Report: UTM Campus Council - October 08, 2024

OPEN SESSION

1. Chair’s Remarks
   
   Professor Petersen, Vice-Chair, was chairing the meeting. He welcomed members to the Council’s first meeting, introduced the presidential assessors and noted that their role was to bring items of business forward for the consideration of the Committee. The Chair explained that the Council’s responsibilities were broad and were reflected in its Terms of Reference.  In general, the UTM Council was concerned with matters affecting the objectives and priorities of the campus, the development of long-term and short-term plans and the effective use of resources in the course of these pursuits. The Chair further provided an overview of the difference between the role of governance and administration and talked about the roles and responsibilities of members.  He referred members to the FAQ for Members document and orientation video on the role of the Council produced by the Secretariat, which was available in the resource section of the governance portal.
2. Report of the Vice-President & Principal
   
   Professor Gillespie began her remarks by thanking the chair and welcoming colleagues to a new year of the Campus Council and expressing gratitude for members’ time and expertise in addressing the essential work ahead. She noted that her report would focus on two critical issues: budget and enrollment, which had dominated recent discussions.
   
   Professor Gillespie highlighted challenges faced by Canadian post-secondary institutions, including financial pressures that had led to significant deficits at many other Ontario universities. UTM and U of T had successfully balanced their budgets for the current year and the next five years. UTM was also preparing to submit another balanced five-year budget next spring. But UTM and U of T were still contending with the same financial pressures affecting the broader sector. These pressures included a long-term decline in the real value of operating grants, which had made up 45% of the institution's revenue twenty years ago but were now at less than 20%.
   
   She reported that in addition to these long-standing challenges, newer financial obstacles had emerged over the past five years, particularly in Ontario – these included:   

• A 10% cut to domestic in-province tuition in 2019-20, followed by a freeze at the reduced level in subsequent years 
• Record inflation, particularly affecting construction costs in the Greater Toronto Area, which had risen by as much as 17.5% year-over-year;
• Salary increases in 2023 for faculty, librarians, and staff, with some retroactive payments to 2022 due to collective bargaining; and
• A new federal immigration policy and geopolitical factors that contributed to a decline in international student enrollment, particularly from India.

She noted that these pressures translated into significant financial impacts for U of T. For instance, the domestic tuition cut, and freeze resulted in a negative revenue impact of $195 million annually. The salary increases required the university to identify an additional $150 million in funding in 2023, with ongoing investments necessary in the coming years. These changes strained both revenue generation and operating expenses, as most of the university’s operating revenue came from enrollment-based tuition and operating grants, while most of its expenses were tied to salaries, student aid, and capital projects.

Professor Gillespie then reflected on UTM’s rapid growth over the past two decades. UTM had seen rapid growth over that time, doubling its faculty, librarians, and student enrollment, and investing half-a-billion dollars in sustainable infrastructure, including new research facilities. This growth attracted a diverse, global student body and established UTM as a hub of innovation. UTM was now recognized for producing employable graduates and global research excellence. Professor Gillespie acknowledged that UTM could no longer expand at the same rapid rate due to financial constraints and limits on domestic enrollment. While growth would continue with projects like a new 400-bed residence and infrastructure for Truth and Reconciliation, it would no longer be the campus' main focus. Instead, UTM shifted toward responsible stewardship, optimizing resources while upholding its mission and commitments.  Moving forward, the university planned to maintain this people-first approach, focusing on leveraging existing strengths.

Members had no questions.

Professor Gillespie then introduced Dr. Raquel de Souza, Director of Partnerships and Innovation, to provide an update to Council on SpinUp, UofT’s first lab-based accelerator for early-stage life science innovation.

Dr. De Souza’s presentation provided an update on the SpinUp program, highlighting its progress since its inception. SpinUp was designed to address the national shortage of affordable lab space for early-stage biotech and chemistry startups. The program offered lab space, core equipment, operational support, and entrepreneurship programming to help startups evolve. Startups received mentorship, participated in pitch competitions, and engaged with UofT researchers and students.  Dr. De Souza highlighted the many partnerships of SpinUp, including with companies like Merck and AbbVie to sponsor startups, providing them access to lab space and mentorship. The program currently supports 15 startups, with many having UofT affiliations. Additionally, SpinUp promoted experiential learning by hiring students as interns and work-study participants. She thanked various UTM teams for their support in making SpinUp a success.  

During the question-and-answer session, participants discussed various aspects of the SpinUp program. One person asked how intellectual property (IP) generated by startups was handled. The response explained that SpinUp operated as an IP-neutral zone, meaning that if a startup originated from UofT research, IP would be handled through a pre-existing licensing agreement, but any further developments would not involve UofT.  Another question was about the space used by SpinUp. The speaker clarified that SpinUp occupied about 6,000 square feet in the new science building, with flexible lease terms allowing UofT to reclaim space if needed.  In response to a member’s question about the success of pitch competitions, Dr. De Souza explained that the first competition was scheduled for November, with SpinUp promoting startups through social media and networking, but startups had to secure external funding independently.  A final question focused on expanding SpinUp to other faculties, like the humanities and social sciences. Dr. De Souza noted that while SpinUp was geared toward biotech and chemistry, there were interdisciplinary opportunities, such as clean technology in the fashion industry. The idea of expanding similar programs to other faculties was seen as potentially complementary to existing initiatives like ICUBE, which focused on social entrepreneurship.

3. Presidential Assessors Portfolio Overview and Priorities for 2024-25
   
   At the invitation of the Chair, Deborah Brown, Chief Administrative Officer, provided an update on the portfolio of the Office of the CAO, covering budget planning, facilities, hospitality, and IT services. Key achievements included progress on UTM's 10-year sustainability plan, earning a gold rating in the STARS sustainability system, and launching the Climate Positive Plan to reduce greenhouse gas emissions.  Capital project updates highlighted the opening of the new science building, student services hub, and upcoming projects like the new student residence and central utilities plant.  Recent improvements included upgrades to campus parking, the commissary kitchen in the W. G. Davis Building, and classroom technology, along with campus-wide Wi-Fi enhancements. Members had no questions.
   
   Mark Overton, Dean of Student Affairs & Assistant Principal, Student Services reflected on the exciting return of students for the fall semester. He outlined the structure of Student Affairs and Services, which was organized into clusters overseeing student development, career support and student wellness. Key challenges and goals for the year included supporting the academic advising project, particularly for first-year, first-generation and undecided students, optimizing new Student Services Hub operations, launching the UTM Rec Zone project to promote outdoor engagement with recreation, athletic and wellness opportunities, and supporting students impacted by current events, regional conflicts and political turmoil.  Mr. Overton stressed the importance of ongoing improvements in wellness services and the positive impact of collaboration across departments to provide comprehensive student support. Finally, he praised the successful new student orientation and transition efforts, highlighting their commitment to student well-being and engagement.
   
   During the Q&A session, participants discussed various topics related to student engagement and outreach at UTM. One member shared their personal experience of starting university undecided and emphasized the importance of students exploring new areas of interest. Another attendee asked for clarification on the goal of having 40% of students participate in international experiences. It was explained that UTM aimed, over the long-term, to engage many students in a variety of global opportunities, ranging from short trips to full-year study abroad programs.  A question about proactive outreach for students who felt stuck or were unaware of unique programs led to a discussion about UTM’s cross-department collaboration to better guide students. The speakers emphasized the importance of promoting “hidden treasures” like the Biomedical Communications program to students who could benefit from them.  Further questions focused on outreach to student communities under-represented in higher education, where UTM already offered presentations and guidance counselor days to inform students about university options. Programs like SEE and the STEAM Mentorship Academy targeting underrepresented groups were highlighted as successful in increasing access and awareness. Finally, concerns were raised about students who were affected by the pandemic and may have fallen behind in their education. UTM’s focus on community building and re-engagement through orientation and recreational programs was noted as examples to help, and there was a call to consider specific initiatives to support those who did not pursue enrolment after the pandemic.
   
   Professor Nicholas Rule, Vice-Principal Academic and Dean (OVPAD) began his portfolio overview by welcoming everyone back to the academic year and expressed gratitude for the opportunity to update Council on the OVPAD. He outlined changes made to the vice and associate dean portfolios and discussed overarching initiatives and UTM's enrollment numbers. He first reviewed last year's organizational structure, noting the changes made to the vice and associate dean roles. As of July 1, 2024, there were four vice deans and two associate deans, whose roles were restructured to make workloads more manageable and services more logical.
   
   Professor Rule also updated the committee on the academic plan, which was set to be submitted to governance later in the year. Additionally, the registrar was launching a Strategic
   
   Enrolment Management Plan task force to set metrics and goals for enrollment. He discussed efforts to expand support for graduate students and emphasized the office’s priority of strengthening partnerships with academic units. New program developments were highlighted, including a proposal to establish a new extra-departmental unit for forensic science.
   
   Finally, Professor Rule presented the enrollment numbers for the current academic year, stating that undergraduate enrollment was healthy. As of September 24, a total of 4,308 new students were registered, consisting of 3,239 domestic and 1,069 international students. Additionally, 12,221 returning students were welcomed back, with 8,974 domestic and 3,247 international. While these numbers were expected to shift slightly by the official count date of November 1st, he noted that there were about 100 more new domestic students, but 100 fewer new international students compared to the November 1 count date the previous year.
   
   For returning students, there were 800 more domestic and 100 more international students compared to official November 1 count date last year. The decrease in new international students was attributed to changes in study permits and broader geopolitical issues, and not UTM's recruitment strategies.
   
   Graduate enrollment saw an increase in professional master’s programs, with 285 new students admitted (197 domestic and 88 international), up from last year's 177 admissions. There were also 200 returning students, bringing the total to 485. Additionally, the total number of graduate students, including those from the Mississauga Academy of Medicine and UTM-affiliated students, was 1,186, reflecting UTM's strategic priority to grow its graduate community.
   
   A member asked about the timing of the 2024-2029 Academic Plan, with its release now expected to be in 2025. Professor Rule explained that the slight delay was intentional to ensure thorough consultation with the entire community, aiming to create a plan that truly reflected everyone's needs. Despite an interrupted process during the summer months, the process was back on track, and the OVPAD was committed to delivering a comprehensive and thoughtful plan, expected to enter governance consideration in the spring.
4. Revisions to the UTM Academic Affairs Committee Terms of Reference
   
   At the invitation of the Chair, Cindy Ferencz-Hammond, Assistant Secretary of the Governing Council presented the proposed updates to the Academic Affairs Committee’s (AAC) terms of reference. She explained that two changes had been made to reflect the organizational restructuring within the Office of the Vice-Principal Academic & Dean (OVPAD). The Vice Dean positions for Teaching and Learning, and Academic Experience, had been eliminated. In their place, the proposal included adding the Vice-Dean Undergraduate and Vice-Dean Graduate and Postdoctoral Affairs as ex-officio members of the AAC. These positions, held by Professors Margarida Duarte and Ajay Rao respectively, would sponsor governance items for the committee, pending approval from the Governing Council. She noted that there was no change to the total number of members with this change.
   
   Members had no questions.
5. Calendar of Business, 2024-25
   
   The Chair reminded members that the Council’s Calendar of Business represented the expected items of business for governance consideration for the year and noted that it would be updated regularly on the Council’s website.