The Search Committee is to search for a new President of Gonzaga University in accordance
with the following:
 
PILLARS
 
Premises and commitments to be embraced, supported and enthusiastically fostered:
 

• The mission of Gonzaga University based upon its Catholic Identity, Jesuit Character and Humanistic Values, imbued with faith, ethics, leadership, service and justice.
• Gonzaga University’s Strategic Plan – An alignment between the annual operating budget priorities and the University’s Strategic Plan 
• Gonzaga University’s marketing, development and financial plans interrelated with both the academic and athletic programs.
• Strong financial, development, academic and leadership qualities, talents and background.
• Possess strong charisma, energy, enthusiasm and effective visionary characteristics.
• Strong support, nurturing and working relationship with the Board of Trustees of Gonzaga University.
• Assist in recruiting Jesuits to the University who will enhance Gonzaga’s mission.

 
COMMITTEE CHARGE
 
The Gonzaga Board of Trustees has the sole authority to hire the President of the University. 
The Search Committee is tasked with the identification of potential presidential candidates for
Trustee consideration.  Ideally, the Committee will ultimately identify and recommend two or
three candidates, all of whom must be members of the Society of Jesus in good standing.  The
ideal candidate will possess qualities which will enable him to be preeminent in mission,
academic, financial and development leadership.  
 
The following charge is an enhancement of the charge formulated in 1997 for the presidential
search at that time.  It was a collaboration of all constituencies of the University. Enhancements
were made solely to reflect the University’s vision statement (passed in December 2005), the
operationalizing of the University’s strategic plan (currently being vetted to the whole
community and expected to be considered for passage by the Board of Trustees in 2008), and the
initiating of the endowment campaign to be formally approved in 2009.
 
Presidential qualities, duties and responsibilities integral to excellence in University governance,
leadership and development include the following:
 
 
MISSION-CENTERED LEADERSHIP
 
The President is expected to:

• Play a primary role in the progressive actualization of the University’s Vision Statement (approved by the Board of Trustees December 9, 2005) particularly with respect to its Jesuit, Catholic, and humanistic identity.  This includes leadership in the five major areas of Gonzaga’s Jesuit and Catholic mission, namely, faith, service, justice, ethics and leadership for the common good.
• Function comfortably in the Gonzaga atmosphere which is characterized by strong personal relationships and collaborative interactions among all constituencies.
• Understand Gonzaga’s governance system and work effectively and cooperatively with the administration and the Board of Trustees.

 
INSTITUTIONAL AND FINANCIAL
 
The President is expected to:

• Lead the “operationalizing” of the University’s Strategic Plan (according to the priorities set out in the documents to be passed by the Board of Trustees in October 2008).
• Understand academic, demographic, and financial trends in higher education to effectively prioritize and communicate Gonzaga’s need and implement strategies to deal with those needs.
• Effectively represent Gonzaga to the external public community.
• Effectively lead Gonzaga’s internal community.
• Attract benefactors and donors to increase endowment and other financial resources for the University, and to complete the endowment campaign to be announced by the University in 2009 in order to lessen dependence on tuition and assure long-term financial stability.
• Maintain fiscal stability through a long-range budgeting process linked to the University’s mission and strategic goals (set out in the documents to be passed by the Board of Trustees in October 2008).
• Successfully complete funding of uncompleted capital projects.
• Continue to review the University’s organizational structure to achieve greater efficiencies and cost-effectiveness.
• Enhance Gonzaga’s technological resources and services consistent with its mission and strategic goals.

 
 
ACADEMIC LEADERSHIP
 
The President is expected to:

• Call for and initiate programmatic efforts to continuously improve Gonzaga’s course offerings, core curriculum, educational resources, and academic reputation, and to assure that the Jesuit, Catholic and humanistic vision of the University set out in its Vision Statement (approved by the Board of Trustees December 9, 2005)  is integrated in all academic areas.
• Encourage curriculum and general program reviews, balancing needs for cost effectiveness with academic integrity and Jesuit mission.
• To articulate, in concert with the administration, faculty and Board of Trustees, the academic vision of the University. 
• Encourage research and continuous professional development among the faculty.
• Retain emphasis on the liberal arts while strengthening the professional schools.

 
STUDENTS, FACULTY, AND STAFF
 
The President is expected to:

• Provide leadership in developing programs to increase enrollment and to develop competitive, fiscally responsible financial aid programs.
• Recruit and retain faculty, staff, students and administrators of diverse racial and cultural backgrounds who both reflect and enhance Gonzaga’s mission.
• Seek enhancement of salary, benefits, and development opportunities for faculty and staff.
• Maintain and enhance Gonzaga’s student-centered environment through affordable tuition, increased student aid, low faculty-student ratios, emphasis on effective teaching, and a healthy extra-curricular environment and enhance the University’s cultural programs.
• Maintain high quality, cost-effective varsity and intramural sports programs.
• Provide educational opportunities for Gonzaga University’s, Jesuit, Catholic and humanistic vision.