REPORT NUMBER 59 OF THE
UTSC CAMPUS AFFAIRS COMMITTEE
WEDNESDAY, OCTOBER 16, 2024
To the UTSC Campus Council, University of Toronto,
Your Committee reports that it held a meeting in the Council Chamber, Arts and Administration Building, Wednesday, October 16, 2024 at 1:10 p.m. with the following members present:
PRESENT: Brian Harrington (Chair), Dorinda So (Vice-Chair), Linda Johnston (Vice-President and Principal), Karin Ruhlandt (Vice-Principal, Academic and Dean), Andrew Arifuzzaman (Chief Administrative Officer), Desmond Pouyat (Interim Dean, Student Experience and Wellbeing), Faith Opoku Agyemang, Syed Ahmed, Kyle Danielson, Ainsley Lawson, Liv Ansley-Engel, Mark Fitzpatrick, Stephanie Perpick, Silma Roddau, Willow James, Hoorik Yeghiazarian, Monica Sok
REGRETS: Muntaha Almahjub, Tiffany Castell, Sandra Daga, Leonard Hu, Lala Li, Elaine Khoo, Sylvia Mittler, Tanzina Mohsin, Andrew Tam
NON-VOTING ASSESSORS: Ramona Gonsalves, Jeff Miller, Sheila John, Nadia Rosemond
SECRETARIAT: Emma Thacker, Megann Davidson
OPEN SESSION
- Chair’s Remarks
The Chair, Professor Brian Harrington, welcomed members and guests to the meeting. He provided members with information about the upcoming governance elections, noting the following vacancies - 1 administrative staff position; 4 teaching staff positions; and 6 student positions (5 undergraduate and 1 graduate). - Status Report on UTSC Campus Strategic Priorities
The Chair invited Mr. Andrew Arifuzzaman (Chief Administrative Officer), to present his Report. The strategic priorities highlighted in the presentation included:
- Enrollment Priorities: Focus on both domestic and international students. International enrollment had been challenging due to changes in visa policies and perceptions that Canada was less welcoming.
- Operationalizing New Buildings: Progress was being made on projects such as the Sam Ibraham building, Indigenous House, and the Scarborough Academy of Medicine and Integrated Health. These projects were nearing completion or moving forward rapidly.
- Leadership Transition: A new senior academic leadership team was in place. There was no intention to shift away from the current strategic plan ("Inspiring Inclusive Excellence").
- Capital Projects: The Life Sciences campaign had been successful, attracting more students than anticipated. However, some enrollment targets remained unmet. There were challenges with system-wide announcements by provincial and federal governments affecting visa students.
- Budget Overview: The University operated three budget types:
- Operating Budget: Covers day-to-day costs (tuition, government grants, etc.).
- Student Service Fees: Fund services like health, wellness, athletics, and student clubs.
- Ancillary Budgets: Funded by users of specific services (e.g., food services, parking, student housing).
- Revenue Sources: 68% from tuition and government support, 20% from operational revenues, 12% from other revenues (e.g., grants).
- Expenditures: 58% for compensation, 14% for various expenses, 10% for student aid, 8% for occupancy, 7% for capital and equipment, and 3% for pension contingency.
Overall, the campus focus was on meeting enrollment targets, managing operational and capital projects, and addressing financial challenges, especially concerning international students and government funding.
A member asked for clarification on the term 'operational clinic'. Mr. Arifuzzaman explained that they were considering a nurse practitioner clinic (at SAMIH). This clinic would offer nurse practitioners training opportunities and provide servicess to faculty, staff, and eventually the public. Some services being discussed may include travel medicine, flu vaccine support, and diagnostic services.
It would be a nurse practitioner-led clinic with 30 nurse practitioner students from Bloomberg Faculty of Nursing doing clinical placements. They would be supervised by nurse practitioners and work with an interdisciplinary team that may include medical, physical therapy, physician assistant, and pharmacy students. This clinic would resemble a general walk-in clinic and serve faculty, staff, and eventually the public, enhancing healthcare access in the Eastern GTA.
In addition, there was discussion about enrollment, where it was mentioned that undergraduate enrollment numbers wouldn’t be confirmed until November 1. The international student numbers were down this year, which posed a financial challenge.
- Overview of the Council on Student Services (CSS) Budget Process
The Chair invited Desmond Pouyat (Interim Dean, Student Experience & Wellbeing) and Nadia Rosemond (Assistant Dean, Co-Curricular Engagement & Student Leadership) to provide an overview of the process for student service fee development with the CSS. Members were reminded that they would review and consider this item in an upcoming governance cycle. The presentation included the following highlights:- The CSS was described in the Policy on Compulsory Non-Academic Incidental Fees and was known as the ‘Protocol.’
- The CSS was the body of students and administration involved in decisions to increase student service fees.
- CSS Themes for 2024-25:
- Informed decisions through data analysis and evidence-based practices
- Inclusive Excellence being the cornerstone of our UTSC community
- Prioritizing Healthy Campus
- Supporting student living and learning, on and off campus
- Enhancing experiential and international education
- Facilitating academic and career success
- Following the CSS budget meetings, the fees package would come forward to the CAC. The Administrative Assessor was permitted by the ‘Protocol’ to invoke a formula (the UTI and CPI Index Fee), should the CSS budget vote fail.
There were no questions.
- Report of the Presidential Assessors
The Chair invited Professor Karin Ruhlandt (Vice-Principal, Academic and Dean) to share her report.
Dean Ruhlandt commented that it had been an eventful three and a half months since arriving in July at UTSC. She noted her focused on planning for next year and preparing the budget for review by the University leadership. Final enrollment numbers would be ready in early November, and these would guide many plans. There was good news regarding domestic enrollment, particularly in the life sciences programs, however, there was a shortfall of about 400 international students, which created a budget challenge. To address this, SAMIH programming would be opened to international students next year and they were working with departments to ensure enough resources for all students.
In the discussion that followed, concerns were raised regarding the increasing restrictions on international students, especially with new legislation set to take effect in November. The member emphasized the importance of transparent communication with incoming international students, particularly those enrolled in lengthier programs.
Dean Ruhlandt noted the commitment to supporting students, pointing out successful retention rates among international students. She explained that recent visa restrictions were a response to issues caused by some students who had not been adequately supported, leading to broader limitations that affected all international students. Efforts were ongoing to lobby the government against these restrictions, and it was acknowledged that many international students had previously studied in Canadian high schools before applying to U of T. On the domestic front, there had been an increase in domestic student enrollment, due to additional funded seats provided at SAMIH. - Report of the Previous Meeting: Report Number 58 – September 11, 2024
The report of the previous meeting was approved. - Business Arising from the Report of the Previous Meeting
There was no business arising from the report of the previous meeting. - Date of Next Meeting – January 8, 2025, 3:10 p.m.
The Chair advised members that the Committee would meet again on January 8, 2025 at 3:10 p.m. - Other Business
Members had no other business.
The meeting adjourned at 2:10 p.m.
October 28, 2024