In July, the University formally launched the York U Forward Action Plan outlining initiatives to be undertaken to continue to advance the University Academic Plan and achieve financial sustainability. These initiatives address external policy directives that have affected University enrolment and revenue, and have been informed by recommendations from the auditor general of Ontario’s report as well as ongoing community input through the University’s collegial governance processes and working committees.
Like many institutions, the financial pressures facing York stem from a slower-than-anticipated recovery of international student enrolment post-pandemic and Ontario’s tuition freeze, starting with a 10 per cent decrease in 2019 and subsequently extended until 2027 – which translates to a loss of $675 million in revenue. Added to these circumstances was an unexpected drop in 2024-25 applications, exacerbated by the federal cap on international students, putting budgets across many Faculties under strain. Consequently, the Board of Governors has approved a plan for the University to balance its operating budget through a combination of growth initiatives intended to drive new revenue and cost-cutting measures.
The goal is to ensure that York continues to advance its vision as a high-quality, comprehensive and research university committed to enhancing the well-being of the communities it serves while aligning expenditures with revenue. The York U Forward Action Plan includes 17 projects organized into three streams – Program Enhancement and Sustainability, Enrolment Recovery, and Administrative – that together aim to strengthen revenue, reduce costs and tackle enrolment issues.
“The University is focused on maintaining the momentum that we have achieved over the past seven years, and deepening our impact at a time when higher education has never been more important,” says David Peters, interim provost and the institutional lead for the academic components of the action plan. “We recognize that there are fundamental changes happening globally that are affecting how, what and who we teach, and we need to respond to the needs of our students and the communities who rely on us.”
Each project has its own delivery and implementation timelines, with some scheduled to ramp up activities in Winter 2025, while others are well underway. One key project, Faculties of the Future, is examining the role of academic structures in empowering colleagues to pursue academic excellence and impact. “This is an opportunity to imagine a university organizational model that enhances student learning, research, and innovation for today and tomorrow,” says Lisa Philipps, senior policy advisor to the president. Philipps has launched a collegial discussion on how York’s academic unit structures could be re-envisioned to enable more collaboration and adaptability while amplifying the University’s unique strengths, values and commitments.
Another project, the Collegial Forum on Undergraduate Retention, is bringing faculty together from many units across the University to better understand the evidence on how academic factors, such as program requirements, teaching, and course planning affect retention and student success, positively or negatively. More than 80 faculty are actively involved in four working groups. Project contributors are doing a thorough survey of the landscape, considering available data on student enrolment, experience and successes under the current model. They are working towards recommendations in January on the most impactful changes that could be made to increase the percentage of enrolled students who stay and complete their programs.
Among administrative projects, the University introduced a Voluntary Exit Program (VEP) for YUSA, CUPE 1356 and CUPE 1356-1 employees, seeking opportunities for efficiencies as early as the 2025-26 academic year. To support faculty and staff through these changes, the University is providing professional development activities through YU Learn and access to mental health resources. Managers also have access to resources to manage workload impacts resulting from the VEP, focusing on aligning responsibilities to maintain service continuity. Details about a program for Confidential, Professional and Management (CPM) employees is expected by the end of the calendar year. More information including an FAQ can be found under the HR Initiatives project on the action plan website.
“The York U Forward Action Plan also incorporates the many opportunities that York has been developing for strengthening our reputation and supporting growth, including enhancing work-integrated learning such as co-op and internships; leveraging new internationalization and global engagement strategies; program enhancements, including new degrees to meet emerging talent needs in health, technology, entrepreneurship and more; and seeking alternate sources of revenue, to name a few,” says President and Vice-Chancellor Rhonda Lenton.
Ongoing community engagement will offer updates and encourage input as the York U Forward Action Plan progresses. Faculty and staff are encouraged to stay informed and involved by visiting the York U Forward Action Plan website, where project updates and details about next steps are regularly posted.