Report: UTM Campus Council - January 21, 2025

OPEN SESSION

1. Chair’s Remarks
   
   The Chair began with an elections update. The nomination period for UTM governance bodies closed on January 16th, and the list of candidates was posted on the Governing Council election website. Elections for UTM were planned for the undergraduate student constituency of the Campus Council and the Academic Affairs Committees, and the graduate student and teaching staff constituencies of the Campus Affairs Committee. The campaign period was scheduled to begin on January 27th, with voting held from February 4th to February 14th. Cindy Ferencz-Hammond, the Deputy Returning Officer, was set to host two campaign guideline information sessions for candidates on January 22^nd.
   
   The Chair also highlighted a lectureship, which was established in honor of Professor Hugh Gunz, a former professor of Organizational Behavior and Human Resource Management and chair of the UTM Campus Council. The inaugural Hugh Gunz Memorial Lectureship was scheduled for Tuesday, February 4, 2025 and would honour Professor Gunz’s contributions to career studies and his interdisciplinary approach to research. Both in-person and live-stream options were made available, with registration details accessible at the meeting or through the Secretary.

2. Report of the Vice-President & Principal
   
   City of Mississauga Memorandum of Understanding (MOU) presentation
   
   Professor Gillespie introduced, Amanda Pautler, Interim Executive Director of Public Affairs, to present a report on UTM’s collaboration with the City of Mississauga through a Memorandum of Understanding (MOU).
   
   Ms Pautler began her presentation by expressing gratitude to the Chair and members for their warm welcome. She introduced special guests from the City of Mississauga, including Rob Trewartha and Karen Gomez, acknowledging their contributions as leaders and city-builders alongside UTM colleagues.
   
   Ms Pautler highlighted the shared growth of UTM and Mississauga, underscored by the signing of their first-ever collaboration MOU in 2023. This agreement, focused on fostering a strong reciprocal relationship between the university and the city, aimed to address key questions about Mississauga's future, including economic growth, climate change, equity, and community well-being. She emphasized the unique opportunity to leverage UTM’s research and talent to advance these goals.
   
   The MOU identified five focus areas: promoting truth and reconciliation, combating racism (especially anti-Black racism), fostering healthy populations, building sustainable communities, and advancing prosperity. These themes combined the university's research strengths with the city's vision for addressing current challenges.
   
   Examples of collaboration were shared, including:

• Bringing policymakers and researchers together to tackle urban issues.
• Joint efforts on economic development priorities like wet lab space and robotics.
• Strategic and operational partnerships.

Notable initiatives included:

• The UTM-Temerty-Dalla Lana Novo Nordisk Network for Healthy Populations addressing diabetes in Peel through community-focused research.
• Expanding learning opportunities for UTM students through internships and capstones with City leaders, notably in the Master of Urban Innovation (MUI) program.
• A co-learning and co-design research initiative developed by the Centre for Urban Environments (CUE) and city partners. One impactful project mapped stormwater management capacity after Mississauga experienced severe flooding in 2024, providing critical insights for the city’s climate action plans.

Rob Trewartha (Director of Strategic Communications and Initiatives, City of Mississauga) then shared his observations on the partnership and concluded by expressing enthusiasm for future collaborations, inviting ideas to strengthen the UTM-City partnership for the benefit of Mississauga.

The question-and-answer session addressed collaboration between the city and UTM, infrastructure, and strategic initiatives. Key points included:

• Transportation: Questions about transit projects like the Dundas BRT and roadwork coordination highlighted ongoing city-university efforts to improve infrastructure and involve student voices. Joint advocacy was emphasized.
• Awareness: Suggestions to increase visibility of city-university collaborations and leverage expertise across U of T campuses were acknowledged, with plans to expand communication.
• Values Alignment: Concerns about city leadership statements were addressed by reaffirming shared commitments to combating hate and promoting equity.
• Arts & Internships: Opportunities to expand internships in arts and culture were recognized, with examples of past collaborations cited.
• Health Initiatives: The city’s role in addressing type 2 diabetes through housing, transit, and green spaces was highlighted, linked to its work with the Novo Nordisk Network.
• Environment: The importance of natural environment stewardship was noted as a priority in both the city’s and the University’s strategic planning.

Report of the Vice-President & Principal

Professor Gillespie noted that her report would be followed by a presentation on enrolment from the Registrar and Assistant Dean, Enrolment Management and that she would focus her report on forward-looking strategies to strengthen future enrollment, including the current recruitment cycle.  She noted that enrollment was critical to all operations, including the positive impact students contributed in Mississauga and Peel. Significant challenges, such as changing federal immigration policies, had impacted international student applications across the sector.

Recognizing these pressures, Professor Gillespie outlined five immediate steps UTM would take to support enrollment:

1. Early Admissions: UTM expedited its first round of undergraduate admission offers, using Grade 11 marks to inform decisions and connecting with students earlier to increase engagement.
2. Yield and Anti-Melt Engagement: Enhanced initiatives, such as celebratory messages, apps, and co-curricular programs, were deployed to retain admitted students and combat "summer melt."
3. International Foundations Program (IFP): UTM began exploring partnerships with New College's IFP to recruit high-achieving international students who narrowly missed English proficiency requirements, addressing enrollment declines.
4. Summer Enrollment Expansion: Building on an 18% increase in summer 2024 enrollment, UTM planned diverse course offerings in-person and online to meet student needs, support timely graduations, and boost revenue.
5. Proactive Advising: A pilot program aimed to identify and support students at risk of academic probation early, using first-semester grades and improved communication strategies.

In response to a member’s question about the rationale behind admitting international students with marginal English proficiency instead of prioritizing local Ontario or Canadian students, Professor Gillespie clarified that UTM had a fixed ratio of international students, and these positions did not overlap with domestic enrollment. When international spots remained unfilled, some were reallocated to domestic students. However, she emphasized that international students contributed five times the revenue of domestic students, which was critical given the decline in the real value of funding for higher education in Ontario since the 1990s.

Regarding the International Foundations Program, Professor Gillespie explained that these students were exceptionally talented and only narrowly missed the English language proficiency threshold. If UTM moved forward with the program, these students would pay fees while attending UTM to improve their English skills and if they failed to meet the required standard by the program's end, their offers were rescinded. She further noted that the program played a crucial role in maintaining financial stability while ensuring international students met academic expectations.

3. Enrolment Update
   
   Ms Renu Kanga Fonseca, Registrar and Assistant Dean Enrolment Management provided a presentation on UTM enrolment.
   
   Ms Kanga Fonseca provided a comprehensive overview of enrolment trends from 2018 to 2024. The total full-time headcount fluctuated, peaking at 15,820 in 2021 and settling at 15,000 in 2024. The proportion of international students increased from 24% in 2018 to 31% in 2021, before declining to 26% in 2024. New intake numbers varied, with a notable increase in 2021 and a subsequent decrease in 2024.  With respect to year over year new student intake, Ms Kanga Fonseca noted that for fall 2024, significant changes to international study permits were announced, impacting Canada's post-secondary sector. In 2024, anticipating a shortfall in international admissions, approval was sought and granted to exceed the domestic admission target. Consequently, 941 new international students and 3,033 domestic students were admitted, totaling 3,974 students, which was nearly on target at 3,942. Demand for domestic admissions remained strong, reflecting positively on UTM's appeal for fall 2024.
   
   The top countries of citizenship for new international students in 2024 included China, India, and Pakistan. Ontario high school admission averages rose from 84.9% in 2018 to 89.0% in 2022, then slightly decreased to 87.0% in 2024.  Entrance award recipients were categorized based on their admission averages, with awards ranging from $2,000 to $45,000.  The most popular admission categories in 2024 were Social Sciences, Computer Science, Mathematics & Statistics, and Commerce.  Additionally, 51.61% of students were enrolled in regulated programs, while 28.95% were not yet registered for a program of study. Graduation rates showed that 73.4% of students from the 2011-2017 entry cohorts graduated within seven years.
   
   Discussion following the presentation included strategies to improve first-year student retention and enhance their academic experiences. A member raised concerns about the potentially isolating nature of the first year due to large lecture courses. He suggested expanding programs like utmONE or first-year seminars to provide smaller, more personalized academic environments. Professor Gillespie and others acknowledged this issue, discussing initiatives like the EagleConnect Pre-Arrival program, the academic advising initiative, and courses offered through the Institute for the Study of University Pedagogy (ISUP) which support small-class experiences.
   
   There was consensus on the need for faculty-student connections outside the classroom, leveraging orientation programs and promoting UTM's research strengths to attract and retain students. Suggestions included involving students in research early and highlighting faculty achievements to inspire engagement.
   
   Regarding delayed graduations, members discussed economic and academic challenges. Factors included students balancing part-time work, family responsibilities, program switches, course failures, or limited course availability. Historical trends indicated graduation rates in six years were consistent over decades and similar to peer institutions. Suggestions for improvement emphasized academic advising and support systems rather than pressuring students to accelerate their studies.

4. Operating Plans: UTM Service Ancillaries for 2025-26
   
   The Chair invited Deborah Brown, Chief Administrative Officer, to introduce the item and related presentation. Ms Brown expressed her thanks to students, faculty and staff who participated in the consultations for these ancillary budgets and referred members to details of the consultation process and rate comparisons to UTM’s peer universities in the materials that were made available for these budgets.
   
   Ms Brown then invited Antonia Lo, Director, Student Services and Ancillaries, Brian Cunha, Director, Student Housing & Residence Life, and Megan Evans, Assistant Director, Hospitality & Ancillary Services, to provide details on the proposed ancillary budgets.
   
   Ms Lo provided an overview of the financial performance of UTM’s ancillary services for the current fiscal year and summarized the proposed capital budgets for the upcoming years, as follows:
   
   Net Operating Results:

• Residence Services: Revenue was expected to be lower than budgeted due to reduced demand for summer accommodations caused by online summer courses. Expenditures were also forecasted to be lower due to lower-than-estimated renovation costs for the McGrath Valley townhouses.
• Hospitality Services: Revenue was anticipated to exceed budget because of increased business from conferences, film shoots, and summer catering. However, food service sales were reduced due to lower campus activity during evenings, weekends, and summer. Expenditures were expected to be higher due to upgrades to the Commerce Management System and equipment replacements.
• Parking Services: Revenue was projected to fall below budget due to reduced permit sales for staff, students, and commercial holders. Expenditures were also forecasted to decrease, mainly for non-depreciable assets and annual maintenance costs.
  Capital Budgets:
• Residence: The proposed budget included costs for HVAC and MUA (Make-Up Air) units in Roy Iver Hall, a chiller for Arendale Hall, and new furniture for McGrath Valley.
• Hospitality: It included funding for phase two of the Spiegel kitchen expansion and equipment upgrades across various locations.
• Parking: The proposed budget allocated funds for phase one of a waterproofing enhancement project for parking lots P4 and P8.

Mr. Cunha reported that there was strong demand for on-campus housing, driven by limited off-campus availability, enrollment growth, and the appeal of renovated spaces. For the 2024–2025 academic year, 2,366 undergraduate applications were received, slightly below the previous year’s record but still among the highest on record.  Despite high demand, UTM maintained its first-year student residence guarantee, as outlined in the 2017 Student Housing Master Plan.  Mr. Cunha noted that renovations were a top priority, particularly for the older townhouse stock, including the McGrath Valley project. The first phase of McGrath Valley renovations was underway, involving extensive updates like new floors, doors, windows, roofs, kitchens, bathrooms, and furniture. Renovations were phased to manage costs and minimize disruptions. Recently completed projects, such as the renovated Leacock Lane townhouses, received positive feedback. Rising construction costs required budget adjustments to ensure timely and on-budget completion of projects.  With respect to proposed rates, he noted that annual price comparisons informed rate increases for 2025–2026. Undergraduate single rooms increased by 7%, double rooms by 4%, and graduate/medical/family spaces by 4%. Higher rate increases for renovated McGrath Valley spaces reflected the improved quality and market value. Rate adjustments were developed in consultation with the Student Housing and Residence Life Advisory Committee and received unanimous endorsement.

Next, Ms Evans presented the budgets for Hospitality Services and Parking Services, highlighting key operational results, financial adjustments, and upcoming initiatives. Hospitality Services 2023–2024 Operating Results reflected a loss due to three key factors:

• Total loss of film revenue from the writer's strike.
• Reduced conference and events business levels.
• Transition year with a new service provider.

Budget and Investments for 2025-26 included upgrades to the Commerce Management System (migration to the cloud, POS upgrades) and Phase 2 renovations of the Spigel kitchen, with completion anticipated by May 2025. Ms. Evans noted that food inflation remained high, with non-branded food prices proposed to increase by 3.7% in 2025–2026.

Meal plans underwent some adjustments to introduce more streamlined options. Proposed increases were 4.2% overall for first-year plans and 3.8% for upper-year plans (basic portion). The Capital Improvement Program Enhancement (CIPE) fee increased to align with university sector comparators, and support reinvestments like 24/7 food access and online experience improvements.

With respect to renovations and upgrades it was noted that Spigel kitchen renovations aimed to enhance catering and storage capabilities and that Commerce Management System upgrades supported operational growth and efficiencies.

Addressing the parking services 2026–2027 financial outlook, Ms Evans reported that the ancillary aimed to eliminate its deficit and begin contributing to reserves.  Major projects included the CCT Garage Restoration and P4 and P8 waterproofing repairs. Operational enhancements included the introduction of the AMP Park app in 2024, allowing real-time parking payments.  In addition, 10 motorcycle parking spaces were added in 2024, with plans to implement a motorcycle parking fee in 2025–2026 to align with plated vehicle standards.  A Car Care Center was also opened in 2024, offering services like windshield washer fluid dispensers, tire inflators, and vacuums.

Turning to revenue and proposed rates, Ms Evans noted that parking revenue for 2024–2025 was slightly higher than the previous year but below budget due to decreased sales of certain permits and reduced commercial parking.  The ancillary proposed a 3% increase for all permit types and a 2.9% average increase for pay-and-display rates.  A sessional permit option for the CCT garage would also be introduced, valid September–April, to align with the academic year.
Ms Evans concluded by emphasizing ongoing investments in technology, facilities, and sustainability while maintaining affordability and aligning with user needs.

The Chair of the Campus Affairs Committee, Professor Robert Gerlai, summarized the discussion that had occurred at that committee, which recommended the item forward to the Campus Council.

The discussion period included the following:

A member emphasized the need for more on-campus housing at the Mississauga campus to address challenges faced by international and domestic students, improve graduation rates, and foster community; he advocated for increased investment in residence projects to add to the vibrant campus experience.  Professor Gillespie, although agreeing with the vision, highlighted financial constraints, including limited access to capital for large-scale construction. The CAO added that a residence capital project had been approved by governance in the previous year and was scheduled to open in 2026 with 400 beds.

A member raised questions about how the availability and attractiveness of residence spaces influenced student recruitment and retention. The response clarified that while residences were critical for international students, affordability was a barrier for some domestic students. Residences were viewed as a recruitment tool for students from beyond the local region.

The discussion shifted to financial deficits in Parking and operating losses in Hospitality Services, and strategies to address revenue shortfalls and return to a balanced budget by 2026–2027.

Another member raised concerns about the lack of renovation plans for graduate and family housing, which had seen little improvement since the 1980s. In response, Mr. Cunha acknowledged that there were challenges renovating year-round occupied spaces such as those occupied by graduate students and families. Plans for a comprehensive renovation strategy were under consideration, and feedback from the community would inform future efforts.

The discussion concluded with a vote, and the motion was carried.

On motion duly moved, seconded, and carried

YOUR COMMITTEE RESOLVED

THAT Subject to Executive Committee Confirmation,

THAT, the proposed 2025-26 Operating Plans and Budgets for the UTM Service Ancillaries, as summarized in Schedule 1, the service ancillary capital budgets as summarized in Schedule 5, and the rates and fees in Schedule 6, as detailed in the proposal dated December 2, 2024, be approved, effective May 1, 2025.

5. Reports of the Presidential Assessors

   1. Update on the development of Compulsory Non-Academic Incidental Fees, Office of Student Affairs & Services
      
      Mark Overton, Assistant Principal, Student Services and Dean of Student Affairs provided an update on recent work in the development of next year’s Compulsory Non-Academic Incidental Fees. He noted that at the Committee’s next meeting, he would be bringing forward the advice of UTM’s Quality Service to Students committee (QSS), which provided student governments with opportunities whether to support proposed increases to non-academic incidental fees that partially or fully funded student services, such as the Health & Counselling Centre, the Recreation, Athletics and Wellness Centre, the intercampus Shuttle Service, the Career Centre, the International Education Centre, the Centre for Student Engagement and others.
      
      Mr. Overton explained that QSS, was a collaborative group of student leaders and department administrators responsible for shaping operating plans and budget proposals for compulsory non-academic incidental fees. The QSS process included consultations held in September, October, and November, where student leaders provided feedback on current services and future directions. In December, service teams presented their operating plans and proposed budgets back to QSS. These consultations culminated in fee proposals that included a small increase in Health Services and Athletics & Recreation fees, as well as a modest increase for a bundled set of other student services.  He noted that the proposed fees for the 2025-26 academic year were well below the maximum limits set by university protocols, which were in place for over two decades to ensure affordability. The feedback and endorsement from QSS, along with management reports and budget highlights for the services, were prepared for presentation to the Campus Council at the next meeting.
       

   2. Introduction: Vice-Principal Academic & Dean
      
      The Chair invited the Interim Vice-Principal Academic & Dean to provide an introduction and a report.  Professor Gough shared his background, including as Dean and Vice-Dean at U of T Scarborough (UTSC), extensive involvement in governance, and experience with collective bargaining on behalf of the university.  Looking ahead, he noted that future items of consideration from his office would be UTM’s academic plan as well as a new extra-departmental unit for Forensic Science.