REPORT TO SENATE ON ACADEMIC PLANNING SHEILA EMBLETON VICE-PRESIDENT ACADEMIC SEPTEMBER 28, 2000

CONTEXT FOR PLANNING – INTERNAL: STRATEGIC OBJECTIVES liberal arts professional and applied studies building on strengths engineering and applied science interdisciplinary health studies high quality graduate education leading research university internationalization technology-enhanced learning

CONTEXT FOR PLANNING - EXTERNAL Demographic changes Shifts in students interests Increasing demand for TEL Competition for faculty Private universities and college degrees Accountability Fees Trends towards targeted funding

VP (Administration) Demographic Change: Double Cohort Scenarios, Ontario Enrolments (000)s Demographic change Demographic change plus double cohort (moderate scenario) Demographic change plus double cohort (extreme scenario)

PROJECTED NEW FACULTY REQUIREMENTS FOR ONTARIO UNIVERSITIES CUMULATIVE TOTALS FROM TO: REQUIRED TO MEET INCREASED STUDENT DEMAND 3,800 4,500 REQUIRED TO MEET PLANNED RETIREMENTS 2,7005,500 TOTALS 6,50010,000 Source: Price Waterhouse Coopers, Will there be room for me?, March, 1999

YORKS CUMULATIVE COMPLEMENT HIRING PROJECTIONS /022003/042005/062007/082009/10 Possible Additional Staff Growth Possible Additional Faculty Growth Staff Required for Superbuild Enrolment Growth Faculty Required for Superbuild Enrolment Growth Staff Retirement Replacements Faculty Retirement Replacements

PROVINCIAL OPERATING GRANTS AND TUITION FEE REVENUE PER FTE ENROLMENT ONTARIO UNIVERSITIES TO Source: COU Resource Document

Source: Office of the Vice-President Finance and Administration

APPOINTMENTS PLANNING CATEGORY OF APPOINTMENTS Made PendingTOTAL Fair Funding ATOP (Access to Opportunities) 8311 CRCs5 (recommended) 2631 Endowed/Externally Funded TOTAL Source: Office of the AVP (Academic Resource Planning) /University Secretariat

SENATE ACADEMIC PLANNING CONTEXT Recent revision of UAP focuses on strategic priorities relating to –enrolment –programs –pedagogy –scholarship Process must allow York to respond both collegially and expeditiously to external initiatives Overall institutional objectives must be paramount

STRATEGIC OBJECTIVES (UAP) liberal arts professional and applied studies building on strengths engineering and applied science interdisciplinary health studies high quality graduate education leading research university internationalization technology-enhanced learning

BUDGET PLANNING Budget planning must respond to academic planning/priorities Academic decision-making must take account of financial context

ENROLMENT PLANNING Undergraduate: –Planning for enrolment decrease in liberal arts majors balanced with growth in applied and professional areas

DIVERSITY AND REBALANCING Projected Changes in Distribution of Undergraduate FFTEs Between 1998/99 and 2005/06 DRAFT -3 Source: Institutional Research and Analysis as Submitted to MTCU, September Commerce Engineering & Applied Science Health Professions Math & Physical Sciences Concurrent Education Other Consecutive Education Law % Science Arts

ENROLMENT PLANNING Double Cohort –Planning to accommodate double cohort growth by: some growth in liberal arts expansion in applied and professional areas TEL joint programming with CAATs

DIVERSITY AND REBALANCING DRAFT Projected Change in Undergraduate FFTEs Between 1998/99 and 2005/ Arts Commerce Science Engineering & Applied Science Health Professions Math & Physical Sciences Concurrent Education Other Law Consecutive Education Source: Institutional Research and Analysis as Submitted to MTCU, September 2000

ENROLMENT PLANNING Graduate: –Increase numbers to maintain balance with undergraduate enrolments –Need to develop more specific plans for graduate enrolment growth

YORKS ENROLMENT PROJECTIONS 20,000 30,000 40,000 50, Additional Growth Contingent on Operating and Capital Funding Graduate International Graduate Domestic Undergraduate International Undergraduate Domestic Students Source: Office of Institutional Research and Analysis

STRATEGIC DEVELOPMENT Business/Professional: Approved by Senate: –Business and Society Program accepted its first students this past year –International BBA –Human Resources Management –Public Administration and Management –Certificate and Diploma in Non-Profit Management –Diploma in Business and the Environment In Planning: –Computational finance programming –Executive MBA

STRATEGIC DEVELOPMENT Applied Science and Engineering: Approved by Senate: –BASc in engineering science –Biotechnology stream In Planning: –Collaborative programs with Seneca in biotechnology, chemical technology, environmental resource management, applied engineering technology

STRATEGIC DEVELOPMENT Health: Approved by Senate: –School of Health Policy and Management with 3 specializations: health management; health policy; health informatics –BSc in Nursing: program accepted its first cohort of students from collaborative programs with Seneca and Georgian this year Under consideration: –Relationship with Canadian Memorial Chiropractic College

STRATEGIC DEVELOPMENT International Studies: Approved by Senate: –European Studies Program –International BBA accepted its first students this year In Planning: –BA program in International Development –Certificate in teaching English to speakers of other languages (TESOL) –Program in South Asian Studies Implementation: –APPC Task Force recommendations on international activities –Endowment of a Chair in Hellenic Studies

STRATEGIC DEVELOPMENT TEL/Collaborative Programs: Approved by Senate: –Collaborative programs with CAATs: ecosystem management urban sustainability international project management –Communication and Culture joint graduate program with Ryerson accepted its first students this year In Planning: –Expansion of collaborative programming with CAATs in applied science, business, health, and communication fields Implementation: –New appointments to support development of TEL –New TEL building with Seneca –Office for TEL established under VPR&I to facilitate R&D