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

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

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

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

  5. PROJECTED NEW FACULTY REQUIREMENTS FOR ONTARIO UNIVERSITIES Source: Price Waterhouse Coopers, Will there be room for me?, March, 1999

  6. Possible Additional Staff Growth Staff Required for Superbuild Enrolment Growth Staff Retirement Replacements Possible Additional Faculty Growth Faculty Required for Superbuild Enrolment Growth Faculty Retirement Replacements YORK’S CUMULATIVE COMPLEMENT HIRING PROJECTIONS 1000 800 600 400 200 0 2001/02 2003/04 2005/06 2007/08 2009/10

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

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

  9. APPOINTMENTS PLANNING 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. DRAFT DIVERSITY AND REBALANCING Projected Changes in Distribution of Undergraduate FFTEs Between 1998/99 and 2005/06 Law Consecutive Education Other Concurrent Education Math & Physical Sciences Health Professions Engineering & Applied Science Science Commerce Arts % -7 -5 -1 1 3 -3 Source: Institutional Research and Analysis as Submitted to MTCU, September 2000

  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. DRAFT DIVERSITY AND REBALANCING Projected Change in Undergraduate FFTEs Between 1998/99 and 2005/06 Law Consecutive Education Other Concurrent Education Math & Physical Sciences Health Professions Engineering & Applied Science Science Commerce Arts -200 0 200 400 600 800 1000 1200 1400 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. Additional Growth Contingent on Operating and Capital Funding Graduate International Graduate Domestic Undergraduate International Undergraduate Domestic YORK’S ENROLMENT PROJECTIONS Students 50,000 40,000 30,000 20,000 1999- 2001- 2003- 2005- 2007- 2009- 2000 2002 2004 2006 2008 2010 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

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