Report: Governing Council - March 26, 2026

THE GOVERNING COUNCIL

Thursday, March 26, 2026

MINUTES OF THE MEETING OF THE GOVERNING COUNCIL

PRESENT: Anna Kennedy (Chair), Sandra Hanington (Vice-Chair), Melanie Woodin (President), Sharleen Ahmed, Donald Ainslie, Aarthi Ashok, Laurent Bozec, Vikram Chadalawada, Janet Cloud, Robert Cooper, Ann Curran, Susan Froom, Giovanni Grasselli, Thomas Hofmann, Paul Huyer, David Jacobs, Sarosh Jamal, Linda Johnston, Kikelomo Lawal, Raed Kadri, Audrey Karlinsky, Ron Levi, Scott MacKendrick, Brian Madden, Rajiv Mathur, Eha Naylor, Andrew Petersen, Dina Reiss, Adam Stinchcombe, Paul Tenenbein, Grace Westcott, Trevor Young

REGRETS: Wes Hall (Chancellor), Jay-Daniel Baghbanan, Amanda Bartley, Evan Chan, Samuel Elfassy, Ramy Elitzur, Indi Gopinathan, Maureen Harquail, Kevin Li, Albert Pan, Angela Pyle, Rishi Shah, Danielle Skipp, Jeffrey Wendling, Mary-Agnes Wilson, Geeta Yadav

SECRETARIAT: Sheree Drummond (Secretary of the Governing Council), Cindy Ferencz Hammond (Recording Secretary), Miranda Edwards, Samantha Frost, Tracey Gameiro, Amanda Grant, Lauren Turner

IN ATTENDANCE: Alexandra Gillespie (Vice-President and Principal, UTM), Kelly Hannah-Moffat (Vice-President, PSEC), Scott Mabury (Vice-President, Operations and Real Estate Partnerships), Susan McCahan (Associate Vice-President and Vice-Provost, Digital Strategies and Vice-Provost, Innovations in Undergraduate Education), Christine Szustaczek (Vice-President, Communications), Sandy Welsh (Vice-Provost, Students), Mike Snowdon (Acting Assistant Vice-President, Planning & Budget), Andrew Arifuzzaman (CAO, UTSC), Chris Bartha (Senior Executive Director of Student Mental Health, Systems Strategy and Policy), Meg Connell (Assistant Provost), Elizabeth Church (Director, Communications & Strategic Projects, Office of the Vice-President & Provost), Jennifer Curry (Director, Office of the Vice-President & Principal, UTSC), Tim Fricker (Interim Dean, Student Experience and Wellbeing, UTM), Melissa Gallo (Assistant Dean, Student Wellness Support & Success, UTM), Jodie Glean (Director, Anti-Racism & Cultural Diversity Office), Jeff Lennon (Interim Chief Financial Officer), Sinisa Markovic (Registrar), Gillian Mason (Member, UTSC Campus Council), Alison Mountz (Vice-Principal Research & Innovation, UTSC), Chad Nuttall (Assistant Dean, Students and International Initiatives, UTM), Forrest Parlee (Government Relations), Arthur Ripstein (Chair of the Working Group on Anti-Semitism, Member of the Committee for Honorary Degrees), Tim Tang (Dean of Student Experience & Wellbeing, UTSC), Kristin Taylor (University Counsel and Chief Legal Officer).

OPEN SESSION

1. Chair’s Remarks
   
   The Chair welcomed members and guests to the Cycle 3 Governing Council meeting, held at the University of Toronto Scarborough. She expressed her appreciation to Vice-President and Principal Linda Johnston and her team for their hospitality and for hosting a pre-meeting tour of Indigenous House.
   
   The Chair then thanked members for taking part in the election of the Chair and Vice-Chair of Governing Council for the upcoming term beginning July 1, 2026, and noted that she had not stood for re-election. She reflected on her tenure since 2023, highlighting her role in leading the Presidential Search Committee.  She noted that the appointment of President Melanie Woodin had been approved one year earlier. (Members applauded the President.)  She expressed appreciation for the opportunity to serve through the first year of the President’s term to support a smooth transition. She congratulated Sandra Hanington, current Vice-Chair, on her election as Chair of the Governing Council and Rajiv Mathur, current Chair of Business Board, on his election as Vice-Chair.
   
   The Chair conveyed the 2026–27 governance election results (as outlined below), and congratulated both newly elected and re-elected members. She expressed appreciation to the College of Electors for its role in electing alumni governors, with special thanks to its Chair, Jennifer Dolman, as well as to the Chief Returning Officer, Deputy Returning Officers, and the Elections Committee for their work in overseeing the election process.

• Full-time Undergraduate Students: Samuel Kamalendran, Areeb Naeem, Kevin Li, Rithik Sreekumar
• Part-time Undergraduate Students:​ Susan Froom, Humberto Santos
• Graduate Students: Daniel Ebrahimpour, Victoria Liu
• Teaching Staff: Andrew Petersen, Colin Furness, Angela Pyle​
• Alumni Governors: Brian Madden, Grace Westcott, Mark Surchin

The Chair noted, with sadness, the passing of former governor Dr. Avrum Gotlieb in January. She highlighted his distinguished career as a physician-scientist, professor, academic leader, and mentor, and recognized his significant contributions to university governance, including his service on Academic Board, as Chair of the Planning and Budget Committee, and as a faculty Governor. She remarked on his integrity and deep respect for fair and principled governance processes. The Chair expressed gratitude for his many contributions to the University and extended heartfelt condolences to the Gotlieb family and colleagues. She also noted that the University of Toronto flag at Simcoe Hall was being flown at half-mast in his memory.

Finally, the Chair reported that a Notice of Motion had been considered at the March 12, 2026, meeting of the Executive Committee. She explained that the Executive Committee was responsible for determining whether such motions were placed on the Governing Council agenda. The proposed motion requested that a document titled the “Antisemitism Action Plan for the University of Toronto” be added to the current agenda and that the administration be directed to adopt and implement the recommendations contained within it. The Chair acknowledged the troubling rise in antisemitic acts and speech across society and reaffirmed the University’s commitment to addressing antisemitism, noting that this context informed the Committee’s deliberations. She explained that the Action Plan had been developed by four governors operating independently and not as a formally constituted committee of Governing Council or the administration. She further noted that, unlike established University processes for developing policy or strategic reports, the Action Plan had not been created through a formally mandated working group with broad consultation, defined terms of reference, or administrative review.

The Chair also explained that the proposed motion would have directed the administration to implement all recommendations, which would extend beyond the core governance functions of approval, oversight, and advice, and into operational decision-making. She reported that the Executive Committee had engaged in a thorough discussion lasting approximately 90 minutes, with input from all members, and ultimately did not support placing the motion on the agenda.

She concluded by emphasizing that combatting antisemitism continues to require serious attention and effort from the University, as well as continued governance oversight of these efforts. She noted that the President would speak to the University’s initiatives and provide reflections on the Action Plan in her report, after which members would have an opportunity for discussion.

2. President’s Report
   
   President Woodin began her report by thanking Professor Linda Johnston, Vice-President and Principal, University of Toronto Scarborough (UTSC), and her team for their warm welcome to campus, and invited her to share some remarks.
   
   Principal Johnston welcomed governors and guests to UTSC.  She highlighted several developments on campus, including the ongoing construction of the Myron and Berna Garron Health Sciences Complex, which is scheduled to open in fall 2026, and the anticipated opening of Indigenous House in May 2026. She emphasized that Indigenous House represented an important step forward in advancing the University’s commitments to Truth and Reconciliation and in strengthening relationships with Indigenous communities, grounded in principles of respect, reciprocity, and accountability. She also acknowledged the leadership of Tanya Senk, Director of Indigenous House and Indigenous Initiatives in guiding this work. Principal Johnston noted that these initiatives aligned with UTSC’s broader efforts to foster a “Culture of Care,” which prioritized belonging, well-being, and mutual support across teaching, student services, workplace culture, and community engagement. She indicated that this focus was embedded within UTSC’s Strategic Plan, Inspiring Inclusive Excellence, and is being advanced through the Operational Plan, Driving Inclusive Excellence, which guided institutional priorities and decision-making. She reported that, over the past year, progress had been made in advancing student success and retention initiatives, expanding experiential and work-integrated learning opportunities, and strengthening research and community partnerships. She concluded by thanking members of Governing Council for their continued support and engagement.
   
   The President thanked Principal Linda Johnston for hosting the meeting at the University of Toronto Scarborough.  She noted that, while there were several institutional updates to report - including highlights from the February 12 provincial funding announcement, progress in recruiting outstanding individuals through the Impact + Research Chairs program, the recently announced partnership between the University of Toronto and George Brown Polytechnic (GBP), her recent trip to India with Prime Minister Carney, planning for the University’s bicentennial, progress on the Defy Gravity campaign, upcoming honorary degree recipients, and the achievements of U of T community members in the Olympic and Paralympic Games - she would focus her remarks on the University’s continuing efforts to combat racism and discrimination across the community.
   
   Addressing Antisemitism
   
   The President noted that she would focus her remarks on the University’s continued efforts to address racism and discrimination on all three campuses and referenced data from the Annual Complaints process, which indicated that antisemitism remained the most frequently reported form of discrimination within the University community. She acknowledged that, despite significant efforts and ongoing reporting to the Governing Council, the University had not yet achieved the level of change required. She emphasized that ongoing incidents continued to have serious impacts on Jewish members of the University community and reaffirmed her commitment to further action.  The President observed that current efforts had not yet yielded sufficient progress and emphasized the need to consider additional approaches. She noted that the University was open to exploring new ideas, including those proposed by members of the community, provided they aligned with institutional values, policies, and legislative requirements. She acknowledged the submission of an Antisemitism Action Plan by a group of governors and noted that, while concerns had been raised regarding its development and release, the focus should remain on shared responsibility and collective action.
   
   Actions to Date
   
   The President outlined a range of measures already implemented, including:

• Responding to recommendations from the University’s Antisemitism Working Group, including the appointment of an Assistant Director, Faith and Anti-Racism (Dr. Shari Goldberg) and delivering an enhanced Kosher program through food services.
• The development of an institutional web resource on addressing antisemitism.
• The establishment of the Lab for the Study of Global Antisemitism and hosting annual conferences at the Anne Tannenbaum Centre for Jewish Studies featuring research on antisemitism.
• Expanded education and training initiatives, including antisemitism training delivered jointly by Hillel Ontario and the Simon Wiesenthal Centre for Holocaust Studies to senior university leadership.
• The release of inclusive employer guidance and increased visibility of religious observances.
• Timely administrative responses to incidents, including interim measures such as placing employees on leave or event rescheduling where appropriate.

Current Initiatives

The President highlighted four key initiatives currently underway:

• Consultation on a new Policy on Human Rights, Discrimination and Harassment, with governance consideration anticipated in an upcoming governance cycle.
• The establishment of a centralized Human Rights Office as the point of entry for complaints to improve the accessibility and coordination of complaints processes.
• The rollout of new educational workshops on addressing antisemitism, developed in consultation with scholarly experts at the Lab for the Global Study of Antisemitism in the Anne Tanenbaum Centre for Jewish Studies, which will be offered to a wide range of university audiences, including mandatory training for senior leaders.
• Proposed revisions to the Code of Student Conduct, including strengthened expectations, reporting processes, and case management mechanisms. Proposed changes will be shared through governance in the spring, with governance consideration expected in the fall.

Future Directions

The President identified several areas for further action:

• Continued review of proposed ideas, including elements of the Antisemitism Action Plan, where feasible.
• The launch of a new research study led by Professor Ron Levi (Director of The Lab for the Global Study of Antisemitism) to document and better understand the experiences of Jewish students on campus through surveys and interviews. Hillel Ontario will be engaged as a community partner in this research.
• Enhanced safety measures, including the consolidation of campus safety functions through a re-organization of the three campus safety offices and the Office of Safety and High Risk into a single portfolio and exploration of partnerships with external organizations.
• Expanded engagement with external Jewish community leaders including from Hillel Ontario, Simon Wiesenthal, UJA, Holy Blossom, and the Miles Nadal JCC to inform institutional responses and strengthen collaboration.

Concluding Remarks

The President concluded by drawing a parallel to the University’s response to the student mental health crisis in recent years, noting that the institution has previously demonstrated its ability to address complex and challenging issues. She emphasized that the University was committed to bringing the same level of focus, coordination, and determination to addressing antisemitism and advancing meaningful progress.

The President then invited the Provost to answer a question submitted by a governor regarding the antisemitic cartoons that had been shown to students in a lecture in the Faculty of Dentistry. While the Dean was put on leave during the investigation into the incident, a member asked why the University did not move to immediate dismissal. The Provost acknowledged that the incident was deeply troubling and noted that he became aware of it on February 25, with the Dean going on a leave the following day. The Provost emphasized the importance of ensuring due process, fairness, and a thorough investigation involving students and faculty in Dentistry to better understand what occurred and to identify improvements going forward. In the meantime, ongoing communication and support were being provided to affected students and faculty.

In response to another member’s question about a tabling incident in the fall of 2025 at the University of Toronto Mississauga campus, the President invited the Vice-Provost, Students to share an update. Professor Welsh reported that the University had investigated the incident with care, and that an initial review found no criminal violations but identified some immediate concerns about the conduct of those involved. She noted that the investigation was unable to proceed with disciplinary action because the individuals involved could not be definitively identified, which had been frustrating. She added that face coverings were not involved and that an individual initially believed to have been identified through phone footage and security cameras was later determined not to be involved. The matter remained open. Should new evidence emerge, and should the individuals involved be identified, the University would proceed with consideration of the incident under the Code of Student Conduct. Affected students had been informed and were receiving support. Professor Welsh further indicated that several corrective steps were being taken based on lessons learned from the incident, including a review of campus safety practices, as referenced by President Woodin. In this instance, the priority of campus safety officers had been to ensure the safety of the students involved and to de-escalate the situation, particularly given the large crowds forming as classes were ending and students were moving through the area.

Members engaged in a substantive discussion regarding the University’s response to antisemitism and the proposed Antisemitism Action Plan. A member expressed appreciation for the University’s efforts to address antisemitism but emphasized that members of the Jewish community were calling for more concrete and urgent action. He noted that the Antisemitism Action Plan had been developed in response to a significant rise in antisemitism since October 2023 and had received broad support from major Jewish organizations. He referenced a letter of support from the Honourable Harry LaForme, former judge of the Ontario Court of Appeal and member of the Mississaugas of the Credit First Nation, who expressed concern about ongoing antisemitic incidents on campus and underscored the need for meaningful change. He concluded by stressing that the issue required decisive action and that the University should make full use of the recommendations contained in the plan. A member underscored the moral imperative to act, cautioning against relying solely on process or free speech considerations when confronting harmful behaviour, and calling for more decisive measures to protect the Jewish community.  Another member acknowledged the President’s commitment and the steps already taken but noted that Jewish students, faculty, and staff continued to experience marginalization and harm.  The member concluded by quoting a letter from Ogimaa-Kwe (Chief) Claire Sault of the Mississaugas of the Credit First Nation (MCFN), to the then U of T President Meric Gertler, calling for the restoration of peace and harmony to the campuses, to make them safe for Jewish students, staff and faculty and for all people. Other members emphasized the importance of recognizing and supporting the work already underway by the administration. It was noted that the President had demonstrated openness to additional ideas and a clear commitment to addressing antisemitism. They encouraged continued collaboration, constructive engagement, and the submission of further proposals to support progress. Additional comments reflected the complexity of the issue and the need for ongoing dialogue, including consideration of broader community perspectives.

The Chair thanked the President for her report on this important matter and members for their thoughtful comments and engagement.

3. Tuition Fees and Budget
   
   The Provost, together with Mike Snowdon (Acting Assistant Vice-President, Planning and Budget) presented the University’s operating budget, noting that it was a balanced budget of approximately $3.66 billion and that the University remained in a strong financial position, with significant operating reserves and a strong credit rating. The Provost acknowledged that the current budget cycle was more constrained than in previous years. Projected revenue growth for 2026–27 was approximately $39 million, about $101 million lower than the $140 million projected in the previous year’s plan. It was noted that revenue growth was expected to return to approximately 3% annually in future years.
   
   The Provost reported that expenses had been carefully managed, including a 5% reduction across shared services budgets, in order to maximize resources for the core academic mission. He noted that tuition and operating grants accounted for approximately 85% of revenue, while salaries represented the largest expense at roughly 65% of the budget. Student financial aid accounted for approximately 11% of expenditures, or about $408 million annually, reflecting the University’s continued commitment to affordability. He highlighted that international undergraduate tuition revenue had declined for the first time in recent years, contributing to overall revenue pressures as intake targets were recalibrated to reflect recent enrolment levels. However, increases in operating grants, continuing education, and investment income helped offset these losses. It was reported that provincial funding announcements were expected to have an additional positive impact, not yet reflected in the budget, including increased funding tied to enrolment, enhanced support for STEM and health-related programs, and opportunities for expansion through new funded student spaces.
   
   The Provost reported that undergraduate enrolment remained strong, with approximately 17,000 new students admitted in Fall 2025, although international enrollment was slightly below target. As a result, future targets for international students had been adjusted lower based on three-year rolling averages. He emphasized ongoing efforts to improve recruitment, yield, and student retention. He further outlined significant investments in student financial support, noting that approximately half of undergraduate students received OSAP and that over 11,000 students received more than $42 million in University of Toronto Advanced Planning for Students (UTAPS) funding. He also highlighted continued investment in international scholarships, totaling approximately $88 million, including major programs such as the Pearson Scholarship.
   
   Finally, the Provost described ongoing strategic priorities, including recruitment of top talent, expansion of flexible and future-oriented academic programs, investments in housing and research infrastructure, and a major focus on operational efficiency through initiatives such as Project Catalyst. He concluded by reiterating that, despite financial pressures, the University remained well positioned to meet future challenges while continuing to invest in its academic mission.
   
   Ann Curran, Chair of the UTM Campus Council and Grace Westcott, Chair of the UTSC Campus Council, provided Governing Council with an overview of their respective Councils’ discussions on the budget, which was presented for information. Professor Donald Ainslie, Chair of Academic Board, reported that the Board had recommended the Budget and Long-Range Budget Guidelines. Rajiv Mathur, Chair of the Business Board, reported that the Board concurred with Academic Board’s recommendation of the Budget and Long-Range Budget Guidelines and also recommended the tuition fee schedules for both publicly funded and self-funded programs.
   
   During discussion, members raised several questions related to enrolment, student financial aid, and budget pressures.
   
   A question was raised regarding the reduction in international student targets and its impact on the budget. It was clarified that the figures presented were planning targets, and while the University had adjusted its international intake downward, it still anticipated moderate growth of approximately 435 additional students year-over-year. The Provost indicated cautious optimism that these targets would be met, supported by increased application volumes.
   
   Discussion also focused on student financial aid, particularly the allocation and effectiveness of funding. It was noted that while the University had strong oversight of needs-based aid, a significant portion of funding was managed at the divisional level. The administration indicated that further analysis was underway to optimize the use of these funds, including balancing needs-based and merit-based aid, and that additional work would be undertaken in the coming year to modernize and better target financial support. Members also raised concerns about the impact of recent changes to government bursaries (OSAP), including potential barriers for low-income students. It was acknowledged that these changes represented a significant shift and that the University was actively assessing their impact. The administration reaffirmed its commitment to ensuring that students were not prevented from continuing their studies due to financial need and emphasized the importance of improving communication and outreach regarding available supports.
   
   Questions were also raised about compensation costs, which accounted for approximately 65% of the budget, and whether ongoing operational reviews would reduce this proportion. It was noted that staffing reductions of approximately 2% were being implemented through a combination of vacancy management and workforce adjustments, and that faculty hiring had been significantly reduced compared to prior years.
   
   Finally, members emphasized the importance of improving communication about financial aid, particularly to prospective students and high school guidance counsellors. The Provost noted that this year’s outreach efforts had already begun, including direct communications to students, and that further enhancements to communication strategies were planned.

   1. Annual Report: Student Financial Support, 2024-25
      
      Council received the Annual Report on Student Financial Support, 2024-25 for information.
       

   2. Tuition Fee Schedule for Publicly Funded Programs, 2026-27
      
      On motion duly moved, seconded, and carried
      
      IT WAS RESOLVED
      
      THAT

      1. the 2026-27 tuition fees as described in Schedule 1 of the Tuition Fee Schedule for Publicly- Funded Programs for 2026-27 be approved;

      2. the 2026-27 tuition fees as described in Schedule 2 of the Tuition Fee Schedule for Publicly-Funded Programs be approved;

         AND

      3. subject to the final provisions in the Provincial Government's Tuition Fee Framework, Schedule 1 fees will be implemented for fees in the Spring/Summer term and Schedule 2 for fees will be implemented starting in the Fall term. 
          

   3. Tuition Fee Schedule for Self-Funded Programs, 2026-27 
      
      On motion duly moved, seconded, and carried
      
      IT WAS RESOLVED
      
      THAT the Tuition Fee Schedule for Self-Funded Programs for 2026-27 be approved.
       

   4. Institutional Operating Budget Report 2026-2027 and the Long Range Budget Guidelines 2026-27 to 2030-31
      
      On motion duly moved, seconded, and carried
      
      IT WAS RESOLVED
      
      THAT the Budget Report 2026-27 be approved and
      
      THAT the Long-Range Budget Guidelines 2026-2027 to 2030-31 be approved in principle.

4. Capital Project (Level 3): Report of the Project Planning Committee for the Temerty Building (MSB West Wing Redevelopment) – Interim Project Scope and Sources of Funding
   
   Scott Mabury (Vice-President, Operations & Real Estate Partnerships) presented the Temerty Building (MSB West Wing Redevelopment) – Interim Project Scope and Sources of Funding.  He explained that the project was being brought forward in a two-phase approach, with the current request focused on preparatory work, while the full project would return to governance for approval in Cycle 2 of the 2026-27 governance year.
   
   The early works included hiring an integrated project design (IPD) team, relocating utilities and water systems, installing a primary electrical duct bank, removing hazardous materials, undertaking limited demolition, and constructing a demising wall to allow the remainder of the Medical Sciences Building to remain operational. These steps were described as independent of the final design, intended to prepare the site, mitigate scheduling risk, and achieve cost efficiencies.  Professor Mabury noted that the broader project, under development for approximately six years, would significantly expand medical science research capacity and support collaboration across faculties.
   
   The Chair of Academic Board, Professor Donald Ainslie, reported that Academic Board members had expressed strong support for the project and had raised no questions or concerns.
   
   During discussion, a member expressed concern about the impact of the new building on the surrounding heritage context, including sightlines and proximity to Convocation Hall, and emphasized the importance of ensuring that the design respects the campus environment. In response, Professor Mabury noted that the project had undergone multiple design review processes and that careful attention was being given to architectural materials, landscape integration, and alignment with existing buildings.
   
   Questions were also raised about the two-phase approval process, particularly whether the early works constituted a “point of no return” prior to full project approval. In response, it was clarified that the West Wing was no longer suitable for research use and that redevelopment of the site was necessary regardless of the final design. It was further noted that significant planning, including funding strategies and philanthropic contributions, was already underway and that a comprehensive funding plan would be presented with the full project.  Members inquired whether this staged approach was typical. It was explained that while not common, similar approaches had been used in past projects and that proceeding in phases allowed the University to manage risk, secure cost savings, and maintain project momentum.
   
   Additional questions focused on the integrated project delivery (IPD) model and cost controls. Professor Mabury explained that the IPD approach brought contractors, architects, and the University together early in the process to share responsibility for cost and schedule outcomes. The concept of target value design was described as a jointly agreed cost framework, supported by internal estimates and market comparisons to ensure realism and accountability.
   
   On motion duly moved, seconded, and carried
   
   IT WAS RESOLVED,
   
   THAT the Report of the Project Planning Committee for the University of Toronto Temerty Building (MSB West Wing Redevelopment), dated January 21, 2026, be approved in principle; and
   
   THAT the Interim Project Scope as outlined in the Report of the Project Planning Committee for the University of Toronto Temerty Building (MSB West Wing Redevelopment), be approved in principle, to be funded by the Temerty Faculty of Medicine “Temerty MSB Redevelopment Fund”, the Faculty of Arts & Science “Faculty Major Capital Projects Reserve Fund”, Institutional and Facilities & Services Interim funding.

5. Capital Project (Level 3): University of Toronto Facilities & Services Project Concept Report for the Climate Positive Campus – Project LEAP 2.0 - Project Scope and Sources of Funding
   
   The Vice-President, Operations and Real Estate Partnerships presented Project LEAP 2.0, describing it as a major step forward in advancing the University’s climate-positive commitment. He noted that the University had committed to achieving net-negative carbon emissions by 2050 and was currently on track to reach this goal as early as 2042.
   
   The project was described as both a decarbonization initiative and a deferred maintenance strategy, delivering approximately an 80% reduction in carbon emissions impacting five buildings over three sites: Dentistry Building, Rehabilitation Sciences Building and the McCaul group of buildings (Health Sciences Building, Exam Centre, Old Admin Building). The work would involve electrifying building systems, including heating, hot water, and ventilation, and implementing upgrades such as heat recovery systems, building automation, and solar integration. The project was positioned as a coordinated approach to modernizing aging infrastructure while advancing sustainability goals.
   
   The Chair of Academic Board, Professor Donald Ainslie, reported that the Academic Board had supported the project.
   
   During the discussion, members expressed strong support for the project. One member noted that the upgrades were urgently needed, particularly in the Faculty of Dentistry building, and welcomed the continued investment in critical academic infrastructure that supported essential services to the broader community.  In response, Professor Mabury commented that the University had previously considered replacing some of these buildings but determined that rehabilitation was a more cost-effective and environmentally sustainable approach than demolition and rebuilding. He emphasized that the project aligned with broader institutional sustainability goals and contributed to the University’s leadership in environmental performance.
   
   A question was also raised regarding the future of another aging building at 215 Huron Street and in response it was noted that deferred maintenance in that facility would ultimately be addressed through demolition and relocation of occupants, with plans already underway to transition programs to other campus spaces.
   
   On motion duly moved, seconded, and carried
   
   IT WAS RESOLVED,
   
   THAT the project scope of Project Leap 2.0, as identified in the Concept Reports (Faculty of Dentistry, March 19, 2023; McCaul Complex – July 8, 2022; 500 University – April 8, 2022) be approved in principle; and,
   
   THAT the project be approved in principle to be funded through: Deferred Maintenance Funds.
6. University of Toronto’s Student Mental Health Strategy – Inaugural Student Mental Health Annual Report
   
   The Chair introduced the University’s first Annual Report on the Student Mental Health Strategy, noting that it was a provincial requirement under Bill 166, similar to other recent accountability reports brought before the Governing Council.
   
   The Provost provided contextual remarks, reflecting on the significant challenges the University faced in 2019, including long wait times for services and concerns about the availability and accessibility of mental health supports. He noted that, following the recommendations of the Presidential & Provostial Task Force on Student Mental Health, the University had made substantial progress in strengthening its mental health services.  He invited Christina Bartha, Senior Executive Director, Student Mental Health, Systems Strategy and Policy, to provide the report.
   
   Christina Bartha outlined key achievements of the 2024-25 fiscal year that reflected the University’s student mental health strategy. It was reported that in 2022 the University had implemented a stepped care model, providing a structured framework for organizing services and improving navigation for students. A centralized mental health website now enabled easy resource navigation and received over 55,000 visits in 2024-25.  The Navi chatbot had been expanded to assist students in accessing mental health and other academic supports for students making it easier for students to find resources.
   
   The three campus health centres delivered over 100,000 appointments annually, half of which were related to mental health concerns. Through the introduction of a “one-at-a-time” counselling model, approximately 95% of appointment requests were met within the target timeframe of same day, next day, or booked within five days.  This meant that students were no longer waiting for timely access to care, a substantial improvement over prior year.
   
   Additional supports that were now a part of the stepped care continuum of services included peer-support programs, which engaged approximately 300 students, as well as specialized psychiatric services, which provided over 2,000 consultations and 10,000 appointments for students with complex needs. The University had strengthened partnerships with hospitals including the Centre for Addiction and Mental Health (CAMH), Scarborough Health Network and Trillium Health Partners which was a recently launched new project.
   
   The presentation further highlighted ongoing initiatives, including investments in improved clinical spaces across campuses, new services for students with neurodevelopmental conditions, and the development of a comprehensive mental health data strategy to support outcome tracking and future planning.
   
   During the question-and-answer period, members expressed strong support for the progress made and emphasized the importance of continued communication and awareness of available services. It was noted that, in addition to health centre services, students had access to a broad range of supports through student unions, academic units, federated colleges, and chaplaincies.
   
   Members encouraged the University to ensure that all individuals who interact with students, including peer supports and frontline staff, were well informed about the full range of available mental health resources, in order to better guide students to appropriate supports.

CONSENT AGENDA

On motion duly moved, seconded, and carried

IT WAS RESOLVED,

THAT the consent agenda be adopted and that Item 7 be approved.

7. Minutes of the Previous Meeting of the Governing Council – December 11, 2025
   
   The Minutes of the Governing Council meeting of December 11, 2025, were approved.

8. Business Arising from the Report of the Previous Meeting 
   
   There was no business arising from the Report of the previous meeting.  

9. Reports for Information
   
   Members received the following reports for information.

   1. Report Number 72 of the University of Toronto Scarborough Campus Council (February 23, 2026)
   2. Report Number 75 of the University of Toronto Mississauga Campus Council (February 24, 2026)
   3. Report Number 288 of the Business Board (January 28, 2026)
   4. Report Number 289 of the Business Board (March 4, 2026)
   5. Report Number 260 of the Academic Board (February 26, 2026)
   6. Report Number 250 of the University Affairs Board (March 5, 2026)
   7. Report Number 564 of the Executive Committee (December 11, 2025)
   8. Report Number 565 of the Executive Committee (March 12, 2026)

10. Date of Next Meeting – Wednesday, May 13, 2026, 4:30 – 6:30 p.m.
    
    The Chair advised that the next meeting of the Governing Council would take place on May 13, 2026, at the University of Toronto Mississauga.  
11. Question Period
    
    Members had no further questions for the administration.
12. Other Business
    
    There were no items of other business.

The Council voted to move in camera.

13. Capital Project (Level 3): Report of the Project Planning Committee for the Temerty Building (MSB West Wing Redevelopment) – Interim Total Project Cost and Sources of Funding
    
    On motion duly made, seconded, and carried 
    
    IT WAS RESOLVED 
    
    THAT the recommendation of the Vice President, Operations & Real-Estate Partnerships, as outlined in the memorandum dated March 19, 2026, regarding the Interim Total Project Cost and Sources of Funding for the Temerty Building (MSB West Wing Redevelopment) project, be approved in principle. 
14. Capital Project (Level 3): University of Toronto Facilities & Services Project Concept Report for the Climate Positive Campus - Project LEAP 2.0 - Total Project Cost and Sources of Funding
    
    On motion duly made, seconded, and carried 
    
    IT WAS RESOLVED 
    
    THAT the recommendation of the Vice President, Operations & Real Estate Partnerships, as outlined in the memorandum dated March 19, 2026, regarding the Total Project Cost and Sources of Funding for the University of Toronto Facilities & Services Climate Positive Campus -Project LEAP 2.0, be approved in principle.
15. Senior Appointments
    
    On motion duly made, seconded, and carried 
    
    IT WAS RESOLVED 
    
    THAT the positions of Vice-President, Operations and Real Estate Partnerships and Vice-President, People Strategy, Equity and Culture be eliminated, effective June 30, 2026.
    
    THAT the position of Vice-President, People, Finance and Digital Services be created, effective July 1, 2026.
    
    THAT the position of Vice-President, Facilities and Real Estate be created, effective July 1, 2026.
    
    THAT the position of Vice-President, Legal, Risk and Safety be created, effective May 1, 2026.
    
    THAT Kristin Taylor be appointed as Vice-President, Legal, Risk and Safety and Chief Legal Officer, for a six-year term, effective May 1, 2026, to April 30, 2032.

The Council moved to open session. 

The meeting adjourned at 7:04 p.m.

April 13, 2026