Report Number 218 Of The Planning & Budget Committee
THURSDAY, SEPTEMBER 18, 2025
To the Academic Board,
University of Toronto,
Your Committee reports that it held a meeting on September 18, 2025 at 2:10 p.m. with the following members present:
PRESENT: Anuradha Prakki (Vice Chair, in the Chair), Sali Tagliamonte (Chair)*, Scott Mabury, (Vice President, Operations and Real Estate Partnerships), Jeff Lennon (Assistant Vice President, Planning and Budget), Jay-Daniel Baghbanan, Robert Gazzale, Giovanni Grasselli, Walid Houry, Angelina Jiang, Kevin Yuan Li, Brian Madden, Ryan McClelland, Javed Mostafa, John Oesch, Matt Ratto, Suresh Sivanandam, Robyn Stremler, Colleen Zimmerman
*participated remotely via Zoom
REGRETS: Trevor Young (Vice President and Provost), Janet Cloud, Ramy Elitzur, Jesse Pasternak
NON-VOTING ASSESSORS: Dave Lehto (Chief University Planning, Design & Construction), Trevor Rodgers (Chief Financial Officer)
SECRETARIAT: Tracey Gameiro (Secretary), Amanda Grant (Governance Coordinator)
IN ATTENDANCE: Dwayne Benjamin, (Vice-Provost, Strategic Enrolment Management), Elizabeth Church, (Director, Communications & Strategic Projects), Kelly Hannah-Moffat, (Vice-President, People Strategy, Equity and Culture), Daniella Mallinick, (Executive Director, Digital Strategies), Susan McCahan, (Associate Vice-President and Vice-Provost Digital Strategies and Vice-Provost, Innovations in Undergraduate Education), Ben Poynton (Accessibility for Ontarians with Disabilities Act/AODA Officer), Angelique Saweczko (University Registrar), Mike Snowden (Executive Director, Institutional Planning & Budget Administration), Archana Sridhar (Assistant Provost, Office of the Vice-President & Provost).
Pursuant to section 38 of By-Law Number 2,
consideration of items 11 to 12 took place in camera.
OPEN SESSION
- Chair’s Remarks
Professor Anuradha Prakki, Vice-Chair of the Committee, opened by welcoming members and guests to the first meeting of the governance year. She noted she would be chairing the meeting in place of the Committee Chair, Professor Sali Tagliamonte, who was unable to attend in person due to a prior overseas commitment, but who was joining remotely. Professor Prakki also introduced Ms. Tracey Gameiro, who served as Committee Secretary.
The Chair referred members to the Planning and Budget Orientation video which had been provided to members in advance of the meeting. She noted that the orientation video had been designed to provide an overview of where the Planning and Budget Committee sat within governance at the University of Toronto, as well as key elements of its Terms of Reference and areas of responsibility. The Chair strongly encouraged members who had not yet had the chance to view the video to do so, and suggested to those who had, that they revisit it throughout the year.
The Chair then introduced the Senior Assessor, Professor Trevor Young, Vice-President and Provost (offering his regrets for not being able to attend), and the Voting Assessors, Professor Scott Mabury, Vice-President, Operations and Real Estate Partnerships, and Jeff Lennon, Assistant Vice-President, Planning & Budget. - Calendar of Business for 2025-2026 & Terms of Reference
Members received the Planning and Budget Committee’s Calendar of Business and Terms of Reference for information. The Chair encouraged members to review the Calendar carefully so that they would have a better understanding of the items that would come forward for the Committee’s consideration. - Approvals Under Summer Executive Authority
The Chair reported that no decisions within the purview of the Planning and Budget Committee had been made under Summer Executive Authority in 2025. - Reports of the Administrative Assessors
Report of the Vice-President and Provost
In the Provost’s absence, Jeff Lennon (Assistant Vice-President, Planning & Budget) and Dwayne Benjamin, (Vice-Provost, Strategic Enrolment), provided members with the following updates on student enrolment:
Fall Enrolment
Mr. Lennon noted the excitement and energy on campus as the University welcomed approximately 100,000 students across its three campuses, including 17,000 new undergraduate students and 8,000 new graduate students.
It was observed that while overall enrolment was close to target, there were some challenges, particularly in the distribution between domestic and international students, which had budgetary implications. Mr. Lennon emphasized that it was still early in the term and enrolment numbers would not be finalized until November.
Professor Benjamin provided further insight into the composition of first-entry undergraduate students for the current academic year. While the overall number of students was consistent with last year, the composition had shifted, particularly between domestic and international students.
Following years of steady growth, international undergraduate student applications had declined contributing to budgetary pressures. Notable declines were observed in applications from China and India. Despite this, the University of Toronto had fared better than its counterparts across Canada in maintaining international interest.
Applications from domestic students continued to increase, resulting in nearly 1,000 more domestic enrolments than originally planned. Professor Benjamin noted that this was not solely due to demographic growth. The University remained a top choice among Ontario applicants. Professor Benjamin explained that due to the nature of the funding corridor, the University could not expand domestic enrolment significantly, leading to greater selectivity in admissions.
Budgetary Impacts
Mr. Lennon then provided an overview of the budgetary impacts of current enrolment trends. He noted that:
- International undergraduate enrolment was 19% below target, with a 5-6% decline from the previous year.
- This shortfall had an impact on forecasted revenue, as growth had been anticipated in the budget plan.
- Domestic undergraduate enrolment was 8% above target, continuing a trend from last year.
- While domestic tuition contributed to revenue, no additional operating grant funding was provided from the government for these students.
- Doctoral and research-stream master’s programs showed signed of stabilization and slight growth.
- Professional masters programs, particularly in management and education, were facing challenges due to market shifts.
- The University was facing a $50-60 million shortfall relative to the revenue plan, representing 1.5% of the operating budget. This gap was manageable in-year due to existing contingencies and reserves, but longer-term concerns remained about the softening international market.
- The University was considering recalibrating enrolment targets for next year to reflect these trends.
- The University had signed Strategic Mandate Agreement 4 (SMA4) with the provincial government, covering the next five-year period.
- A funding formula review was underway with the government, with consultations already in progress.
AI Initiatives
Professor Susan McCahan (Associate Vice-President and Vice-Provost Digital Strategies and Vice-Provost, Innovations in Undergraduate Education), then presented an update on the University’s AI Task Force and the implementation of its recommendations. The Task Force, established in Spring 2024, was mandated to develop a strategic vision for AI at the University of Toronto, focusing on responsible integration across teaching, research, operations, and administration.
Key Highlights:
- Task Force Structure & Principles:
- Comprised of six working groups and advisory areas including, Libraries, Legal Services, and Graduate Education.
- Adopted principles emphasizing responsible, transparent, equitable, and human-centered AI use aligned with the University’s mission.
- Recommendations for an AI-Ready Institution:
- Promote AI literacy across the community.
- Provide access to secure AI tools for teaching, research, and administration.
- Ensure institutional data is AI-ready.
- Develop guidelines and protocols for responsible AI use.
- Prioritize use cases and provide implementation support.
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Progress on Implementation:
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AI Literacy Initiatives:
- Open Educational Resource (OER) modules with over 1800 unique visits and 520 downloads.
- Monthly “AI Roundup” sessions with 700+ registrants.
- Additional resources on copyright, classroom use, and teaching strategies.
- Communities of Practice established across teaching, research, libraries, IT, and communications.
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Secure AI Tools:
- Institutional-wide access to Microsoft Copilot.
- 477 licenses issues for ChatGPT.Edu.
- Pilot projects with Cogniti virtual tutors (70 instructors across 10 divisions and 90 courses) and Anthropic Claude (300 licenses requested across 16 proposed projects).
- Over 300 licenses issued for Claude; 477 for ChatGPT.Edu.
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In Development:
- Divisional Guidelines for AI use in assessment, aligned with University policy.
- AI Adoption Table (AIAT) to guide decision-making, risk assessment, and external policy engagement.
- AI Kitchen: a secure, multi-model platform under development to support scalable AI integration.
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Professor McCahan emphasized that the University’s approach to AI was strategic and human-centric, aiming to support learning, discovery, and the development of human potential. She encouraged Committee members to promote AI literacy and stay engaged with ongoing initiatives.
Discussion
A member raised a concern regarding the increasing use of AI in academic assignments, noting that some students had expressed moral objections or a preference for non-AI alternatives. The member asked for clarification on the University’s direction regarding the integration of AI into teaching and assessment practices.
In response, Professor McCahan noted that instructors had discretion over how best to deliver course content and develop student competencies, including the use of AI tools. She stressed that the University supported secure and responsible AI use, including the protection of intellectual property by providing access to secure platforms like the enterprise version of Microsoft Copilot. The goal was to prepare students to be responsible and discerning users of AI technology. Broader concerns, including ethical and environmental impacts, were being addressed through the implementation of the AI Task Force recommendations, with ongoing efforts to align AI use with institutional values and sustainability goals.
Report of the Vice President – Operations and Real Estate Partnerships
Capital Projects/Priorities
As contemplated by the Policy on Capital Projects and Capital Planning, 2021, the Vice-President, Operations and Real Estate Partnerships, Professor Scott Mabury provided a summary overview of the capital projects underway at the St. George campus as well those prioritized for the year. It was noted that a portion of the report would be reserved for the in camera session.
Discussion
A member queried why the Total Project Costs for the 90 Queen’s Park project had increased so substantially beyond initial projections.
Professor Mabury explained that the increase was primarily attributable to construction inflation, supply chain pressures, and exceptional demand in Toronto’s construction sector. He added that in response, the University had scaled back and simplified the project to ensure affordability and value for money.
- Capital Project (Level 2): Report of the Project Planning Committee for the MacMillan Theatre Remediation – Project Scope and Sources of Funding
Scott Mabury, (Vice-President, Operations and Real Estate Partnerships), introduced the project and emphasized the significance of the MacMillan Theatre Remediation for the University of Toronto community, highlighting its role as a key cultural and academic venue on the St. George campus.
The theatre was closed in December 2023 due to serious health and safety concerns, including inadequate fall protection, compromised rigging systems, and electrical hazards. The project would address these issues through extensive ‘back-of-house’ upgrades, while also introducing ‘front-of-house’ improvements to support dual functionality as both a performance space and a 600+ seat lecture theatre. Design work was progressing with input from a broad stakeholder group including the Faculty of Music, University Planning, Learning Space Management, the Registrar, and student representatives.
The project was fully funded through Provostial funds. Construction was scheduled to begin in December 2025, with a targeted completion date of July 2026.
Professor Ryan McClelland, (Dean, Faculty of Music), and Ms. Angelique Saweczko, (University Registrar), also contributed to the presentation. Dean McClelland reiterated that the project had evolved to transform the theatre into a dual-function space, maintaining its core performance role while also enabling weekday morning academic use. This investment benefitted both the Faculty of Music and the broader University community by creating a more versatile, modern and functional space.
Ms. Saweczko added that the theatre renovation presented a valuable and much needed opportunity to expand teaching capacity, particularly in the northeast quadrant of campus, where large lecture halls were currently limited. The upgraded space would help meet demand for 200+ seat classrooms and enable weekday morning scheduling. She reported that the inclusion of tablet arms on seats would also allow the space to be used for final examinations.
Discussion
During the course of the discussion, Professor Mabury confirmed that the goal remained to have the theatre open for September 2026.
A member asked whether the project could be completed and opened in stages, if either front-of-house or back-of-house renovations experienced delays. Professor Mabury stated that a phased opening was not feasible as the theatre was one construction site and could not be safely or legally occupied until all mechanical and electrical systems were completed. He noted that the back-of-house work, which triggered the renovation due to safety concerns, had to be fully finished before the space could be used.
Noting the extensive design and pre-design work already completed, a member questioned why there remained concern about unforeseen issues in the back-of-house area. In reply, Professor Mabury explained that despite thorough pre-design and hazardous materials assessments, unexpected conditions often arose once construction began. To mitigate this risk, the University had updated contract practices, including early tendering and improved procurement timing. These measures aimed to address both timing and budget risks associated with construction uncertainties.
On motion duly moved, seconded and carried,
YOUR COMMITTEE RECOMMENDED
THAT the project scope of the MacMillan Theatre Remediation project as identified in the “Report of the Project Planning Committee for the MacMillan Theatre Remediation”, dated July 30, 2025 be approved in principle; and,
THAT the project totaling approximately 1,200 gross square metres (gsm), and 440 net assignable square metres (nasm) theatre space (main level), be approved in principle, to be funded by Provostial Funds. - Multi-Year Accessibility Plan
Following introductory remarks from Kelly Hannah-Moffat, (Vice-President, People Strategy, Equity and Culture), the Committee received a presentation of the Multi-Year Accessibility Plan (“MYAP”), from Ben Poynton, (Accessibility for Ontarians with Disabilities Act (AODA) Officer). The MYAP would also be presented to the University Affairs Board for information.
Outlining the University of Toronto’s strategic approach to meeting its obligations under the AODA, Mr. Poynton explained that the plan was built on over a decade of work in accessibility and reflected a commitment to systems change rather than individual accommodations.
Key highlights included:
- Initiated in 2023 by the Institutional Equity Office, the plan was developed in alignment with the University’s Statement of Commitment Regarding Persons with Disabilities and aimed to remove barriers and foster inclusion.
- A dedicated Consultation Committee was formed to ensure meaningful engagement with students, staff, faculty, and librarians with disabilities. The process included surveys, sessions, and private meetings, resulting in actionable insights.
- The plan introduced new initiatives while sustaining ongoing efforts. These included:
- Establishing an Institutional Accessibility Advisory Committee.
- Creating a resource hub and improving feedback mechanisms.
- Enhancing digital and physical accessibility.
- Updating training modules and building access systems.
- Each initiative was assigned to a responsible University portfolio, with the Institutional Equity Office playing a central coordinating role.
- The University had passed a recent AODA compliance audit, affirming its readiness to continue meeting institutional requirements under the AODA.
Mr. Poynton concluded by expressing optimism about collaborative implementation and the plan’s potential to guide strategic efforts toward a barrier-free institution by 2030.
Discussion
A member asked whether the MYAP included measures to address ongoing issues of inaccessible classrooms and spaces across campus.
Mr. Poynton responded that the University had adopted a Facility Accessibility Design Standard (last updated August 14, 2025), which applied to all new and significantly renovated spaces. This standard was regularly updated to reflect current best practices. In addition to future improvements, Mr. Poynton shared that the University provided accommodation resources for students, faculty and staff to address accessibility barriers in existing spaces, reflecting a multi-pronged approach to accessibility.
- Report of the Previous Meeting: Report Number 217 – May 14, 2025
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 the Next Meeting: October 22, 2025, 3:10 – 5:10 p.m.
The Chair reminded members that the next Committee meeting was scheduled for October 22, 2025. - Other Business
No items of other business were raised.
THE COMMITTEE MOVED IN CAMERA
IN CAMERA AGENDA
- Capital Project (Level 2): Report of the Project Planning Committee for the MacMillan Theatre Remediation - Total Project Cost and Sources of Funding
On motion duly moved, seconded and carried
YOUR COMMITTEE RECOMMENDED
THAT the recommendation of the Vice-President, Operations and Real Estate Partnerships, as outlined in the memorandum dated September 11, 2025, regarding the Total Project Cost and Sources of Funding for the MacMillan Theatre Remediation project, be approved in principle. - Report on Capital Projects & Priorities
Professor Scott Mabury, (Vice-President, Operations & Real Estate Partnerships), together with Mr. Dave Lehto, (Chief of University Planning, Design and Construction), continued the discussion of the major capital projects prioritized for the St. George campus and expected to come forward to governance this year.
THE COMMITTEE RETURNED TO OPEN SESSION
The meeting adjourned at 4:04 p.m.
September 19, 2025