sources of revenue, and ensure the quality and integrity of programs and services offered to students are maintained.
STUDENSTUDENTT RECRUITMENT
Demographic trends, specifically that of the region’s declining K-12 population, have introduced a new, more competitive era in student recruitment for post-secondary institutions. For Camosun College, a top performing institution competing provincially for talented students, this has meant an increased focus on student recruitment to ensure that the College’s enrolment targets are met, if not exceeded, and maintained.
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3 2.0 Key Opportunities & Challenges (continued)
EMPLOYEE DEMOGRAPHICS
Like in many organizations, a very real challenge facing the College today is the sheer number of retirees that will vacate key positions over the coming years. With an urgent need to ready new and existing employees to fill these positions, the new President needs to ensure the college has a succession plan encompassing recruitment planning, hiring standards, recruitment goals, and mentorship.
INFRASTRUCTURE
While Camosun has two beautiful campuses, some facilities are dated and inadequate. As the College capital infrastructure ages, the existing contingency funds will face challenges offsetting the required upgrade and replacement costs. The new President will need to be a strong advocate with government, alumni, and the private sector to focus on Camosun’s funding strategies to allow the College to pursue necessary campus rehabilitation.
3.0 Organization Overview
3.13.13.1 CAMOSUN COLLEGE
Founded in Victoria, BC in 1971, the College adopted the name “Camosun”, a local Lekwungen (Songhees) First Nation name meaning “where different waters meet and are transformed.” Today, Camosun College celebrates 37 years of providing adults with exceptional and affordable education. Camosun has 9,000 full-time equivalent students registered in degree, diploma and certificate programs and a further 10,550 registrants in courses offered through the continuing education department.
Camosun College has earned an outstanding reputation for teaching excellence - students enjoy one of Canada’s best learning experiences. Camosun’s innovative programming meets the needs of students and communities in Victoria, BC, and beyond. Camosun College offers university transfer and an applied degree program, career and trades training, upgrading and preparatory courses and adult special and continuing education.
Camosun, with a $94 million operating budget, is large enough to provide great services, facilities, and programs for a vibrant campus environment, yet small enough to offer students the individual support they need.
Quick Facts
Over 100 diploma, certificate, and associate degree programs. More than 300 courses in both university transfer and Continuing Education & Contract Training. Two modern campuses, with many services for students and the community, both 15 minutes from downtown, with convenient parking and transit. Smaller classes and lower tuition than many universities and private colleges. A community of more than 1000 employees. Skills and experience to take pride in - 91% of graduates are currently working or continuing with further studies.
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4 3.0 Organization Overview (continued)
3.23.23.2 EDUCATION
Camosun College is mandated to provide comprehensive: Courses of study at the first and second year levels of a baccalaureate degree program Courses of study for an applied baccalaureate degree program Post-secondary education or training Trades foundation and apprenticeship programs Adult basic education Continuing education
Faculties Access & First Nations Includes the departments and programs: Academic Upgrading, Adult Special Education, Better Employment Skills Training, Business Access Certificate Program, and English Language Development.
Arts and Science Includes the departments and programs: Applied Communication, Applied Chemistry & Biotechnology, Biology, Broadcast Journalism, Chemistry & Geoscience, Criminal Justice, English, Environmental Technology, Geography (science), Humanities: French, Japanese, Chinese, History & Philosophy, Mathematics, Music, Physics, Psychology, Social Sciences: Anthropology, Geography, Political Science, Asia-Pacific Studies, Social Science Research Methods, Sociology, and Visual Arts
Business Includes the departments and programs: Accounting, Applied Business Technology, Business Administration Skills, Business Access Certification Program, Finance & Economics, Information Management, eBusiness and Quantitative Methods, Marketing / General Management / Public Administration, Professional Golf Management and Tourism Management.
Health and Human Services Includes programs: Certified Dental Assistant, Community Support Worker, Dental Clinic Services, Dental Hygiene, Early Childhood Care & Education, Fast Track Home Support Resident Care Attendant Program, First Nations Family Support Worker, First Nations Home Support / Resident Care Attendant Program, Home Support / Resident Care Attendant, Nursing, Medical Laboratory Assistant, Pharmacy Technician, Practical Nurse, and Practical Nurse Access.
Trades and Technology Includes programs: Automotive Mechanic, Carpentry, Computer Science, Civil Engineering, Culinary Arts, Electrical, Electronics Engineering, Fine Furniture, Heavy Duty / Commercial Transport Mechanic, Horticulture, Mechanical Engineering, Nautical Training, Plumbing / Pipe Trades, Sheet Metal, and Welding. Camosun also offers 6-month Engineering Bridge programs which allow students with an Engineering Technology diploma to upgrade their academic skills and enter the 3rd year of an Engineering program at the University of Victoria or the University of British Columbia.
Centre for Sport and Exercise Education Camosun’s newest area includes the following programs: Sport Management Diploma, Coach and Athlete Development Diploma, Athlete and Exercise Therapy Applied Degree, and Sport and Fitness Leadership Applied Degree.
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5 3.0 Organization Overview (continued)
3.33.33.3 VISION, MISSION &&& VALUES
Vision
“Camosun is its people. Our learners are our reason for being; our employees are passionate about education and service; our partners enhance our strengths; our graduates are our ambassadors; our record of success speaks for itself.”
Mission
“Camosun College is a comprehensive educational institution providing our community with access to the knowledge and skills relevant to the future economic and social development of the region.”
VVValuesValues
A Commitment to Learning --- We commit ourselves to a community of learning and to the teaching and learning relationship wherever it is found.
A Focus on the Student --- We meet the diverse needs of our communities in many ways, but the student must be the ultimate focus and beneficiary of our activity.
The College is its People --- It is people who create the value in the learning relationship and in the services that support and sustain it. We all contribute to the teaching and learning environment.
A Dedication to Service --- We dedicate our efforts to providing quality service and to continuously improving what we do. We focus our areas of expertise to meet our communities’ needs and our actions continually strive for excellence and value.
A SpSpiritirit of Respect --- Everyone matters. We engage our students, the public and each other with dignity, respect, compassion, honesty, openness and inclusiveness. We celebrate the diversity of our community.
Camosun College campuses are located on land that is the traditional territory of the Lekwungen, Esquimalt, and W'SANEC peoples. We acknowledge their welcome and graciousness to the students who seek knowledge here.
For more information on Camosun College, please visit: http://camosun.ca
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6 4.04.04.0 Governance & Management
4.14.14.1 BOARD OF GOVERNORS
The Board of Governors is comprised of a dedicated and experienced group of professionals who provide governance to the organization. It is comprised of the individuals listed below:
Mr. Robin Adair, Chair Mr. Christopher Gillespie Dr. Elizabeth Ashton Mr. Kim Hesketh Ms. Nancy Bourey Mr. Scott Marshall Mr. Kyman Chan Ms Cindy Robertson Mr. Wayne Dalby Ms. Linda Ross Mr. Matthew de Groot Mr. Keith Todd Ms. Lynda Farmer Ms. Joan Yates
For more information on Camosun College’s Board of Governors and other corporate governance topics, please visit http://camosun.ca/about/bog/index.html .
4.24.24.2 COLLEGE EXECUTIVE TEAM
Camosun College’s Executive Team consists of the following individuals:
Liz Ashton President Baldev Pooni Vice President, Education & Student Services Peter Lockie Vice President, Administration & Chief Financial Officer Denis Powers Executive Director, Human Resources
4.34.34.3 ORGANIZATIONAL CHART
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7 5.05.05.0 Strategic Priorities
5.15.15.1 STRATEGIC PLAN
Camosun's three-year Strategic Plan, updated July 2008 to lead the organization through to 2010, is based on intensive labour market and competitive analysis, and college-wide and community-inclusive input from employees, business, government, and the Board of Governors, and surveys of the public, parents, and potential, current, and recently graduated students.
The Strategic Plan details Camosun College’s goals for the ten key issues listed below; it identifies attendant strengths, challenges, and strategies.
Strategic Plan --- Key Issues
Populations & Responsive Programming Populations Responsive programming Marketing & external relationships Indigenization, multiculturalism & global citizenship
Accountability, Quality & Sustainability Competition, affiliation & partnership Quality, value & service Sustainability, productivity & accountability
Community Building Involvement & communication Employee development & excellence Campus development & campus life
5.25.25.2 STRATEGIES
To meet its many goals, Camosun has developed the following strategies:
1.1.1. PopulationsPopulations:: Attract and serve a broader range of students by building on the College’s programming strengths and experience. 2.2.2. Responsive ProgrammingProgramming:: Revitalize and reorient Camosun’s existing programming to meet the increasingly diverse learning needs of its changing populations. 3.3.3. Marketing & External Relationships: Develop and nurture strong relationships within the College’s communities and region, while continuing to advance Camosun’s reputation by communicating its strengths and value through a unified, focused, high impact marketing campaign. 4.4.4. Indigenization, Multiculturalism & Global Citizenshipip:: Distinguish the College as an institutional leader in cultural diversity through work with indigenous peoples and the international and multicultural communities. 5.5.5. Competition, Affiliation & PartnershipPartnership:: Strengthen the College’s position as an institution of choice by building on its experience with successful partnerships and affiliations, in particular with organizations that share Camosun’s mission and values.
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8 5.0 Strategic Priorities (continued)
5.25.25.2 STRATEGIES (continued)
6.6.6. Quality, Value & ServiceService:: Commit to excellence and outstanding value in everything it does for the people and organizations the College serves. 7.7.7. Sustainability, Productivity & AccountabilityAccountability:: Strengthen the sustainability of the institution by building practices and workloads that improve productivity, cost effectiveness and revenue- generation while fostering ecological and social values. 8.8.8. Involvement & CommunicationCommunication:: Build a culture of heightened respect, openness and trust and encourage effective involvement toward common goals. 9.9.9. Employee Development & ExcellenceExcellence:: Attract, develop, and retain members in all employee groups who enhance the institutional commitment to excellence, relevance and flexibility. 10. Campus Development & Campus LifeLife:: Develop immediate and long-term plans for the configuration of the College’s campus programs, services and facilities that reflect programming and service directions and visibly enhance campus life for students and employees.
In brief, the goals of Camosun College's 2008-2010 Strategic Plan can be summarized as to:
Broaden student diversity. Perform research and develop to fulfill student education, service, and access needs. Build community through partnership, public outreach, and enhanced campus life. Support employee development. Increase accountability and wise resource use.
To view Camosun College’s Strategic plan in its entirety, please visit: http://camosun.ca/about/strategic- plan/index.html
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9 666.06.0.0.0 Financial Information
6.16.16.1 FINANCIALS
Below provides a financial snapshot of Camosun College for fiscal 2007, year ended March 31, 2008:
Statement of Financial Position
Statement of Operations and Changes in Fund BalanceBalance
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10 6.0 Finance (continued)
Statement of Cash Flow
For more on Camosun College’s finance, please visit https://www.camosun.bc.ca/documents/fin-state-2008.pdf
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11 7.07.07.0 About Victoria, British Columbia
The Greater Victoria region is a beautiful coastal area of more than 240,000 people, situated on the southern tip of Vancouver Island, British Columbia. As the capital city of British Columbia, Victoria boasts many historic buildings and some of the most fascinating museums in Western Canada. The city is also home to some of the country's most exhilarating scenery, with ocean or mountain vistas around every corner. Only 65 km from the city of Vancouver and easily accessible by multiple modes of transportation, Victoria in 2008 was named the fourth best city in North America by the prestigious and award-winning US travel magazine, Condé Nast Traveler . The City's many celebrated flower gardens and temperate climate give the City its nickname, “The Garden City.”
Victoria is a year-round travel destination that offers a friendly, safe haven for all visitors. The Government of British Columbia also resides here, within the landmark BC Legislative Buildings in Victoria’s inner harbor. Victoria’s residents enjoy one of Canada's mildest climates, allowing for outdoor activities year round. Whether hiking, biking and fishing are of interest, or shopping and afternoon tea is preferred, there is no end to the delights offered in Victoria.
Victoria is an urban oasis, with the convenience of a large city but surrounded by ocean waters and mountainous wilderness. Despite dynamic economic development in recent years, it maintains its clean environment and charming ambience. Its colorful history is remembered with First Nations totem poles and heritage architecture, while it bustles with the energy of a university town (Royal Roads University, the University of Victoria and Camosun College reside there). Shop windows are full of British imports, Native art and the latest trends. Restaurants and cafés serve the freshest cuisine, with local ingredients and worldly flair. Visitors and residents agree that the sight of Victoria’s harbor, alive with the romance of an era when tall ships moored alongside the wharf, never fails to make an impression. Other sights and attractions of note include:
• Fairmont Empress Hotel • Thunderbird Park • Butchart Gardens • Bastion Square • Royal British Columbia Museum • Art Gallery of Greater Victoria • BC Aviation Museum • Craigdarroch Castle • Carr House • Chinatown
Travel & Leisure and Conde Nast Traveler magazines have named Vancouver Island and Victoria the “Best Temperate Island in the World”, the “Best City in the Americas”, and the “Best Island in Continental U.S. and Canada.” Alive with culture and relaxed sophistication, Victoria offers its residents an unparalleled lifestyle.
For more information on the city of Victoria, please visit www.tourismvictoria.com or www.hellobc.com .
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12 Position Description
PRESIDENT Camosun College
GENERAL
The President is accountable to the Board of Governors for providing leadership and vision to all aspects of Camosun College to which he/she is assigned. The President is responsible for achieving strategic, financial, and operating objectives, and for ensuring the College operates in accordance with the strategies and objectives established by the Board of Governors.
SPECIFIC RESPONSIBILITIES
1.01.01.0 ColleCollege ge Board
Ensures that members of the College Board have all the information necessary to properly exercise their governance responsibilities.
Reports to the Board on a regular basis with relevant information regarding Camosun’s operations. Develops and presents recommended courses of action and alternatives to the Board for its consideration. Supports the Board during self-evaluation.
2.02.02.0 Strategic Plan
In collaboration with the Board, and in consultation with the Education Council and the constituent elements of the College, leads the development and implementation of the Strategic Plan for the College.
3.03.03.0 Annual Objectives for the President
Annually, in conjunction with the Board and in the context of the Strategic Plan, establishes a list of objectives and targets to be achieved by the President in the upcoming year. Reports regularly to the Board on the achievement of these objectives.
4.04.04.0 Organization and Accountability
Develops and maintains an effective organizational structure that prescribes the authority, responsibility and accountability of staff as they relate to the accomplishment of specific objectives and priorities to meet the education needs of the College and other stakeholder concerns.
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13
Position Description – Specific Responsibilities (continued)
5.05.05.0 Leadership of Human Resources
Provides strong and effective leadership to all staff of the College in order to capitalize on the full potential of this critical resource. Motivates staff to contribute their maximum to the realization of Camosun’s mission, vision, and objectives. Ensures a strong succession plan is in place.
6.06.06.0 Policies
Recommends to the Board new policies to support the achievement of the goals and objectives articulated in the strategic plan. Manages a framework to communicate, implement, and evaluate the policies.
7.07.07.0 Finance, Planning and Performance
Through the Vice Presidents responsible, ensures the objectives established in the Strategic Plan are met with respect to finance, planning and performance.
8.08.08.0 Relationship with Key Publics/SPublics/Stakeholderstakeholders
Through the communications office, ensures the objectives established in the Strategic Plan are met regarding communications with key publics and relationships with key stakeholders.
9.09.09.0 Government Relations
Identifies and builds strong and productive relationships with municipal, provincial and federal government representatives.
10.0 Fundraising
Actively provides necessary support to the various fundraising activities of the College.
11.0 Trends in PostPost----SecondarySecondary Education
Keeps abreast of trends in post-secondary education and management and recommends new and innovative approaches to enhance the delivery of education services in achieving strategic goals and objectives.
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14 Position Description – Specific Responsibilities (continued)
REPORTING RELATIONSHIPS
Reports Directly to: Board of Governors
Directly Manages: Vice President, Education & Student Services Vice President, Administration & Chief Financial Officer Executive Director, Human Resources Applied Research and Innovation College and Community Relations Executive Director, College Foundation
Relates to: Deans & Directors Faculty Students Chairs Support Staff Exempt staff Unions Post-secondary institutions, including the University of Victoria Secondary schools on Vancouver Island Ministry of Advanced Education Association of Canadian Community Colleges Chamber of Commerce
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15 Candidate Profile
PRESIDENT Camosun College
PRIORITY CRITERIA
1.01.01.0 Experience Senior leadership and administrative responsibility within the post-secondary system. Ideally worked at an executive level in an institution with a diverse range of programming, including developmental education, academic and technical career education, and vocational programs.
222.02.0.0.0 Vision Brings a progressive and passionate vision for a community college, and education and learning more broadly. Highly effective at bringing people together to focus on the vision and strategy of an organization. Influential and persuasive in championing an organization’s vision and strategy.
333.03.0.0.0 Strategic Demonstrated strategic planning skills. Track record of working with a range of stakeholders to develop a strategic plan and set priorities to move an organization forward in realizing its vision.
444.04.0.0.0 LeaderLeadership ship Skills Positive, enthusiastic, engaging and energetic leadership style. Open and transparent. A strong team leader with demonstrated ability to support and work in a collegial environment. Able to listen to different perspectives and make principled decisions. Able to stay at the oversight level.
555.05.0.0.0 Management Acumen Demonstrated track record in leadership roles overseeing a range of functions, such as finance, HR, IT, and academic planning. Entrepreneurial. Pursues non-traditional funding opportunities for growth and has a proven ability to chart a course of success in this area. Brings a sound knowledge of project management methodologies and risk management and mitigation strategies.
666.06.0 Commitment to Community Has demonstrated an ability to actively engage with stakeholders in the community. Is committed to and enjoys the community outreach and social networking required of a President. Has experience with, or a willingness to engage in, fundraising.
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Candidate Profile (continued)
777.07.0.0.0 Interpersonal Skills A real people person who will be interested in and will reach out to all. Highly personable, approachable, down to earth, engages easily with others. A good listener. Cross-cultural awareness.
888.08.0.0.0 CommunicatCommunication ion SSkillskills Exceptional communication skills, both written and verbal. Ability to represent the College effectively in the various local communities and in the media. Excellent presentation skills.
999.09.0.0.0 Strength of Character High level of self-confidence. Able to effectively advance one’s views and perspectives. Able to deal with inevitable conflicts that arise in an institution. Adaptable, comfortable dealing with ambiguity. Unquestionable integrity.
101010.010 .0.0.0 Political Acuity Brings the necessary diplomacy and advocacy abilities to be successful across all sectors of the community. Has worked successfully with municipal, provincial and federal government officials to advance the interests of an organization.
111111.0.0.0.0 Student Centred A demonstrated appreciation for students and for the role of a student-focused institution. Strong appreciation of student learning; a real affinity for students and for the elements that contribute to a rewarding campus life.
121212.012 .0.0.0 Labour Relations Positive track record in a unionized environment. Builds trust and positive relations with all employee groups.
131313.013 .0.0.0 Education A doctorate degree is preferred.
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17 Overview of Search
Role of Ray & Berndtson
A Presidential Search Committee has been established by the Board of Governors to oversee the search for a new President and recommend a short-list to the Board for final interviews. The role of the Ray & Berndtson team is to support the Committee and the Board to:
• Articulate a clear definition of the strategic needs of the College for its President and how that translates into the characteristics to be sought in candidates for this role. • Develop and execute a candidate identification strategy that proactively encourages those in related roles to consider this opportunity. • Encourage the interest of those considering the opportunity. • Gain information from those interested in terms of the qualities, expertise and experience they could bring to the role • Focus on those candidates who they consider to be the most qualified for the role. • Interview and evaluate the most qualified candidates and progress to a decision on the successful candidate.
Ray & Berndtson has always respected the privacy and the confidentiality of the personal information provided to us in context with our executive search assignments. This has been a fundamental value in building trust with our candidates and clients. Ray and Berndtson is a member of the Association of Executive Search Consultants and operate in a manner consistent with the AESC Code of Ethics.
SearSearchch Committee
The Search Committee includes all members of the Camosun Board of Governors, plus six additional representatives from the Camosun Community.
Estimated Search Timeline
While every search is dynamic and time frames are hard to predict, the following is an overview of the expected timeline for this search: • Development of the candidate pool: January/February • Client interviews: March/April • Decision and announcement: April
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18 Consulting Team
Craig Hemer and Brent Cameron are the Partners on this search. The other members of the consulting team are Lara Truderung, Senior Recruiting Associate and Jane Pender, Project Coordinator.
CRAIG HEMER
Craig Hemer, a Partner with Ray & Berndtson in Vancouver, has 12 years of experience in executive search. As part of the largest executive search firm in the market, he has supported many leading private and public sector organizations in British Columbia. Craig’s client focus is broad with a particular focus on government, education, not for profit, manufacturing and forestry. Craig recruits executives in virtually all disciplines including general management, finance, human resources, sales and marketing and operations.
Craig is a member of the Board of Governors for Langara College and a Board Director for Vancouver College. He spent nine years as a member of the Campaign Cabinet of the United Way of the Lower Mainland, has been a member of the Board of Governors for the Pacific National Exhibition, a Commissioner of the Vancouver Economic Development Commission and Board Member of the Vancouver Public Library Board.
Craig holds a Bachelor and Masters degree from the University of British Columbia with a major in psychology in both degree programs.
BRENT CAMERON
Brent’s specialization is in searches for clients in the academic sector and is a member of Ray & Berndtson’s national education practice. Recent clients have included Vancouver Community College, UBC, UBC Okanagan, Simon Fraser University, and Thompson Rivers University. Over the last few years, Brent has conducted dozens of executive and senior management searches for the post-secondary sector, in both academic and non-academic positions.
In addition to searches for Presidents, Vice Presidents and Deans, he has conducted searches for functional areas such as campus planning, alumni, human resources, student services, career services, finance, and research services. He has worked with Search Committees of 5 to 18 people and brings a strong understanding of the dynamics and key stakeholders involved in a post-secondary environment.
Brent is a member of the Board of Directors and Governance Committee of the UBC Alumni Association. Brent holds an Honours Bachelor Degree in Arts from Queen's University and a Masters in Business Administration from the University of British Columbia.
About Ray & Berndtson
Ray & Berndtson is the largest executive search firm in Canada, in terms of staff and revenue. We have offices in Vancouver, Calgary, Ottawa, Toronto, Montreal, Halifax and St. John’s, with over 150 people dedicated to executive search. Our collective resources, breadth of experience and extensive industry knowledge enhance our ability to recruit outstanding leadership talent for our clients.
Internationally, Ray & Berndtson is the largest, privately owned executive search firm in the world, with over 55 offices in 35 countries. We believe that the strength of our culture and values have made our firm unique. Designed for optimal client service, our partnership is a true multinational organization for recruiting leadership talent, based on a foundation of local expertise.
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