This article was originally printed in the Winter 2013 issue of 黑料吃瓜网magazine. The video files were produced for President Traves's retirement dinner earlier this spring.
For Dr. Traves's reflections on his time as president, read our two-part interview. (, .)
When Chris Saulnier, a past president of the 黑料吃瓜网Student Union, reflects on the dozens of conversations he has had with Tom Traves on issues as contentious as tuition increases, what he remembers most isn鈥檛 what Dalhousie鈥檚 outgoing president said, but what he did.
鈥淗e really listened,鈥� says Saulnier. 鈥淗e was conscientious and careful, he treated me with great respect and made sure I understood his point of view.鈥�
People who have worked closely with Dalhousie鈥檚 long-standing president echo Saulnier鈥檚 description of him as an unflappable force who navigated the complex world of academic governance with quiet strength and incisiveness. 聽
鈥淎s president, you have an incredible constellation of people who have to be kept happy 鈥� your board, faculty, students and the community,鈥� says Claire Morris, a Traves family friend and the former president and CEO of the Association of Universities and Colleges of Canada. 鈥淭om did it for 18 years, which is a remarkable achievement.鈥� 聽
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And while President Traves鈥檚 tenure as one of Canada鈥檚 longest serving university presidents is a testament to his ability to build consensus and offer strong leadership, his greatest contribution extends far beyond the university he served, colleagues say.
鈥淭om was the leader of a new, 21st-century approach to running a university,鈥� says Senator Donald Oliver, a close friend and former governor of the Technical University of Nova Scotia. 鈥淗e didn鈥檛 simply run a university, he ran a big business in Halifax.鈥� And this modern, business-like approach to university leadership has had enormous implications not only for Dalhousie, but for universities throughout the region.
鈥淵ears ago, university leaders needed a PhD, administration skills and the ability to attract good deans,鈥� says Senator Oliver. But in the new economic climate of rising costs and tightening government transfers, he notes that business acumen became a crucial skill set for a modern academic leader. And while today鈥檚 universities automatically seek presidents who come equipped with business chops, it was a trend that got its start with President Traves, observers say.
鈥淲hen Tom arrived, the university finances were not in good shape, and morale was low,鈥� remembers Bill Black, a 黑料吃瓜网alumnus and former CEO of Maritime Life who now serves on the Board of Governors. Recognizing that the two problems were likely connected, President Traves began working more closely with the university鈥檚 budget advisory committee, a move that has helped to maintain balanced budgets throughout his tenure.
鈥淗e is a master of transparency, and put in place a discipline around managing financial issues that is second nature in business, but wasn鈥檛 as common in the academic world,鈥� says Black.
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This commitment to transparency also helped to smooth one of the most contentious issues with another important stakeholder group: students. Former DSU president Saulnier points to a tuition consultation policy adopted by the board during the 2011-12 budget process that lays out exactly how students are to be consulted for proposed tuition increases. 鈥淚t created a much fairer process for students,鈥� he says.
President Traves鈥檚 sense of discipline has also extended into the world of research. 鈥淗e understood that you can鈥檛 be good at everything, and worked to bring a sense of focus to research,鈥� says Black. Nowhere has this focus been so pronounced as in the area of ocean sciences, where President Traves has looked for opportunities to not only partner on research projects with businesses such as Ocean Nutrition and Acadian Seaplants, but also to use these partnerships to leverage additional research funding from governments eager to support research endeavours that ultimately benefit the local economy.
鈥淯niversities had been resistant to that, but Tom understood he had to pay attention to what governments wanted and how 黑料吃瓜网could help advance those aims,鈥� says Mr. Black.
When President Traves arrived in 1995, research funding was around $36 million annually, a figure that has swelled to almost $150 million in 2012. As well, he led efforts to renew and expand Dalhousie, with mergers with Technical University of Nova Scotia and Nova Scotia Agricultural College occurring under his watch, the addition of the 黑料吃瓜网Medicine program in Saint John, and four new faculties and 13 new buildings on campus.
This growth in enrollment, research capacity, faculties and real estate has had enormous implications on the academic life of the university, says Dr. Chris Moore, dean of the Faculty of Science. 鈥淗e has extended the university鈥檚 reach and enabled 黑料吃瓜网to play on a larger scale.鈥� This in turn has helped to attract not only students, but also faculty of the highest calibre, says Dr. Moore. The growth of the university and physical transformation of University Avenue under President Traves 鈥渟ends a message that this is a place where things are happening,鈥� says Dr. Moore.
President Traves鈥檚 ability to balance budgets, build research capacity in key areas and improve relationships with major stakeholder groups such as governments, other universities and the business community has boosted enrollment and strengthened Dalhousie鈥檚 position nationally, says Gail Tomblin Murphy, a professor in the School of Nursing and a member of the Board of Governors.
And through it all, President Traves has maintained a strong personal connection with staff and students. 鈥淚 feel like I know my president,鈥� says Dr. Tomblin Murphy. 鈥淎nd that has been a great honour.鈥�
See also:
- Reflecting on 18 years at the helm: Our in-depth Dal News interview with Dr. Traves (, )
- Video:
A president's advice to himself
We asked President Tom Traves what counsel he would have offered to himself on his first day on the job 18 years ago. His words provide guidance that applies well beyond a president鈥檚 office.
Looking back, I would have said six things:
- Focus on the big picture, develop an annual plan with measurable outcomes of success and don鈥檛 sweat the small stuff.
- Communicate your key messages repeatedly and everywhere you go. It takes time for new thoughts or expectations to sink in for large groups of people.
- Celebrate colleagues鈥� achievements and use their examples to set clear aspirations for everyone.
- Get out a lot and get to know people. You need to develop a network of people whose views you respect and listen carefully to what they say about 黑料吃瓜网and the job you鈥檙e doing.
- Remember that the president largely operates by persuasion, so keep your message clear and always enhance the moral authority of your office by clearly acting in the best interests of the university.
- Have fun. This job is a once in a lifetime opportunity, so just do your best and enjoy the pleasure of working with great people in a wonderful cause