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Current Opportunities

President | Olds College

The Organization

Olds College – now 109 years strong – is known for high-tech, hands-on agriculture education and innovative applied research that lays the foundation for solving real-world problems in farming, food and land. The College offers programming in Agriculture, Horticulture, Land and Environment Management, Animal Science, Food Production, Business, Trades and Apprenticeships. Olds College Centre of Innovation and Smart Farm are accelerating the development and adoption of technologies and practices that result in improved productivity, profitability and sustainability of the agriculture and agri-food industry through industry-driven applied research. Olds College has been recognized as one of Canada’s top 50 research colleges by Research Infosource. As Canada’s smart agriculture college, Olds College is working to achieve its social purpose of transforming agriculture for a better world.

As the expertise and facilities at Olds College are both specialized and unique, including a significant land base for hands-on and work integrated learning, the College draws its student base from across the Province of Alberta, Canada and internationally. It collaborates with other post-secondary institutions, (through Campus Alberta Central) to support regional access to polytechnic education. It undertakes research and scholarly activities that align with the credentials it offers and is focused on strengthening economic development in the Province. While the College operates as a specialized agriculture technical institution for the Province of Alberta, it is currently designated as a comprehensive community college under the authority of the Post-secondary Learning Act (PSLA).

“Transforming agriculture for a better world.”

The above statement is Olds College’s social purpose! Everything Olds College does is to advance all aspects of the agriculture and agri-food industry. By transforming the agriculture and agri-food industry, Olds College strives to make the world a better place. All Olds College programs and actions align to its social purpose. It is the “why” behind everything the Olds College team does. The mission of Olds College is to ensure Alberta’s agriculture community has the talent, knowledge, and thought leadership to lead globally.

The Olds College Growing 2025 Strategic Plan is ambitious and recognizes the need for relevance by responding to new technology, global demand, growing populations and the evolving needs of students and life-long learners. Olds College knows that in order to be successful it must grow, and continue to evolve in a way that supports the province, the broader economy and their learners. Olds College, sees the global market demand for agriculture and related products and services increasing. With this increased demand comes the requirement for the agriculture industry to produce more food using less resources. To do this, Olds College must be part of the solution to develop practices that optimize technology and science to increase the quality and quantity of agricultural production. Olds College sees a world that benefits from its innovations; an agricultural industry that can compete on a global scale; an economy in Alberta that is better leveraging its agriculture industry; a student experience that is uniquely Olds College – an experience that is hands on with 21st century technology. Olds College Growing 2025 strategic drivers include: being a college known for academic excellence and student success; achieving 2,000 full load equivalent (FLEs) and increase non-FLE enrollment by 50%; increase applied research activity to $10 million or greater annually; be a leader in smart agriculture; increase earned revenue/ investment by $100 million; be recognized as an employer of choice; be a smart and sustainable campus.

The Board of Governors approved a budget of $73.4M for 2022/23. The budget is based on the following priorities and principles: #1 Operating efficiency and/or service; #2 Academic growth; #3 Net contribution for revenue generation; #4 Student success; and #5 Cost containment.

Olds College has over 500 dedicated faculty and staff who together provide a quality learning environment and living community for their 1394 full load equivalent students and 3,969 non-credit students. Olds College Growing 2025 Strategic Plan provides clear direction and strong alignment for the internal campus community as well as external partners assessing potential post-secondary institutions to partner with.

The College acknowledges that it is situated on traditional Treaty Seven Territory and Region Three of the Alberta Metis Nation.  It recognizes that Indigenous Peoples are the first peoples of the nation and it honors and respects these roots.  The goal of Olds College is to foster an environment of mutual respect and trust to support Indigenous learners in an honest and welcoming manner as they pursue their studies.  Olds College extends its commitment to equity, diversity and inclusion to all staff and students, intentionally fostering a culture where all are invited to openly honour their positionality.

If you believe you have what it takes to provide strategic and operational leadership that will take Olds College to its next level of performance and results you will be interested in looking seriously at this opportunity!

For further information about Olds College, please visit their website at www.oldscollege.ca

 

The Opportunity

Reports to:  Chair, Board of Governors
Direct Reports: Vice-President Academic & Student Experience, Vice-President Development & Strategy, Vice-President Corporate Services & Chief Financial Officer, Chief Human Resources Officer, Chief of Staff & Director, Executive Operations, Chief Technology Officer, Digital Agriculture and Thought Leader in Smart Agriculture
Indirect Reports: Approximately 500 faculty and staff
Location: Olds, Alberta, Canada

 

Overview

The President’s role requires an appropriate balance of leadership to both external and internal matters and is to lead / manage all aspects of the College, in accordance with the expressed policies and, where appropriate, directions of the Board.

The President’s performance will be considered to be synonymous with the performance of the College as a whole.

The President’s job encompasses performance in two areas: organizational accomplishment of the Board Ends policies and achievement of the Growing 2025 Strategic Plan, in service of the College’s Social Purpose: Transforming Agriculture for A Better World, and, organizational operation within the boundaries of prudence and ethics established in the Board Executive Limitation Policies.

 

President Accountabilities

The position will include the following responsibilities:

Social Purpose and Mission – ensure that the mission of the College, as articulated in the Board’s Mega End Policy, defines the character of Olds College and is attained through the development of strategic and business plans, and is resourced through the annual operating and capital budgets.

Reputation and Position Role – enhance and safeguard the reputation and positioning of the College as Canada’s Smart Agriculture College in rural, urban and global communities, business and industry, the post-secondary educational system, government, alumni and the general public

Momentum and Future Focus – ensure the effective performance of the College on key initiatives while preparing the College for the “next big step” in agriculture technology, innovation and research. Continue the growth and trajectory of the College by implementing effective consultation and collaborative mechanisms.

Students – ensure that high quality, relevant curriculum is delivered through appropriate methodologies and technology and that students have access to the health and wellness services necessary to support the whole person.

Staffing – ensure that the immediate and long term objectives of the College can be achieved consistently through the attraction, acquisition, retention, development, motivation and effective utilization of the highest caliber of human resources. Encouraging a strong sense of “team” through both participating and leading.

Culture – foster the development of a dynamic living and learning culture at the College that is conducive to academic excellence for students by ensuring that faculty and staff experience an inclusive, supportive, safe and responsive work environment.

Connecting – broaden the external network of support for the College while proactively managing external relationships. Communicate the activities of the College to the Board, the internal College community, the government, alumni, stakeholders and the general public in an accurate, timely and comprehensive fashion.

Board Relations – in cooperation with the Chair, identify matters requiring policy, ensure that the Board is apprised on relevant issues, assist the Chair and the Board in arriving at institutional priorities and the overall effectiveness of the Board through ongoing commitment to the Policy Governance© model.

Diversity and Inclusion – ensure a campus environment that is conducive to faculty, staff and students openly honoring their positionality where diverse perspectives are welcome.

Financial Accountability – ensure the financial health of the College through judicious acquisition and employment of human, physical and financial resources and the exercise of financial control within Board-approved budgets and the long-term financial strategy for the College.

These accountabilities are to be fulfilled in a manner that is legal, prudent and in concert with commonly accepted business and professional ethics and College values as well as in line with more specific limitations established and approved by the Board of Governors.

 

Opportunities and Challenges

  • Lead continued execution of Olds College Growing 2025 Strategic Plan maintaining internal and external stakeholder support for and rallying around implementation of key priorities and investments that are required.
  • Bring a leadership focus on key strategic and operational priorities required to achieve the desired results and further strengthen Olds College’s positioning and brand; identify key investments to enhance College quality, speed and value to ensure its competitiveness and sustainability; enhance organization focus, capability and capacity to execute priority initiatives.
  • Providing foresight, lead strategic dialogue among internal and external College stakeholders to consider how best to leverage the momentum and support Growing 2025 has built, leading to strong alignment for an increasingly value-adding, sustainable strategic direction – 2030 and beyond through which the College will continue to thrive. This may include but not be limited to:
    • Establish more defined learning pathways, grounded in industry need, that present attractive ‘investments’ for an increasingly diverse cohort of learners.
    • Thinking beyond traditional funding mechanisms, solidify existing funding relationships while leading pursuit of novel sources of revenue for the College that enable achievement of the strategic priorities.
    • Be proactive, through collaborative action, formulate tactics to address the dynamic tension between competition for students and the evolution of government post-secondary funding policy.

 

Attractions

  • Contribute to a continued focus on excellence and value-add, in a special place, that continues its 109 year legacy of developing talent and leadership for the Agriculture industry and society’s benefit.
  • Build on what is already a very entrepreneurial culture, highly motivated to continue to add-value to the Agriculture and Agri-Food industry through the College’s excellent core teaching, applied research and work- integrated learning capabilities.
  • Lead a focused, science and technology literate College, a place where you can look at things in new and different ways and collaborate with world-class faculty, staff and motivated industry partners to enable innovation that positively impacts our world.
  • A Board of Governors that focuses on defining the ENDS and works diligently to support its President to realize the ENDS while operating within the Executive Limitations.
  • Enable an amazing group of faculty, staff and students to re-charge following these difficult pandemic years; rise up to provide effective executive leadership to these passionate and committed people and engaged external partners.
  • Settle in the Olds area to lead a College that has a very supportive, vibrant rural community, close proximity to an International airport, major outdoor recreation and ‘big city’ amenities.
  • Leave a legacy, by having an impact on areas of ever increasing importance to our world in these dynamic times: agriculture and agri-business (including related scientific and technological developments), food security, land and water environment sustainability.

 

First Year Deliverables / Measures of Success

Success in the first year will be determined by the candidate’s ability to:

  • President has taken ‘ownership’ of the role and evidence that they are putting their stamp on the College and are even more excited about the role than when they were hired;
  • Shared leadership model continues to provide strength to the College;
  • Tangible Growing 2025 strategic plan goals are being achieved; faculty, staff, students and external partners are fully engaged;
  • College is focused, organization capabilities and capacity providing a solid foundation for success
  • Enthusiastic discussion among Board governors, President, faculty, staff, students and key stakeholders about the future; and
  • President has established a strong presence and earned an influential ‘voice’ within the agriculture industry, post-secondary sector and government.

 

Candidate Profile

The successful candidate will have the following:

Education:

A graduate level degree is preferred; an appropriate combination of education and executive leadership experience will be considered.

Experience:

  • Proven leader of executive teams;
  • Ability and willingness to work effectively within the Policy Governance© model as implemented by the Board of Governors;
  • Known to adopt a ‘future orientation’ coupled with a bias for action that ensures positive change toward the desired future;
  • Entrepreneurial by nature, understands how to lead an organization in the capture of opportunity by taking measured risks;
  • Proven ability to identify, build support for and successfully launch innovative products, services and or approaches that add significant value;
  • Through example, builds a constructive culture, one that instills accountable performance by engaged, passionate and committed faculty and staff;
  • Clear commitment to excellence in and valuing of education, teaching and learning; post-secondary sector leadership experience desirable; and
  • Understanding of and / or leadership experience within one or more segments of the agriculture and agri-food industry is desirable.

Competencies and Attributes

Strategic Builder – Drive the College to achieve its Strategic Plan by unleashing the talents and abilities of the faculty and administrative leadership teams in service of the diverse needs of learners, industry and partners, while continually looking to “what comes next”.

Grounded in Agriculture – passionate commitment to the culture and importance of agriculture, in its broadest sense, as a driver of social and economic wellbeing. Ready to take on the big challenges of production, value- added activities, food security and feeding the growing global population.

Innovator – stimulate innovative thinking and action within the campus community and external stakeholders to address the “big” challenges facing students, industry and the post-secondary system; think expansively and generate insight.

Motivational Leader – inspire and empower the whole of the campus community to see themselves as essential to the College achieving its strategic goals. Ensure an environment where people can develop, thrive and perform to their full potential.

Decisive and Bold – manage the College’s resources in a balanced manner, exercising well-honed business acumen, prudence, foresight and risk strategies. Using an evidence-based approach, be unafraid to make the bold decisions to move the College forward.

Promoter / Advocate – an excellent ability to convey a positive image of the College and the agriculture sector and what is most exciting / impactful about the work of the College on a local, national and international stage; a proven aptitude to advance the core business of Olds College through a demonstrated commitment to academic and applied research excellence, connecting the needs of learners, agricultural industry, community and government.

Political Acumen – advance the cause of the College through awareness of the political landscape, sensing when the landscape is shifting. Demonstrated ability to establish alliances with a keen sense of social diplomacy while tirelessly navigating political and legislative challenges for the betterment of the College.

Community Builder – commitment to improve the quality of the community within which the President works and lives. Demonstrated ability to connect to the broader community in an authentic and meaningful way.

 

The Compensation

A competitive compensation package awaits the successful candidate.

 

Candidate Inclusion

Olds College is committed to an equitable, diverse and inclusive workplace. We welcome applications from all qualified persons. We encourage applications from women, Indigenous Peoples, racialized persons, persons with disabilities and persons of any sex, sexual orientation, gender identity or gender expression.

 


How to Apply:

Please send your resume in Word or PDF format to: HRCCCanada.GBS.EdmontonPIES@ajg.com. Copy and Paste the following job title and code and place it in the subject line of your email so we can identify the job and confirm receipt of your application:
ABHU-012343 President | Olds College - AB - Calgary and AreaAB - Edmonton and Area (OTIAPPLY)

Please note that only those candidates meeting the selection criteria, established by our client, will be contacted further. Although we may not contact you directly for this particular role, all applications will be reviewed as we would like to consider you for future opportunities that may be appropriate. We encourage you to continue to visit our website at optimumtalent.com as our opportunities are updated on a regular basis.