Report: UTM Campus Council - November 13, 2024

OPEN SESSION

1. Chair’s Remarks
   
   The Chair welcomed members and provided a summary of the positions available in various constituencies in the upcoming 2025 governance elections. It was noted that the Deputy Returning Officer, Cindy Ferencz-Hammond, would be offering an elections information session on November 19 at 10 a.m. The Chair encouraged those interested in participating in governance to attend that session to learn more about governance, the positions available and the processes related to the elections.
2. Report of the Vice-President & Principal
   
   Professor Gillespie introduced Dr. Lorraine Lipscombe by reflecting on the University of Toronto's historic contribution to diabetes treatment with the discovery of insulin over a century ago. She highlighted the University’s ongoing commitment to leading global diabetes care for the next century, emphasizing the significance of the Novo Nordisk Network for Healthy Populations, directed by Dr. Lipscombe. Professor Gillespie noted that the network, based at UTM, aimed to address the high diabetes burden in the Peel region, particularly among Black, Indigenous, and South Asian communities affected by social determinants of health. She praised Dr. Lipscombe’s leadership and described her extensive academic and clinical roles.
   
   Next 100 Years of Diabetes Care
   
   Dr. Lorraine Lipscombe then presented on the network’s mission and progress. She detailed that the Novo Nordisk Network for Healthy Populations, established in 2021, was a collaborative initiative supported by a ten-year funding commitment from Novo Nordisk Canada. The network focused on diabetes research and prevention, partnering with local and international experts to develop sustainable, community-based health solutions. Dr. Lipscombe discussed the global rise in diabetes cases, driven by inadequate nutrition and inactivity, and highlighted the severe impact on marginalized communities.
   
   She explained that the network aimed to address diabetes through comprehensive strategies, including strengthening governance, improving health systems, and targeting prevention efforts. Dr. Lipscombe outlined the network’s alignment with UTM’s strategic goals, emphasizing research capacity building, student involvement, community partnerships, and impactful projects. She shared examples of student programs, research chairs, and funded projects that engaged local communities and concluded the presentation by expressing enthusiasm for ongoing collaboration and the work ahead.
   
   Report of the Vice-President & Principal
   
   Professor Gillespie provided a brief update, focusing on three notable senior appointments at UTM. First, Professor William Gough was announced as the interim Vice Principal Academic and Dean through the end of the year. Professor Gough had previously served successfully in similar roles at the University of Toronto Scarborough (UTSC) and was recognized for his work on climate research and strengthening UTSC’s co-op program. He replaced Nick Rule, who transitioned to a new position as U of T’s Vice Provost, Academic Programs.
   
   The second announcement welcomed Professor France Gagnon, who would begin her role as UTM’s Vice Principal, Research and Innovation, in January 2025. Gagnon, a leading genetic epidemiologist, came from the Dalla Lana School of Public Health, where she had notably increased faculty grant revenue and improved grant sizes and Tri-Council funding. Her leadership also advanced graduate education and cross-disciplinary collaboration. She would build on the foundation established by Professor Kent Moore, who served as Vice Principal, Research and Innovation, for six years. Moore’s recent accomplishments with his team included launching UTM’s first strategic research plan, establishing a life sciences wet lab accelerator called Spin-Up, and securing major funding proposals. He was recently recognized as a member of the Royal Society of Canada.
   
   Lastly, Dany Savard was appointed Chief Librarian for a five-year term starting in January. Savard had excelled as interim Chief Librarian since March 2024, co-chairing the digital scholarship working group, creating a new annual work plan, and leading proposals to redesign the special collections space. His past roles included Deputy Chief Librarian and Associate Librarian at U of T and various leadership positions at York University.
   
   Professor Gillespie expressed excitement about these appointments and the alignment of their portfolios with UTM’s strategic priorities.
3. Update on the Development of the Operating Plans – UTM Service Ancillaries
   
   Deborah Brown, Chief Administrative Officer, 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 and their corresponding 2025 and 2026 budget plans.  These budgets are to 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 2026-2027.  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 additional 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 were usually released in the month of December.  Consultations on these services were scheduled to occur throughout November and involved committees with representatives from various campus groups.
   
   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).  The Committee reviewed and considered for endorsement the proposed operating budget and residence in October and provided unanimous endorsement for the plan.  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 inform affordable rates. Results were expected by the end of the calendar year. Each year, a rental market analysis was conducted to understand the broader housing landscape. For 2024, UTM contracted economist Will Dunning, who brought over 40 years of expertise in housing markets, to carry out the study. His analysis of the Mississauga and Toronto rental markets, with a forecast through 2028, focused on vacancy rates, rent growth, and student housing needs. Key findings revealed high rental demand driven by an increase in non-permanent residents, with tight vacancy rates around 1.5% expected to continue. This would likely lead to annual rent increases of approximately 5%. The report also highlighted a significant shortage of affordable student housing, emphasizing the importance of ongoing monitoring to address these challenges for UTM students.
   
   During the question-and-answer period, a member thanked the presenter and inquired about the usage and future plans for electric vehicle (EV) charging stations. The CAO explained that the number of EV stations had doubled, and modest fees were implemented to encourage efficient usage. It was noted that the current capacity met demand, but monitoring would continue, especially when planning new buildings or parking lots. Ms Jezierski, Executive Director for Ancillary Services, confirmed that an analysis from the previous year showed 78-79% usage, indicating that demand was being met. In response to a member’s question, it was confirmed that there were modest fees associated with the use of the car care centre, emphasizing the convenience and sustainability of these services.
   
   A member asked about the availability of a benchmarking analysis for ancillary rates. It was noted that comparisons were made and would be available in the next meeting’s budget reports against the St. George and Scarborough campuses, as well as institutions like McMaster and York, although there were challenges with some comparisons since their availability of data varied compared to when UTM was assembling its budgets.
   
   A final question was raised about the UTM Shuttle Service, its funding, and the status of onboard Wi-Fi. Mark Overton clarified that the service was primarily funded through student fees and supplemented by fares from non-UTM students. The member was advised that Wi-Fi concerns should be reported to the service provider directly.
4. 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. 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 Professor Alexandra Gillespie, Vice-President and Principal to present.  The presentation focused on the six priorities of the Strategic Framework that guided UTM’s goals for 2024-25, framing the presentation on what UTM planned to do and what had recently been accomplished.
   
   Professor Gillespie discussed the operating budget, highlighting the University's collaboration across three campuses. She emphasized U of T’s global standing, leadership in research, sustainability, and innovation.  Key achievements included U of T’s top rankings in employability, research, and sustainability, with specific success across diverse academic fields. Professor Gillespie outlined UTM's strategic priorities, noting their impact on the broader University framework.
   
   The Vice-President & Principal then detailed plans to foster student success, addressing challenges in strategic enrollment and student retention, especially under new geopolitical and policy environments. Undergraduate enrollment targets were exceeded, with efforts underway to improve first-year international recruitment and upper-year retention. She 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 succeed, 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 U of T’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 had 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 at many other provincial institutions. 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. 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.  Professor Gillespie recognized sustainability achievements and noted that the focus remained on continuous improvement and innovative partnerships.
   
   During the question-and-answer period, participants discussed enrollment numbers and clarified that the figures shared only included undergraduate students, excluding continuing education and executive program or professional master’s students. It was noted that while there was ongoing conversation about continuing education, the focus remained on undergraduate and graduate students and their needs. However, there was interest in exploring opportunities for adult learners, especially considering the untapped potential of the campus during off-hours.
   
   Additional questions raised included the federal government's impact on international student enrollment and visa policies as a result of the recent announcement of an additional 10% reduction in new study permits for international students over the next two years. It was noted that new master’s and PhD students would now need a Provincial Attestation Letter (PAL), a requirement already in place for undergraduates. Provinces were responsible for allocating quotas and distributing PALs, so further details were pending. Although the University of Toronto was less affected than other institutions, the impact on “Brand Canada” remained severe. The administration described efforts to address these challenges such as by providing support through immigration advisers. They acknowledged the volatility of policies and emphasized being adaptive.
   
   Another topic discussed was improving transit to enhance campus accessibility, which would help increase campus engagement, particularly during evenings and weekends. Efforts were mentioned to collaborate with local transit authorities, aided by data analysis, and to improve service through student advocacy.  The Vice-President & Principal referred to and thanked the efforts of UTMSU and other student groups in this regard.
5. Annual Report: Office of the Ombudsperson, and the Administrative Response, 2023-24
   
   The Chair indicated that the Report of the University Ombudsperson, and the Administrative Response were presented annually to the Campus Council for information.
   
   The Ombudsperson, Professor Emeritus Bruce Kidd, expressed appreciation for the opportunity to present the annual report and comment on the Administrative response. He reported that the Office of the Ombudsperson experienced heightened intensity in cases and an increase in complaints from undergraduates, administrative staff, and post-doctoral fellows. However, an analysis showed a slight overall decrease in total cases across the three campuses compared to the previous year. While UTM had more cases last year, 19 came from a single individual, aligning overall numbers with historical patterns. Notably, there was a significant decline in complaints from teaching staff and graduate students.
   
   The increase in complaints from undergraduates, administrative staff, and post-doctoral fellows showed no clear pattern beyond general concerns like ‘uncivil conduct’ and ‘student services.’ Systemic issues with student services were not identified due to a lack of evidence. Consequently, no new recommendations were made.
   
   The decline in graduate student complaints appeared to reflect cultural improvements and better support developed by the School of Graduate Studies. The Ombudsperson acknowledged the Administration's efforts to address previous recommendations, including strengthening communications, completing the Policy Management Framework, and initiating a review of the Code of Behaviour on Academic Matters. Professor Heather Boon’s (Vice-Provost, Faculty & Academic Life) proactive review was praised, with a hope for more consistent consultation with the Ombudsperson’s office with regard to policy review in the future.  The Ombudsperson commended the appointment of Professor Randy Boyagoda as Provostial Advisor on Civil Discourse and for supporting efforts to uphold open intellectual inquiry and inclusive, respectful discourse.
   
   Lastly, the Ombudsperson highlighted the upcoming 50th anniversary of the office, acknowledging its long-standing contributions to equity and fair decision-making as a testament to the University.
   
   During the question-and-answer period, there were inquiries about the increased number of student service complaints. The Ombudsperson explained that while the exact causes were uncertain, the stressful environment likely contributed, with students reaching out for assistance and getting frustrated when they received no response elsewhere. Despite attempts to identify patterns in the issues raised, none were found. Previously, the office had recommended establishing a formal process for student complaints about administrative staff.
   
   A member referred to Provincial legislation, which had a reporting mandate and commented on the University’s reporting showing discrepancies, specifically mentioning that while Hillel (a Jewish student organization, with U of T Chapter) had documented 500 complaints across nine campuses (75 of which involved the University of Toronto), these did not make it into the Ombudsperson’s numbers due to complex procedures. He suggested a "one-door policy" to streamline complaint submissions and asked for the Ombudsperson’s opinion on simplifying the process.
   
   Professor Kidd acknowledged the challenges, reminding members that the Office of the Ombudsperson served as an office of last resort, dealing with cases only when other channels had failed. He described how, in October of 2023, the University faced overwhelming concerns from Jewish students experiencing harassment, which equity and student complaint offices struggled to address at that time, given the unexpected volume. The Ombudsperson continued to monitor the situation and provided feedback to the administration.  By the end of October, a coordinated triage system had been implemented, and by early November, the situation had seen improvement. Although issues of fear and harassment persisted, the ability of relevant offices to respond had strengthened.
   
   Finally, there was a discussion on whether centralization or the current decentralized approach was more effective. The Ombudsperson emphasized that while a perfect system was lacking, better coordination and communication among equity offices and student services were essential. He underscored the responsibility of the Ombudsperson’s Office and student services to respond promptly and to ensure that people felt safe and supported.