Report: UTM Campus Affairs Committee - October 15, 2024

1. Chair’s Remarks
   
   The Chair welcomed members to the Committee’s second meeting.  
2. Update on the development of the Operating Plans – UTM Service Ancillaries Budgets for 2024-25
   
   Deborah Brown, Chief Administrative Office and Brian Cunha, Director of Student Housing and Residence Life, provided an update on the development of the Operating Plans and Fees for service ancillaries budgets. The presentations provided updates on upcoming consultations and recent initiatives for UTM's ancillary services, including parking, hospitality, and student housing, as well as the 2025 and 2026 budget plans.  These budgets will be presented in cycle three for governance consideration.
   
   Ms Brown shared that UTM’s ancillary services, covering student housing, hospitality, and parking, operate without university funding and rely on generated revenue. She emphasized the importance of maintaining a 10% operating reserve for financial stability, though parking services were currently below this threshold due to deficits from the pandemic. This deficit was projected to be resolved by 2025-2026.  Recent initiatives included a new pay-by-app system for parking, motorcycle parking, and the opening of a car care centre. Planned parking infrastructure upgrades, such as garage restoration and deck waterproofing, were scheduled for the coming year. In hospitality, UTM expanded its commissary facilities, installed specialty vending machines, and negotiated with off-campus partners for meal plan options. Food pricing was being monitored closely, with future adjustments to be informed by consultations, inflation, and the Food Institute of Dalhousie University Food Price report predictions, which are usually released in the month of December.
   
   Consultations on these services were set to involve committees with representatives from various campus groups, with multiple meetings planned throughout the fall term.
   
   Next, Mr. Cunha reported on student housing, emphasizing the role of residence life as a community space for students. He noted that student input was actively sought through the Student Housing Advisory Committee (SHAC), which would review and consider for endorsement the proposed operating budget and residence fees by the end of October.  A key focus for student housing was understanding the broader housing crisis. UTM engaged Canadian market research firm CRI to conduct a housing demand study to assess on-campus housing needs and ensure affordable rates. Results were expected by late October. Additionally, economist Will Dunning was contracted to analyze the Mississauga and Toronto rental markets, projecting tight vacancy rates and continued rent increases, highlighting a need for more affordable student housing.  For the 2023-2024 fiscal year, student housing closed with a surplus and invested $7.5 million in facility improvements, aimed at enhancing the residence experience.
   
   During the question-and-answer period, a member asked about the impact of the Summer 2024 online course pilot on ancillary services, specifically whether budgets were affected and if there were contingency plans for similar situations in the future.  The CAO confirmed that ancillary services, including food and parking, were indeed affected due to reduced on-campus activity; in response, the Food Services team identified popular areas on campus and kept those open while closing less frequented spots, demonstrating a prudent approach to resource management.  For future summers, the team planned to continue this strategy, starting with more facilities open and then adjusting based on campus activity. Early insights from the registrar’s office would help them prepare. It was also reiterated that these services were self-funded, relying solely on the revenue they generated, and any earnings were reinvested into their operations.
3. Status Report on UTM Campus Strategic Priorities
   
   The Chair reminded members that starting in November, UTM would be discussing its budget plans with the Vice-President & Provost and would receive approval of its enrollment plans in the budget in February of 2025. The University’s institutional budget would then proceed for governance consideration and it, along with the UTM campus operating budget, would be presented for information to UTM governance bodies in cycles 4 and 5 of governance.
   
   The Chair invited Professors Alexandra Gillespie, Vice-President and Principal and Nicholas Rule, Vice-Principal Academic and Dean, to present.  Their presentation focused on the six priorities of the Strategic Framework that guided UTM’s goals for 2024-25.
   
   Professor Gillespie discussed the operating budget, highlighting the university's collaboration across three campuses. She emphasized UofT’s global standing, leadership in research, sustainability, and innovation.  Key achievements included UofT’s top rankings in employability, research, and sustainability, with specific success across diverse academic fields. Dean Rule and Professor Gillespie outlined UTM's strategic priorities, noting their impact on the broader university framework.
   
   Professor Rule detailed plans to foster student success, addressing challenges in strategic enrollment and student retention, especially under new geopolitical and policy environments. Enrollment targets were exceeded, with efforts underway to improve first-year international recruitment and upper-year retention. He emphasized the importance of student services, including the new Student Services Hub and expanded experiential learning opportunities like co-op placements and internships.
   
   Research at UTM continued to grow, with the new science building aiding faculty research and industry partnerships. A notable highlight was UTM’s exceptional success in securing competitive research grants. For example, in the recent SSHRC (Social Sciences and Humanities Research Council) Insight Grant competition, UTM faculty members surpassed UofT’s average success rate by 7%. Similarly, in the latest NSERC (Natural Sciences and Engineering Research Council) Discovery Grant applications, UTM faculty achieved a remarkable 91% success rate, compared to U of T’s average of 67%. This marked the third consecutive year where UTM exceeded the tri-campus NSERC average by over 10%, reflecting the faculty’s consistent ability to attract and secure substantial research funding. In addition, UTM's partnerships with the City of Mississauga and other institutions have streamlined collaborations and enhanced research opportunities. Significant progress in community-based research, Truth and Reconciliation efforts, and sustainability was noted, including plans for a new Indigenous building and other spaces fostering cultural engagement.
   
   Professor Gillespie concluded by reporting that despite significant financial challenges across the sector, UTM had managed to achieve remarkable fiscal stability. In 2020, the campus faced a projected $150 million budget deficit, similar to the financial strains that have led many provincial institutions into substantial deficits. However, UTM successfully balanced its budget two years ago and continued to do so, even as new pressures emerged.   Notably, this was achieved without any budget-related layoffs, in line with the principles of UTM's strategic framework. In fact, during this period, the campus increased investment in its academic mission by 12%. UTM planned to maintain this people-first approach while aiming to balance the budget over the next five years. At the same time, Professor Gillespie recognized sustainability achievements and noted that the focus remained on continuous improvement and innovative partnerships.
   
   A member expressed appreciation for UTM’s focus on research and raised a question about the institution's readiness to accommodate the growing number of graduate students, particularly concerning issues like food availability on campus during off-hours and transportation. He asked if there were plans in place to address these areas as new PhD programs were introduced.  In response, Professor Rule emphasized that the increase in graduate students would be gradual, providing ample time for planning and preparation. UTM intended to expand services, including food and transportation, to meet the needs of the growing graduate student body. The response underscored that this growth would be approached thoughtfully, with careful planning to ensure the necessary resources and support were in place. While the focus remained on meeting existing undergraduate enrollment targets, the strategic goal was to expand graduate programs in the future.
4. Reports of the Presidential Assessors

   1. Innovative Partnerships in the Career Centre
      
      Mark Overton, Assistant Principal, Student Services and Dean of Student Affairs introduced the presenters: Jason John, Assistant Director, Employer Relations & Marketing and April Forbes, Career Outreach Consultant.  During the presentation, the Career Center's mission to engage UTM students and recent graduates in developing career management skills and building resilience was highlighted.
      
      A key part of the presentation focused on the integration of Dino, a certified therapy dog, into the Career Center's outreach efforts. Ms Forbes shared how the idea emerged when she noticed how a therapy dog attracted students to Career Centre events. Dino was certified as a therapy dog, and Ms Forbes began hosting "Paws and Unwind" sessions, where students could drop in, relax, and interact with Dino without the pressure of discussing career topics. These sessions created a welcoming, low-stress environment that naturally led to conversations about careers, academics, and wellness. The presentation shared stories of how Dino's presence helped students feel more at ease, facilitating connections and creating a sense of community among participants.
      
      Mr. John also highlighted other innovative partnerships and initiatives at the Career Center. He noted that proximity to other student affairs colleagues at the Student Services Hub led to organic collaborations, such as those with Accessibility and EDI offices to ensure that career fairs were inclusive, offering early access to students who needed a quieter environment. Another collaboration involved the Career Wellness series, which used expressive arts therapy to help students explore their career aspirations through creative methods such as visual arts, drama, and music. Lastly, he explained how partnerships with departments like Health Promotions and the Recreation, Athletics and Wellness Centre allowed the Career Centre to host events that shared costs and resources, effectively creating economies of scale.
      
      In closing, Mark Overton praised the creative and thoughtful engagement strategies at the Career Centre, noting how initiatives like Dino's therapy sessions have led to more meaningful interactions with students.

CONSENT AGENDA
 

On motion duly moved, seconded, and carried

YOUR COMMITTEE APPROVED

THAT the consent agenda be adopted and that Item 5, report of the previous meeting, be approved.

5. Report of the Previous Meeting: Report Number 66 – September 12, 2024
6. Business Arising from the Report of the Previous Meeting
7. Date of the Next Meeting – January 9, 2025

8. Other Business

   There was no other business.

The meeting was adjourned at 4:09 p.m.

September 17, 2024