Report: UTM Campus Affairs Committee - October 19, 2023

1. Chair’s Remarks
   
   The Chair welcomed members to the Committee’s cycle two meeting.
    
2. UTM Climate Positive Plan
   
   At the invitation of the Chair, Ahmed Azhari, Acting Executive Director and Managing Director, Operations, Sustainability and Asset Management provided a presentation of UTM’s Climate Positive Plan (2023 climate change mitigation strategy.)
   
   During the presentation Mr. Azhari noted that UTM's climate positive plan, aimed to make the campus more sustainable and achieve a climate positive operating model by 2050. He further noted that UTM had been committed to sustainability since the inception of the Sustainability Office in 2004 and had implemented various initiatives in areas such as academic programs, research, campus facilities, and the built environment.
   
   The presentation highlighted several significant plans and strategies that served as the foundation for the climate positive plan, including the UofT low carbon action plan, UTM’s strategic framework, and campus-wide energy audits. The support of senior leadership was emphasized as crucial for the success of the plan.  The plan had several components with a focus on reducing greenhouse gas emissions from UTM buildings, which accounted for all scope one and scope two emissions on campus. The presentation showed a graph depicting a 28.5% reduction in emissions from the 1990 baseline, achieved through efficiency improvements and infrastructure upgrades completed to date.
   
   Phase one of the plan aimed to further reduce emissions by 39% by 2030, while phase two aimed to make UTM a carbon neutral campus by 2043.  It was noted that the ultimate goal was to become a climate positive campus by 2050, with at least 94% absolute carbon reductions achieved through energy conservation measures and renewable energy generation.
   
   The presentation discussed three pillars of the plan: optimizing energy consumption in existing buildings, improving energy distribution efficiencies, and increasing renewable energy generation. Campus-wide energy audits identified over 240 energy conservation measures, which would be implemented in short, medium, and long-term projects. The use of geothermal systems and district energy systems were highlighted as examples of energy-efficient practices at UTM.
   
   The plan also included deep energy retrofits in the central utilities plant (CUP), electrification, steam to hot water conversion, controls optimization, and energy storage. The goal was to modernize the plant and shift away from fossil fuels as the primary heating source.
   
   Mr. Azhari reported that in 2020, a new utilities master plan was released to enhance the campus utilities infrastructure operating efficiency, redundancy, and resiliency. The plan included the construction of two new nodal utility plants with the option to interconnect with the existing CUP.  These new plants would utilize a centralized electrical infrastructure and a district clean geothermal system to meet the thermal and electrical needs of connected buildings. Solar power would also be harnessed to reduce electricity usage from the grid, with plans to retrofit existing rooftops and parking lots with solar panels. The goal was to achieve 5% renewable energy generation on all new capital projects and install 26 additional solar systems over the next 27 years, providing close to 8 megawatts of free electricity. These measures, along with lighting retrofits, building envelope improvements, HVAC and control optimization, renewable technologies, and water conservation efforts, aimed to make the campus climate positive by 2050.
   
   During discussion the following points were made:

• The plan was commended for its comprehensive, multiprong and systematic approach to sustainability, and the implementation of these changes was eagerly anticipated.
• On the question of trends related to greenhouse gas emissions, it was noted that the overall trend was a reduction, but there would be temporary spikes when new buildings were added.
• On the topic of how the construction of new buildings would impact the climate positive plan, it was noted that the plan was based on energy modeling, and that there would be differences between the models and the actual energy usage of new buildings. The plan would be a living document and would be updated as needed.
• The University should consider using space more efficiently in future building projects.
• The cost of the climate positive plan was estimated to be $160 million over 27 years. Funding strategies were being developed, including using existing infrastructure budgets, partnering with governments, and seeking external funding.
   

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 Provost and the Vice President of University Operations and would receive approval of its enrollment plans in the budget in February of 2024. 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 & Dean, to present. 
   
   During their presentation, it was noted that the Strategic Framework was developed between 2021 and 2022 through hundreds of conversations with various stakeholders. The framework emphasized the commitment to truth, openness, and reciprocity, particularly with Indigenous peoples. It also highlighted the importance of fostering student success, empowering research discovery and impact, embracing our local and global place, building efficient and sustainable operations, and encouraging collaboration and belonging.
   
   The Vice-President & Principal spoke to progress and plans in each of these spokes of plan. In terms of fostering student success, plans for the coming year included accelerating programs with other UofT divisions such as the Faculty of Applied Science and Engineering on robotics and the Dalla Lana School of Public Health on Indigenous Health, implementing a strategic enrollment management plan, and launching a comprehensive student advising project.
   
   Regarding empowering research discovery and impact, a new strategic research plan would be launched, and plans to renovate the Davis Building research lab spaces would begin. The possibility of locating some Acceleration Consortium Self-driving Labs at UTM was also explored. Additionally, plans were discussed to develop a UTM-based hub for the Robotics Institute and the Canadian Robotics Council.
   
   It was reported that embracing the local community was an important part of UTM’s strategy, with plans to strengthen connections with Mississauga employers through a new campus-wide co-op program. UTM planned to collaborate on partnerships to advance projects for biodiversity and climate resilience with organizations such as the Riverwood Conservancy, the Suzuki Foundation, and Credit Valley Conservation. The new memorandum of understanding with the City of Mississauga was also highlighted as an opportunity for engagement with the community.
   
   In terms of capital projects, the launch of UTM's climate positive strategy was highlighted, along with the opening of the new science building and Student Services Hub shortly. Plans were underway for a new student residence, Indigenous placemaking, and student recreational facilities. More information about these projects as well as plans for the F2 building site would be forthcoming in the near future.
   
   On the topic of encouraging collaboration and belonging, the focus was on supporting student mental health, including the establishment of new resources for Black, Indigenous, and racialized students in mental health counseling. The Student Mental Health Task Force, which was a Tri-campus task force aimed at improving support for students' mental health, would guide this work. The need to integrate and connect various well-being and equity, diversity, and inclusion (EDI) initiatives across the campus was also highlighted. A mapping exercise was conducted to identify all the initiatives and explore ways to cross-pollinate and integrate them. Another important part of this goal was the assessment and expansion of programs like Black STEM Scholars and Support, Engage, Experience (SEE) at UTM, which aimed to support high school students from equity-deserving groups in succeeding in STEM fields and other disciplines. Additionally, plans were discussed for Indigenous language teaching and revitalization, organizing a second All Nations powwow, and the return of Indigenous belongings through a consultative process.
   
   The Vice-Principal Academic & Dean spoke to UTM’s academic plan and noted that it would build on the success of the previous plan and guide the future growth and development of UTM. The plan would be developed based on insights from UTM’s external review and feedback from various stakeholders. It was reported that a consultant, Karyn Dumble from the Monarch Group, had been contracted to assist with the plan. The plan was to hold consultation sessions with the UTM community, including students, staff, and alumni, in the late fall. A strategic planning task force was also being formed to support the consultants in their work on the new academic plan.
   
   During the question-and-answer session, a member asked if there was a plan to share a truncated version of the external review that was conducted. Professor Rule noted that a draft of the review had been received and was being processed and some questions addressed before its release.  Another member asked if there would be an expansion in faculty hires to accommodate the growth referenced in the presentation. The Vice-President and Principal noted that UTM had grown exponentially over the past ten years, especially with new faculty hires at the assistant professor level. UTM's strategic priorities were designed to build on this growth and realize the potential that it has made possible. UTM will continue to grow, slowly, in the coming years, and this will result in hiring new faculty at a reduced rate. The primary focus will be on leveraging resources that already exist and strengthening work that was already underway, for example, nursing, public health, and robotics engineering and fostering relationships with the community particularly in the Peel region. 
    
4. Reports of the Presidential Assessors
   
   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 UTM’s Service Ancillaries, which would be submitted for governance consideration at the Committee’s next cycle.
   
   During their presentation, they provided an update on the financial objectives and initiatives of the ancillary services at the university. Ms Brown began with explaining that the ancillary services operated without subsidy and were responsible for capital renewal and maintaining an operating reserve. She reported hat the parking operation was currently in a deficit position due to the pandemic but were expected to recover in the next few years. She further highlighted the consultation activities of various administrative committees consisting of faculty, staff, and students in the decision-making process for ancillary budgets.
   
   The CAO then discussed some of the new contracts and initiatives undertaken by Hospitality & Ancillary Services, including the introduction of a new food service provider, Dana Hospitality, and the renewal of the vending machine contract. In addition, UTM had also implemented a license plate recognition system for parking and the expansion of EV charging stations. Future initiatives included introducing vending machines for Subway outlets, renovating the kitchen to accommodate more sustainable practices, and implementing a pay-by-app mobile parking payment system. There were also plans for a motorcycle parking expansion.
   
   Mr. Cunha continued the presentation and provided an update on student housing and residence life. He highlighted the engagement of the student housing advisory committee and their role in facilitating communication between students and housing staff. He also reported on the recent renovation of Leacock Lane residence and the ongoing planning for the renovation of McGrath Valley. He noted that the first phase of the MaGrath Valley renovation was expected to be completed by Spring 2025.
   
   During discussion, members asked questions about calorie counts on menus and the possibility of a feedback survey for students. Vicky Jezierski, Executive Director of Hospitality & Ancillary Services, explained the challenges of providing calorie counts for customized options; she further noted that staff were working on increasing plant-based food options. She also reported that a survey would be conducted by Dana Hospitality in February or March. On the topic of the deficit position of the parking ancillary, the CAO clarified that the deficit was due to the pandemic and the lack of parking revenues during that time, but that this was expected to be a short-term issue.

CONSENT AGENDA

On motion duly moved, seconded, and carried
 

YOUR COMMITTEE APPROVED
 

THAT the consent agenda be adopted and that Item 7, report of the previous meeting, be approved.
 

5. Report on Capital Projects, as at August 31, 2023
    
6. Report of the Previous Meeting: Report Number 60 – September 21, 2023
    
7. Business Arising from the Report of the Previous Meeting
    
8. Date of the Next Meeting – Tuesday, January 9, 2023

9. Other Business
   
   There was no other business.

The meeting was adjourned at 4:29 p.m.

October 24, 2023