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

2. 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

3. 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

4. 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)

5. PROJECTED NEW FACULTY REQUIREMENTS FOR ONTARIO UNIVERSITIES CUMULATIVE TOTALS FROM 1997-98 TO: 2004-2005 2010-2011 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

6. YORKS CUMULATIVE COMPLEMENT HIRING PROJECTIONS 0 400 800 2001/022003/042005/062007/082009/10 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 600 200 1000

7. PROVINCIAL OPERATING GRANTS AND TUITION FEE REVENUE PER FTE ENROLMENT ONTARIO UNIVERSITIES 1987-88 TO 1998-99 Source: COU Resource Document

8. Source: Office of the Vice-President Finance and Administration

9. APPOINTMENTS PLANNING CATEGORY OF APPOINTMENTS Made PendingTOTAL Fair Funding3336.469.4 ATOP (Access to Opportunities) 8311 CRCs5 (recommended) 2631 Endowed/Externally Funded 23225 TOTAL 6967.4136.4 Source: Office of the AVP (Academic Resource Planning) /University Secretariat

10. 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

11. 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

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

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

14. 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 2000 -7-513 Commerce Engineering & Applied Science Health Professions Math & Physical Sciences Concurrent Education Other Consecutive Education Law % Science Arts

15. 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

16. DIVERSITY AND REBALANCING DRAFT Projected Change in Undergraduate FFTEs Between 1998/99 and 2005/06 -2000200400600800100012001400 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

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

18. YORKS ENROLMENT PROJECTIONS 20,000 30,000 40,000 50,000 1999- 2000 2001- 2002 2003- 2004 2005- 2006 2007- 2008 2009- 2010 Additional Growth Contingent on Operating and Capital Funding Graduate International Graduate Domestic Undergraduate International Undergraduate Domestic Students Source: Office of Institutional Research and Analysis

19. 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

20. 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

21. 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

22. 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

23. 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