REPORT NUMBER 239 OF THE UNIVERSITY AFFAIRS BOARD
WEDNESDAY, FEBRUARY 28, 2024
To the Governing Council,
University of Toronto,
Your Board reports that it held a meeting in the Council Chamber on Wednesday, February 28, 2024 with the following members present:
PRESENT: Vikram Chadalawada (Chair), Sandy Welsh (Vice-Provost, Students), David Newman* (Executive Director, Student Experience), Faraz Alidina, Odelia Bempah, K. Sonu Gaind, Natasha Hanif, Helia Karami, Gretchen Kerr, David Kim, Somtochukwu Nnakenyi*, Konrad Samsel, Lauren Vollmer
REGRETS: Geeta Yadav (Vice-Chair), Soban Atique, Glen Bandiera, Amanda Bartley, Dveeta Lal, Nelson Lee, Wei-Tung Ling, Ron Levi, Firdaus Sadid
NON-VOTING ASSESSORS: Mark Overton (Dean of Student Affairs and Assistant Principal, Student Services, UTM), Neel Joshi (Dean of Student Experience and Wellbeing)
SECRETARIAT: Joanne Chou
IN ATTENDANCE:
Beth Ali, Executive Director of Co-Curricular Athletics & Physical Activity Programs
Cheryl Gibbs, Manager, Student Policy Initiatives
Chad Nuttall, Assistant Dean of Students and International Initiatives
Carla DeMarco, Communications Manager
Aster Chan, Faculty of Arts & Science
Sjin Inn, Temerty Faculty of Medicine
Chloe Pe, Faculty of Music
(*attended remotely)
OPEN SESSION
- Chair’s Remarks
The Chair of the University Affairs Board welcomed members and guests. He congratulated Nelson Lee as the 2024 Troost ILead Difference Maker award winner. -
Report of the Senior Assessor
At the invitation of the Chair, Professor Sandy Welsh began her report by announcing the appointment of Ms Robyn Parr, the new Executive Director, Office of the Vice-Provost, Students who will be joining the office on April 9, 2024. She explained that Ms Parr was coming from the Toronto Metropolitan University (TMU), where she served as University Registrar. Ms Parr brings extensive knowledge and experience in higher education, particularly related to students concerns, student financial services, and policy.
Professor Welsh also advised the Board of the recent appointment of Professor Randy Boyagoda as the inaugural Provostial Advisor on Civil Discourse. She explained that at the December Governing Council meeting, President Gertler called on the University community to demonstrate to the world how civil, informed debate regarding difficult issues was conducted. Professor Boyagoda, Vice-Dean Undergraduate at the Faculty of Arts & Science, chaired a working group on civil discourse that was comprised of both students and faculty. The working group consulted with the broader University community and contributed advice, suggestions, and insights towards strengthening a culture of civil discourse on campus, and included the cultivation of dialogue across different points of view and the discussion of challenging subjects.
Members had no questions. - Operating Plans: Service Ancillaries
The Chair introduced the item, explaining that the UTM and UTSC plans were provided to the Board for information in order to give context to members during the consideration of the St. George Service Ancillaries’ Operating Plans, as well as to provide members with relevant information in relation to the Board’s responsibility and interest in University-wide campus issues.
Professor Welsh explained that a number of bodies or groups reviewed the operating plans. These groups included undergraduate and graduate students, faculty, and staff. At the University of Toronto Mississauga, these bodies included the Student Housing Advisory Committee, the Food Service Advisory Committee, the Resident Student Dining Committee, and the Transportation & Parking Advisory Committee. The UTSC operating plans were developed via a similar consultative process. The Student Housing Advisory Committee, Food User Committee, and the Parking Advisory Review Committee provided advice and input.-
University of Toronto Mississauga
The Service Ancillaries Operating Plan from the University of Toronto Mississauga was received for information.
-
University of Toronto Scarborough
The Service Ancillaries Operating Plan from the University of Toronto Scarborough was received for information.
-
St. George Campus
Professor Welsh noted that consultation on each of the ancillary’s plans occurred first at the local level, at which students were involved. Draft plans had been reviewed by the Financial Services Department, whose report had been considered by the Service Ancillaries Review Group (SARG), and included several members from this Board. Professor Welsh thanked those who served on SARG.
Professor Welsh then addressed the several questions that were sent in advance from members. She began by acknowledging that the first three questions concerned the budget numbers related to the Student Residence Communities, part of the Spaces & Experiences portfolio. This included Chestnut, Knox College, and Grad House. She explained that the budget figures were approved by Business Board in April of 2023 and at that time, the department was budgeted to include two new residences that would begin contributing net income to the portfolio in fiscal 2025 and 2026.
In response to the first question related to the forecasted net income for 2023/24 for the Student Residence Communities, Professor Welsh responded that the budgeted net income for 2023-24 for these residences was $632,000, or about 2% of gross revenue. This number only included Grad House, Knox, and Chestnut.
In response to the second question related to the budgeted net income two years from now (i.e., 2025/26) for the Student Residence Communities, Professor Welsh responded that the budgeted net income for 2025-26 for the existing residences was $1 million, or about 3.5% of gross revenue. This also included two new residences: Oak House and Harbord residence. The budgeted net income for Oak House for fiscal 2026 was $4.4 million and did not include the cost of debt. Debt payments would begin in fiscal 2027 and would reduce net income by $2 million. The budgeted net income for Harbord residence for fiscal 2026 was $1.4 million and did not include the cost of debt. She noted that, as previously reported, the Harbord residence project had been put on pause due to construction hyper-inflation and being re-evaluated, thus reflected the 2024 change in the budget numbers.
In response to the third question related to the percentage increase or decrease in net income between 2023/24 and 2025/26 for the Student Residence Communities, Professor Welsh responded that for the existing residences, the change from 2023-24 to 2025-26 was an increase of about $400,000, 67% higher than net income in 2023-24. The overall percentage of net income to gross income remained lower for these operations.
In response to another question related to how net revenues from ancillary services were used, Professor Welsh explained that net income as a percentage of gross income was an important metric. She explained that ancillary operations were treated by the University as owners of buildings, as well as operators of services and were held responsible for all the capital maintenance required by those buildings, including deferred and emergency maintenance. She noted that building maintenance emergencies happened with more frequency in older buildings and that this could impact budget contingencies. She went on to explain that net revenues from ancillary operations were used for deferred maintenance and capital refurbishment of facilities and equipment. If an ancillary operation had an accumulated deficit, net revenues would help reduce that deficit. If an ancillary operation had an accumulated surplus, it contributed funds to its reserves to pay for future construction or support academic initiatives.
The Chair called a recess.
The Chair called the meeting back to order.
In the discussion that followed, Ms Anne Macdonald advised that there was an increase of about $400,000 which was 67% higher than net income in 2023-24 for student residences. She also highlighted the Four Corners Strategy and the double-bottom line real estate strategy which encompassed two objectives: advancement of the academic mission by providing high-quality innovation space, student, and faculty housing, and growing and diversifying the University’s revenue. She also noted that these objectives were achieved through various strategies, including partnerships and curating retail spaces and dining establishments and other amenities to enhance the University’s surroundings. Ms Macdonald acknowledged the member’s comments and suggestions for Spaces & Experiences to provide additional data as part of the information packages that were provided to SARG and UAB when requesting fee increases in future years. She indicated that she would explore the feasibility of the suggestion.
On motion duly made, seconded and carried,
IT WAS RESOLVED
THAT the proposed 2024-25 operating plans and budgets for St. George service ancillaries, as summarized in Schedule I; the St. George service ancillary capital budgets as summarized in Schedule V,
St. George service ancillary rates and fees in Schedule VI, and the St. George business ancillary rates and fees in Schedule VII be approved, effective May 1, 2024.
-
- Operating Plans and Fees - Student Affairs and Services, University of Toronto Mississauga
The Chair introduced the item, explaining that the Board had a specific role with respect to the consideration of Operating Plans and Fees for the St. George and University-wide student services and service ancillaries. For UTM and UTSC, consideration and discussion of those proposals occurred within their respective Campus Affairs Committee and Campus Council meetings, and they were provided for information.
-
Advice from the Quality Service to Students Committee (QSS)
The advice from QSS was received for information.
-
Plans and Fees
The Student Services Plans from the University of Toronto Mississauga was received for information.
Members had no questions.
-
- Operating Plans and Fees - Student Experience and Wellness, University of Toronto Scarborough
- Advice from the Council on Student Services (CSS)
The advice from CSS was received for information.
- Plans and Fees
The Student Services Plans from the University of Toronto Scarborough was received for information.
Members had no questions.
- Advice from the Council on Student Services (CSS)
- Operating Plans and Fees - St. George Campus and University Wide Services
The Chair invited Professor Welsh to introduce the item and speak to item 6a.-
Advice from the Council on Student Services (COSS)
Professor Welsh advised that the Protocol on Non-Tuition Fees provided that the Operating Plans and Fees for University-wide and St. George Campus services was first considered by COSS, whose advice would be conveyed to the University Affairs Board.
Proposals for Student Life Programs and Services, the Faculty of Kinesiology & Physical Education: Co-Curricular Programs, Services, and Facilities, and Hart House were considered by COSS.
Professor Welsh highlighted that for the Student Life Health & Counselling fee and the Student Services fee, Hart House and KPE St. George and University-wide fees, the majority of student members of COSS endorsed the plans. Therefore, the respective services were proposing permanent fee increases.
Professor Welsh thanked the Chair of COSS, Ms Susan Froom for her work in this role.
-
Operating Plans and Fees: Student Life, St. George Campus
Mr. David Newman, Executive Director, Student Experience, offered a presentation on student life, programs, and services. He highlighted the various student advisory committees, and emphasized that students were their primary stakeholders. He listed several areas within the Division of Student Life portfolio, including Student Experience, Academic, Health and Wellness, Leadership and Mentorship, and International, and noted that it was the second year of the Student Life Advisory Council. Highlights of the presentation included the following:
-
Engagement Examples: 5,341 students attended Student Life events; 3,160 students and recent grads attended career education appointments; 59,495 visits to Health & Wellness; Academic Success hosted 3,099 events with student attendance totaling 22,343; 1,300+ unique visitors from 70+ countries attended our Virtual Housing fair; 6,000+ students registered with Accessibility Services.
-
2021-2026 - Strategic Goals:
- Whole student growth and development;
- Student support, well-being, and access;
- Active inclusion and belonging;
- Collaborative relationships and partnerships; and
- Staff commitments and engagement.
- Overall Budget Highlights:
- Change of staff compensation increased by 9%;
- Revenues from student fees dropped from 58% to 56%;
- Although inflation remained high, continued to use U of T’s long range target rate of 2.2% CPI for fee calculations;
- Other sources of revenue increased by 35%;
- Space & Occupancy Fees decreased by 7%;
- Projects inclusion for leased spaces avoided increases to Space & Occupancy in the Protocol calculation.
- Budget Context:
- Appointed Compensation;
- Non-Appointed Compensation and Non-Salary Expenses;
- Revenue;
- Space and Occupancy
-
In response to a member’s question about Student Life's strategies for coordinating and improving the quality of services across its portfolio, specific to streamlined services across the University, Mr. Newman responded by highlighting the On-Location Services, which was also presented to the Board in Cycle 2. He explained that through these services, they had built strong relationships with campus services and that the partnerships helped to tailor programs and services to diverse student groups. It also built capacity to support diverse needs of students and partners and engaged staff members fluent in the needs of an academic division or discipline. The Coordination and partnerships ensured students were accessing the services they needed, where and when they needed them.
In response to a member’s question regarding student life performance metrics to enhance quality of health and wellness services, Professor Welsh responded by highlighting the impactful work and the innovations related to various initiatives such as the tri-campus electronic medical records, which improved the overall fiscal health services. She explained that the evaluation model was established in 2023 and included a major data quality initiative that will enable better reporting in the coming years. She noted that the health quality dimensions cited in the question was acknowledged for its usefulness and that it could be mapped onto the U of T agenda to measure the performance against the annual goals. Professor Welsh then provided several examples of current and proposed evaluation projects that aligned with those asked by the member, which included enhanced student intake and registration experience, increased access to same-day/next day session appointments thereby eliminating waitlists, the CAMH-UofT Navigation Service, and the future data-quality projects.
On motion duly made, seconded and carried
IT WAS RESOLVED
THAT the 2024-25 operating plans and budget for the Division of Student Life, as presented in the documentation from David Newman, Executive Director, Student Experience, be approved;
THAT the Health & Counselling sessional fee for a full-time student on the St. George campus be increased from $91.14 (18.23 for a part-time student) to $96.16 ($19.23 for a part-time student), which represents a year- over-year increase of $5.02 ($1.00 for a part-time student) or 5.5%; and
THAT the Student Services sessional fee for a full-time student on the St. George campus be increased from $109.16 ($21.83 for a part-time student) to $114.97 ($22.99 for a part-time student), which represents a year-over-year increase of $5.81 ($1.16 for a part-time student) or 5.3%.
-
Operating Plans and Fees: Faculty of Kinesiology and Physical Education (KPE): Co-Curricular Programs, Services and Facilities
Professor Welsh introduced the item by stating that the plans had been considered and approved by the Council on Athletics and Recreation, which included a considerable number of students.
Professor Gretchen Kerr, Dean, Faculty of Kinesiology and Physical Education provided a brief introduction of the integrated nature of the Faculty, highlighting the academics and research.
Ms Beth Ali, Executive Director of Co-Curricular Athletics & Physical Activity Programs, offered a presentation which highlighted the many KPE offerings and programs, and reported the following considerations for the KPE 2024-25 budget:
- Eight priorities and the recognition that students were the most important stakeholder.
- Five areas of focus to enhance the student experience:
- Physical Activity and Recreation;
- Sport;
- Facilities/Services;
- Equity, Diversity, Inclusion, Belonging;
- Experiential Learning Opportunities
- Sport & Rec was the largest employer of students at U of T, providing opportunities to students from all faculties and colleges.
- Leadership Development through opportunities in student governance.
- Experiential learning opportunities for students.
- KPE Sport and Rec presented a balanced budget for 2024-25.
- The calculations included a 2.2% CPI (consumers price index), 1.8% decrease in occupancy costs, and a 3.2% increase in operational costs.
- There was a 6.3% compensation increase and a 1.4% increase in self-generated income.
- There was a 5.2% increase in overall expenses from 2023-24 to 2024-25.
- As part of their Tri-Campus Agreement, they would transfer $485,013 of the UTM, UTSC and Aerospace student fees collected by Sport and Rec back to them to support the programs, facilities and services on those campuses.
- There was a 33% increase in endowment income paid to support student programming.
- Proposed 2024-25 student ancillary fee increase was 5.12%.
In response to a member’s question regarding principal barriers to student involvement in physical activity programming and how KPE was working to overcome them, Ms Ali Responded by noting that many barriers had been addressed in the presentation which included time, academic focus, combatting isolation, employment and addressing financial concerns. She explained that KPE had enhanced their promotional strategies through collaborations with Hart House and Student Life, and emphasized the connection between physical activity and sport and mental health wellness. The faculty also provided work study positions and employment opportunities, highlighting the benefits to work on campus.
In response to a member’s question regarding how services were being evaluated to ensure they were meeting the needs of students, Ms Ali responded by highlighting the ongoing evaluations and discussions with focus groups, program foundations and various student groups. She explained that the data collected in the meetings included the engagement of students in the annual planning cycles; this included CAR and CAR council. The information was provided year round to KPE regarding its programs and services, and was collected as part of the evaluation process. She concluded by noting that they were initiating a pilot program in the spring/summer to add TCARD readers outside specific facilities to collect participation data.
In response to a member’s question regarding mental health and understanding why some members of the university community that wasn’t leveraging its services, Ms Ali responded that the pilot project would help identify and track this data. She noted that she hoped to have a broader presentation in the next year to present the results from the pilot project.
In response to a member’s question of what variables were being used in the pilot project and how privacy was being managed, Ms Ali responded that some staff were able to retrieve the data from the card swipes and the information collected would be specific to undergraduate and graduate students, and would help to break down barriers and enhance student engagement. She also noted that there were strong IT protections in place and was working with the U of T privacy officer. She acknowledged that privacy was very important and a vital area of concern.
A member commented on the success of the MoveU tri-campus initiative.
On motion duly made, seconded and carried
IT WAS RESOLVED
THAT the 2024-25 operating plans and budget for Sport & Rec at the Faculty of Kinesiology and Physical Education, as presented in the documentation from Beth Ali, Executive Director, Co-Curricular Athletics & Physical Activity Programs, be approved;
THAT the sessional fee for a full-time student on the St. George campus be increased from $212.03 ($42.41 for a part-time student) to $222.88 ($44.58 for a part-time student), which represents a year-over- year increase of $10.85 ($2.17 for a part-time student) or 5.12%; and
THAT the sessional fee for a full-time student at UTM or UTSC be increased from $24.60 ($4.92 for a part-time students) to $25.85 ($5.17 for a part-time student), which represents a year-over-year increase of $1.25 ($0.25 for a part-time student) or 5.12%.
-
Operating Plans and Fees: Hart House
Professor Welsh introduced the item by noting that the plans had been considered and approved by the Hart House Board of Stewards, which included a considerable number of students.
Mr. David Kim, Warden of Hart House, offered a presentation which outlined Hart Houses 2024-25 Budget and programming highlights. The Plan included the following five commitments:
- Foster a Climate of Inclusivity and Belonging in Our Spaces and Programs;
- Encourage Students to Explore Who They are and Who They Aspire to be Through the Arts, Dialogue and Wellness;
- Offer Students Rich Experiential Learning Opportunities;
- Deepen Student Engagement with Local and Global Communities and Issues; and
- Steward Resources and Relationships Carefully and Creatively to Meet the Challenges of Today and the Opportunities of Tomorrow.
Presentation highlights included: - 902,419 visitors to Hart House
- 207,241 visitors to Hart House Fitness Centre
- 27,707 Program participants
- 53 Events & outreach activities with UTM & UTSC
- A focus on growth included: Hospitality, Weddings, Student Focused Services and Culinary Operations.
Mr. Kim provided 2024-25 business plan highlights that fell into 3 key areas: - Student Mental Wellbeing;
- Student Financial Wellbeing;
- Continuous Enhancement in Revenue Generation & Cost Management
Mr. Kim also provided an overview of the Hart House budget and fee increases with the following highlights: - Hart House continues to prioritize students;
- The 2024/25 operating budget addresses challenges in cost inflation (salaries and capital projects), through reasonable assumptions around revenue generation and growth
- Hart House is requesting a student fee increase of 8.25%, less than the maximum 10.51% under the Protocol
- Careful management of Reserves to support critical and imminent Infrastructure Renewal
In response to a member’s question that given the proposed increase to student fees of 8.25% and how Hart House would overcome barriers for student participation, Mr. Kim responded that there were tri-campus student ambassadors to ensure student alignment. He noted the ongoing communication throughout the year with colleagues and student unions to leverage key activation points, such as enhancing engagement and awareness of the Hart House program offerings, services, and activities. He explained that elected student government leaders were hosted at Hart House to gain recognition of Hart House’s value proposition. He also noted the enhanced communication strategies, such as outreach and annual surveys to understand student needs and how to attract them, and the increased partnerships with student unions and peers. He also noted the possibility of hosting student government leaders once they have been newly elected in order to orient them to Hart House and its offerings.
In response to a member’s question regarding the outlook for deferred maintenance at Hart House over the next 5 years, Mr. Kim responded that their financial strategy included planning for maintenance in the coming years. Any required maintenance work was included in budget and they planned for allocation to anticipate things that may come up. Mr. Kim explained that for next year, $300K was budgeted, along with a careful management of reserves in which they continued to build up for deferred maintenance. He concluded by noting they intended to focus on preventative maintenance programs in the future.
In response to a member’s question on how Hart House equipped students with the knowledge, skills, and values necessary to address global challenges and lead positive change, Mr. Kim advised that they took a collective approach, and collaborated with partners, student leaders and the university community to plan and deliver programs that provide opportunities to explore a broad range of issues and that contribute to students’ ability to engage in dialogue and participate in an active way.
He cited the success of the Hart House Global Commons which involved design thinking sessions with students in real-time across the globe discussing environmental and geopolitical issues, and partnered workshops in practicing effective dialogue and intercultural communication. He also cited partnerships and collaborations with events hosted at Hart House and on all three campuses that engage students and other members of the University community in dialogue and action on a variety of issues. Lastly, he noted the activities of various clubs and communities, and their areas of engagement, such as experiential learning, and tours. Mr. Kim added that they administer an annual survey to students to look at impact and engagement, and that much of their work is done with students involved in the planning.
On motion duly made, seconded and carried
IT WAS RESOLVED,
THAT the 2024-25 operating plans and budget for Hart House, as presented in the documentation from David Kim, Warden, be approved;
THAT the sessional fee for a full-time student on the St. George campus be increased from $119.53 ($23.91 for a part-time student) to $129.39 ($25.88 for a part-time student), which represents a year-over- year increase of $9.86 ($1.97 for a part time student) or 8.25%; and
THAT the sessional fee for a full-time student at UTM or UTSC be increased from $3.67 ($0.74 for a part- time student) to $3.97 ($0.80 for a part-time student), which represents a year-over-year increase of $0.30 ($0.06 for a part time student) or 8.25%.
CONSENT AGENDA
On motion duly moved, seconded, and carried
YOUR BOARD APPROVED
THAT the consent agenda be adopted and that Item 7, the Report of the Previous Meeting, be approved.
- Report of the Previous Meeting
The Report of the Previous meeting was approved. - Business Arising from the Report of the Previous Meeting
There was no business arising from the report of the previous meeting.
- Date of Next Meeting: April 11, 2024, at 4:30 p.m. – 6:30 p.m.
The Chair confirmed that the next meeting would be held on April 11, 2024 in the Council Chamber. - Other Business
There were no items of other business.
The meeting adjourned at 6:30 p.m.
March 12, 2024