“Boundless” U of T campaign misrepresents the realities of university life

University advertisements misrepresent the constraints on student life

“Boundless” U of T campaign misrepresents the realities of university life

I own this shirt. It is navy blue with a white trim, a nice looking shirt. Perhaps you’ve seen this shirt. I wear it to the gym sometimes, especially the one back home where I show it off as if to say: why yes, I do attend university. Maybe you even own it too, I got mine for free and I know I’m not the only one. What really draws attention to the shirt is the message written across the chest: “I am Boundless.”

Now I’ll admit it’s a great slogan. The first thing you can say about “Boundless” is that it fits all the criteria you would expect from a university slogan. Ambiguity? Check. Opportunity? Check. Infinite horizons? Check.

From a marketing standpoint, the obscurity of this term is what makes it so effective. It carries the idea that school is what you make of it, putting you in the driver’s seat. What’s boundless? Is it the diverse mix of research programs, exchanges, clubs, teams and all manner of opportunities that are readily available at U of T? No. It is you. You are boundless.

“Boundless,” perhaps more than anything else, denotes freedom. One could argue that this is exactly what potential students are looking for. The meaning of the slogan is twofold. It first posits that the university will help provide the necessary environment for you to explore your freedom, while at the same time, the slogan suggests that this environment will not restrict or bind you in any way.

On an academic level, this slogan seems to fit well with U of T’s culture. After all, this school offers some outstanding opportunities. Ironically — perhaps intentionally — this motto runs contrary to some of the popular beliefs about this university. Barring any outside criticism, many students at this school report that the academic demands on their time are too strenuous, and that they invade too deeply into their social lives. This is of course merely the price one pays for attending a top school. Still, the fact that our slogan seems to run contrary to what many of us believe about this university is somewhat troublesome.

If this slogan only meant that we are boundless in the academic sphere then perhaps there would be no issue. However, the various ways in which this slogan is delivered play up both the academic and social advantages of the school.

In one sense, this is a must for the university’s advertising. In an age where the value of any given university degree has shrunk, social networks are becoming increasingly important for many prospective students.

Accordingly, university ads seem to be advancing the social merits of their schools more than ever. In these ads, the message that the social value of the degree is tantamount to academics is not only promoted, it’s unequivocal. After all, how do you think alumni get to the top? When you play Frisbee in the shade of the campus quad with women in sundresses and men in Oxford shirts, yes there is great fun, but there is also an opportunity to make profitable connections.

The reality for many students is that the academic rigors of this school overshadow the social benefits of university. In this sense, our slogan is contradictory. We are not boundless, but heavily bound. We can only hope, then, that this hindrance to social freedom will be worth it in the long run.


Breen Wilkinson is a second-year student studying English, history, and American studies.

U of T building beyond its means

University lacks infrastructure roadmap

U of T building beyond its means

New University of Toronto president Meric Gertler wasted little time expressing the university’s dissatisfaction with provincial levels of funding for post-secondary education, citing funding pressures as a key challenge for the university in his installation address. The Varsity has recently highlighted the alarming growth of deferred maintenance at U of T, as well as the interaction of provincial funding structures and donor priorities with what gets built and fixed at the university. Despite the constant talk of funding levels and priorities, questions around deferred maintenance are still rarely discussed.

For many students, the first of these questions will be: What is deferred maintenance? Deferred maintenance occurs when the university spends less on maintaining its buildings in a given year than it thinks it should. The Facilities & Services department monitors how much upkeep has been delayed until future years in this manner, and their reports make alarming reading.

As of 2012, the university has some $484 million in deferred maintenance. If U of T were to decide to do all that work today, it would cost them one quarter of the university’s endowment. Amazingly, that’s not the alarming part of the problem; even if U of T were to spend that money catching up on maintenance this year, we would still have significant levels of maintenance necessary next year.

It is not difficult to see how the university has arrived at this point, and U of T’s administration is not doing anything that other large Canadian institutions have not done. Every year, U of T has to spend more than it earns — something that it cannot do. Many public institutions — including the ttc, school boards, and the provincial government itself — face this yearly dilemma. The province makes ends meet primarily by incurring debt, but other institutions often make up the funding gap by deferring spending on maintenance. If U of T were to defer other expenses — such as salaries, heating, or financial aid — people would notice. However, the university can easily get by unnoticed without spending millions on removing the asbestos from Sidney Smith, or other projects that are advisable in the long term but not immediately necessary.

It is important to note that deferred maintenance does not pose any immediate danger to the people using these buildings. Facilities & Services monitors the university’s infrastructure, and urgent repairs are carried out before they become a hazard. The problem, however, is that while the asbestos in Sid Smith can be safely contained for now, it will eventually have to go. The same is true for every job that can, for the time being, be safely put off until next year. Deferring maintenance also provides short-term savings at the expense of long-term costs, since labour, material, and evaluation costs increase every year.

Until 2008, U of T was slowly improving the situation; from 2005–2008, the amount of deferred maintenance decreased from about $300 million to less than $200 million, as U of T actually spent more on maintenance than the annual requirement. Since 2008, however, the trend has reversed. Both the rate of increase and the amount of deferred maintenance are now growing every year. Even though U of T’s contribution to maintenance has actually increased steadily since 2008, provincial funding has been declining, and total funding is not keeping pace with need.

This problem of ever-increasing deferred maintenance is compounded by the fact that donors and politicians alike want to fund exciting new projects, particularly innovative or glamorous new buildings. By going along with these plans U of T maximizes the total amount of grant and donation money it receives, and continues to grow its infrastructure and enhance its reputation. All of these are positive developments, and they often lead to tangible benefits for students. The downside is that the university can’t quite afford to maintain the buildings it already has. While some donations fund renovations, which include maintenance or revival funding, new building is almost always part of the deal, leading to even more maintenance cost as those buildings age.

Administrators have argued that U of T can neither tell donors what to fund nor change the government’s mind, and that it has to take advantage of these opportunities or risk falling behind its global competitors. This argument ignores the reality that, eventually, deferred maintenance will catch up with us. The university can devote more money to innovation and growth today by deferring maintenance spending. By doing so, however, administrators ensure that at some point in the future, U of T will have less to spend less on these goals as it is forced to divert funds to urgent up-keep spending.

Allowing donors and capricious provincial grants to set the university’s agenda for growth also puts decision-making in the wrong hands. The university certainly benefits from exciting new buildings, but it needs money for maintenance, as well as more classrooms, residences, and student space. We expect that the provincial government will spend money where it is needed, whether it is glamorous or not. The university and its students — who donors always express a willingness to listen to — must ask that donors provide money for what faculty and students are really asking for, rather than what benefits their reputations or desires for legacy projects. Gertler is a world-renowed urban geographer, and we hope that his academic background will inform a more comprehensive and thoughtful plan for the university’s development.

The Goldring family’s support for the Goldring Student Centre is an excellent example of donor funding for student space. This kind of support is very rare, and has been totally absent from the Student Commons fundraising process, which places the whole burden of funding on students.

The question of deferred maintenance is a question of leadership. The university is sabotaging its long-term growth to further its short-term growth. By incurring an enormous and growing amount of deferred maintenance, and by allowing donors and grants to set a haphazard course for growth, we are undermining the university’s future. University and provincial leaders are taking credit for the university’s current strength and growth, while ensuring a weaker future.

Undergraduate research opportunities take learning beyond classroom

Research opportunities abound for U of T’s undergraduates

Undergraduate research opportunities take learning beyond classroom

As a science student, it can be easy to forget where all of the theories and equations encountered in class come from. The long days of trial-and-error, of running experiments, and of chance discoveries can be hidden by the passage of lecture slides. Going behind the curtain and participating in the actual research process can be extremely rewarding for an undergraduate student; thankfully, a research-intensive university provides many opportunities to do so.



Participating in an undergraduate research project is an early opportunity to be exposed to the inner workings of your chosen field. An “early opportunity where an undergrad can be exposed to research in the lab, outside the classroom, would be a good experience to understand more what [the field] is,” said Armando Marquez, undergraduate counsellor of the Department of Chemistry, “and possibly develop that interest so that … students would continue and do research, go to graduate studies, do a lot more research down the line.”

It can be hard to know if a research career is right for you unless you try it, and the wide range of opportunities at the University of Toronto make undergraduate years the perfect time to give it a whirl.

The experience can certainly boost a resume. “When students get involved with this, it gives them a better opportunity as an experience, that when they go out, when they finish their education here, it makes them a very competitive person when they do apply to graduate studies or work,” said Marquez.

Research InfoYet even if you decide to apply to work in industry, professional school, or change fields entirely, a summer or semester spent doing research provides benefits that will stay with you for years to come.

Some of these wide-ranging benefits are detailed in a document by the Laboratory Medicine and Pathobiology (LMP) department, and include gaining important lab skills, learning how to design an experiment, critically analyzing data, and communicating results. Students gain a deeper understanding of course material and will also have a wide-range of work opportunities after graduation. These important skills can also be taken back to the classroom.

Not only can research enhance scientific knowledge, it can also contribute to one’s personal development. “One of the opportunities for the students who get involved in research is that they are able to network with the grad students [and] with the faculty, and are given the opportunity to do presentations,” said Marquez, adding that, “students who go through this develop a more critical way of thinking instead of just what is fed to you in the classroom.”

Ishita Aggarwal, campus ambassador for the pan-discipline Undergraduate Awards program, pointed out that doing research can affect your world view. “When you participate in research, even at the undergraduate level, you really are able to better interpret claims that are made, not only in the academic setting, but also in popular media and everyday life,” she said. “I think it’s really important not only to be a producer of research, but also to be a better consumer of research.”

U of T offers a wide variety of opportunities for undergraduates to do research, including the second-year Research Opportunity Program (ROP) courses and summer research positions aimed at second- and third-year students. Each department awards positions differently:some require an application to the department as a first step, whiles others require the interested student to email potential supervisors before applying.

In the Department of Chemistry, students submit a résumé, cover letter, and application to the department before the supervisor selection process. “The competition is so fierce that we could probably have between 150 to 200 applications for an average of 25 positions,” said Marquez, who then insisted that he encourages all students to apply, as even the application process is beneficial to them. By applying, he says, students learn how to present themselves professionally on paper, an important post-graduation skill.

If one application is not successful, students should remain positive and keep looking, even if that means investigating opportunities outside of U of T ­— Toronto’s hospital system is a great place to start, for example.

According to Aggarwal, persistence is key: “One of the things that really prevents undergrads from getting involved in research is that they don’t know how and they’re just too scared … the key is not to get discouraged … if you keep attempting to contact the people whose research you’re genuinely interested in, eventually you’ll hear an affirmative answer. But you need to keep trying.”

The International Year of Statistics draws to a close

U of T celebrated with series of interdisciplinary lectures, final lecture next week

Interested in monitoring climate change? Worried about crime rates? Curious about how opinion polls work or how to interpret them? Concerned about the risks of a new medical treatment? The solutions to all of these problems rely on statistics, the science of analyzing and interpreting data. Not surprisingly, statistics have a powerful influence on every aspect of our lives, yet very few people understand how they actually work or exactly what information we can learn from them. In honour of this science, 2013 was proclaimed to be the International Year of Statistics.

Increasing public knowledge about statistical methods and raising public awareness of the importance of statistical research are two of the primary objectives of the International Year of Statistics, a partnership between 2,280 organizations around the world, including the International Statistical Institute, Statistics Canada, and the American Statistical Association.

Over the course of 2013, hundreds of lectures and events have been organized in 128 countries, celebrating the many ways that statistics are being used to solve real-world problems. U of T is a partner organization, and its Department of Statistical Sciences decided to hold a series of six public lectures in honour of the occasion, inviting world leaders in statistical research to present their work to a wide audience.

Professor James Stafford, chair of the Department of Statistical Sciences at U of T, confirms that public outreach was a major goal in organizing the lecture series: “I wanted the audience to be people I didn’t recognize,” he says. “I didn’t want it to be a seminar series.” For Stafford, statistics is “by its very nature interdisciplinary,” a science that has applications in many fields, including biology, computer science, political science, and even the study of medieval manuscripts.

The department recently created a new specialist program in Applied Statistics. Students in the program also complete a concentration in a related discipline ­­— like pyschology, linguistics, or genetics and biotechnology, where skill in quantitative analysis is vitally important. Stafford’s own research has focused on disease mapping. By looking at the distribution of cases of a disease, researchers can identify places where there may be higher incidence of that disease. If they find such a problem area, the next question is simple: Why? Is the higher rate of cases in that area due to environmental factors, social factors, economic factors, or something else entirely? Analysis is often complicated because, for rare diseases like lupus or mesothelioma, data sets may be messy or incomplete. Yet statistical analysis, if done correctly, can still inform advances in policy and medicine.

The increasing importance of statistics is not only due to its interdisciplinary nature, but also due to the increasing amounts of data available. In the last 30 years, computers, smartphones, tablets, and the Internet have radically changed the way that information can be collected and analyzed. Fittingly, the final public lecture at U of T is entitled “Smart Use of Smart Phones and other Mobile Devices to Improve Health.” Professor Susan Murphy will deliver the talk. Murphy is a professor of both statistics and psychiatry at the Institute for Social Research at the University of Michigan. Her research focuses on methods of data analysis that inform the development of new interventions in HIV treatment, diabetes, depression, autism, alcoholism, and obesity. The goal is to deliver analysis of that information, and therefore interventions, in real time, by using smartphones to collect information about a patient.

Professor Susan Murphy’s lecture, “Smart Use of Smartphones and other Mobile Devices to Improve Health” will be held this Thursday, November 21, at 4:00 pm in McLennan 103

A tale of two presidents

U of T's presidential transition provides opportunity for further growth

A tale of two presidents

David Naylor stepped down as U of T president on Friday, ending eight years in the university’s most important office. For almost a decade, Naylor has filled the president’s office with remarkable energy and has often been in the public eye. It is hard to assess Naylor’s personal legacy, but the university has certainly benefitted from his efforts.



At the time of his appointment, Naylor’s successor, Meric Gertler, emphasized Naylor’s achievements in raising U of T’s international reputation: “I am following in the footsteps of President Naylor — a leader who has combined vision, hard work, and dedication to propel the University to compete with the best institutions in the world.” Under Naylor, U of T has placed among the world’s top 20 universities in both the QS World University Rankings and the Times Higher Education World University Rankings. Although Naylor himself has questioned the accuracy and significance of university rankings, they are just one indication of U of T’s growing international standing. Naylor can claim a great deal of credit for this achievement. The “Boundless” fundraising campaign, launched in Naylor’s second term, is the largest in Canadian academic history and has bolstered the university’s global connections. Again, Naylor’s personal involvement has been substantial.

Although Naylor has been good for U of T’s public image abroad, he has been less successful closer to home. Perhaps the most prominent example of this is the proposed student residence that was to be built by Knightstone Capital Management Inc. on College Street. The university’s negotiations with Toronto City Council and with community groups opposed to the proposals were less than cordial. The university released an unsigned statement accusing city councillor Adam Vaughan of “uncharacteristically threaten[ing] to use his office to damage the University’s interests in various ways,” while Harbord Village Residents’ president Rory (Gus) Sinclair threatened to “[go] to war” with the university. The incendiary back-and-forth over the residence contributed to Toronto City Council’s rejection of the proposal. It would be unfair to lay the blame for this fiasco on Naylor alone, but as president, community and public relations were part of his responsibility.

It seems fortunate, then, that incoming president Gertler’s academic background is in urban geography and economics. Gertler seems well-suited to ameliorate the often-strained relationship between the university and surrounding communities. In an interview with The Globe and Mail, Gertler stated that he sees “a real opportunity for the U of T to play an expanded role in city-building, and working with civic leaders.” If U of T is to continue to expand, particularly if it is to finally build new residences, effective communication and compromise with its neighbours must be a priority. This is one promising area where Gertler has the opportunity to make his mark.

There are also areas where Gertler seems poised to build on Naylor’s successes. Gertler has already helped raise $175 million towards the Boundless campaign. He seems eager to pick up where Naylor left off in the university’s fundraising efforts, saying in one interview that he enjoys fundraising. Private donations have met or exceeded expectations for several years, but this is not the only funding question that the new president will have to manage. As president, Naylor repeatedly stated that government funding is unsustainably low. In addition to expanding and improving community relations, Gertler should focus on continuing to persuade governmental bodies to invest in the university. One of Naylor’s approaches to this issue has been to emphasize entrepreneurship at the university. Gertler may well continue this, but should be cautious to prevent excessive commercialization of research and ideas.

Gertler’s history as dean of the Faculty of Arts & Science means he does not assume the presidency with an entirely clean slate. The controversial 2010 review of the faculty, which proposed major budget cuts that included the termination of the university’s Centre for Comparative Literature, drew outcry from students and faculty alike. Gertler also played a major role in implementing the university’s unpopular flat fee policy, which has been a major student grievance since it was introduced. Some tension between the university’s students and its president seems inevitable. Yet these high-profile and unpopular decisions mean Gertler could have an uphill battle to convince skeptical students of his good intentions. This should not, however, preclude constructive dialogue between the new president and student leaders.

The impact of the president on the university is difficult to measure. Like any leader, the tone a president strikes and the example they offer can be as important as specific policies and initiatives. Gertler should model transparency and willingness to consult and compromise in the many challenging situations he will undoubtedly face. The university has, on the whole, been well-served by Naylor, but there is always more work to be done.

Meet Judy Goldring

Family of Governing Council chair has donated over $10 million to U of T

Meet Judy Goldring

Judy Goldring, Chief Operating Officer (COO) at AGF Management, had a special reason to spend time in the library during her undergraduate career at the University of Toronto. “I loved hanging out at Emmanuel College,” she says. “This will really date me, but Tears for Fears did a video at Emmanuel College, and I loved going into Emmanuel College and saying ‘This is where the video was done.’”

Four generations of the Goldring family have attended U of T, including Judy and her brother Blake, both of whom graduated from Victoria University, and both of whom have individually donated over $1 million to the university. The Goldring family has made numerous donations to the university. The most visible signs of its generosity are the recently opened Goldring Student Centre at Victoria University and the Goldring Centre for High Performance Sport, currently under construction on Devonshire. “One of our family principles is to give back to your alma mater,” Goldring explains.

Goldring’s experience as a commuter student informed the decision to contribute to the Victoria student centre. “We’re really so honoured and proud and humbled to be able to put a building that we think will help integrate the commuter students, to have a place for not just commuter students but also [residence] students, and it’s a place of meeting.”

Goldring believes that the development of projects like the two Goldring centres must involve consultation and dialogue between donors and the administration. The student centre at Victoria created some controversy when it was first proposed in 2008, with students voting in a referendum that approved a $100 ancillary fee to pay for one-third of the $21 million building. Goldring says the decision of students to support the project at the time was inspiring. “I think that’s exactly what donations are all about; that’s exactly why if there’s a vote and people will support it, it’s because they want to make sure they’re improving the time for the student experience after they’re gone, and that’s exactly what we wanted to see happen with the Goldring Student Centre.”

The connection to Victoria is obvious, but why high performance sport? Goldring says her father, the late C. Warren Goldring, co-founder of financial firm AGF Management, believed in a well-balanced life. “I did joke with him, ‘There are no Olympians in my side of the family,’” she remembers, “but he was a firm believer about having that element of your life fulfilled, and it is about having all parts of your life in a positive way, and that’s what the Goldring Centre for High Performance does.”

Health is a particular topic of interest for Goldring; her husband has Type 1 diabetes, and she has previously co-chaired the Juvenile Diabetes Research Foundation’s (JDRF) Ride for Research charity event. According to Goldring, the quality of research being conducted at institutions like U of T is particularly important: “In terms of the research excellence that’s done here, you do see organizations like JDRF benefitting from phenomenal research, and research does make a difference in managing diseases like diabetes.”

Goldring believes that it is important for students to take care of their health. “You’ve got a lot of pressure; students today are under a lot of stress, and the pressure to perform and succeed in a very competitive environment is a challenge,” she admits. “But it is a good message to get out — to get out and do that, keep active, keep healthy, eat right.”

Goldring’s contributions to U of T go beyond the remarkable sums she has donated. She has been a member of the University of Toronto’s Governing Council for four years, serving as its vice-chair for two years before being elected to the role of chair on July 1, 2013. “We’ve spoken about my love of this institution, my fond memories of it,” she says. “My family connection has afforded me the opportunity to get involved, and when the opportunity came around for me to get involved with the council, I was excited to be able to give back.”

As Meric Gertler takes over as U of T’s new president, Goldring is leading Governing Council during a period of change for the school, and she looks forward to the work. “Certainly governance, I think, can be helpful in the transition, assuring a smooth transition to support the president and the provost,” she says. “We’re also looking to support, where appropriate, on key defined advocacy issues as the president might define or the administration might define.” Goldring emphasizes that a current key policy initiative for the Governing Council is the implementation of campus councils on the Mississauga and Scarborough campuses, an effort to respond to their growth by increasing decision-making at the local level.

Goldring balances her position at the university with what she drily calls her “day job” as COO of AGF Management, a $38 billion asset management company that invests money for clients without the expertise or inclination to do so themselves. Portfolio managers at the company construct investment packages in which individuals and institutions can then choose to participate. U of T itself employs AGF’s services through the University of Toronto Asset Management Corporation. “So it keeps me busy,” Goldring says of her multitude of responsibilities with a smile.

“Some would argue there’s no such thing as balance,” Goldring notes, when asked how she manages to keep her complex life in order. “It’s just a very busy time on campus right now, which is great. So right now, the balance is a little imbalanced, but it’s okay. It’s all good.”

The discussion eventually turns back to the business of U of T. Goldring shares what she sees as the most significant challenge for universities in Canada. “Broadly speaking, I think for all universities it’s government policy around post-secondary education and sustainability of the framework that we’re operating in,” she says. “It’s one of the more pressing issues; it’s not a new issue, and it’s not going to be solved in a day either.” Still, Goldring is excited about the opportunities for dialogue for the schools leaders going forward, and particularly expressed great confidence in president Gertler.

Perhaps she is remembering her days making friends in The Buttery, or reading in her favourite quiet spaces around Vic, or being awestruck by the building in which Tears for Fears filmed a video (yesterday’s Mean Girls and Convocation Hall, one might say). At any rate, there is context that makes the words Goldring utters in conclusion just a little more meaningful. “Enjoy your time here,” she says. “It goes by quickly.”

U of T St. George defends two-day fall break

Policy maintained in spite of increasing number of Ontario schools implementing week-long breaks

U of T St. George defends two-day fall break

This year marks the first year that Carleton University, Brock University, MacMaster University, and Western University will be providing their students with a fall break. The trend of introducing a second break in the school year comes in part from student leaders demanding an additional period of mental rest, similar to the reading week that already exists in the winter term for undergraduate students.



These four universities contribute to a total of 11 out of Ontario’s 20 publicly funded universities that now have the second break. Within the city of Toronto, York University provides three days, and Ryerson University provides a full week . While an increasing number of schools seem to be adopting the concept, the lengths of the breaks vary between universities, and even within U of T’s own three campuses. U of T Mississauga (UTM) has no designated break at all, whereas U of T St. George (UTSG) has a two-day break, and U of T Scarborough (UTSC) receives a four-day break following Thanksgiving Monday.

According to both the University of Toronto administration and the University of Toronto Students’ Union (UTSU), many studies have shown that a fall reading week boosts the morale of students and offers relief from the “pressure cooker” environment of university. For this reason, an increasing number of universities are implementing a fall break. But why not five days instead of just two?

Ali says that the two-day break was created to enhance the student experience, and that two days is enough to achieve a boost in student morale. The two-day fall break originated in 2009, when the university’s administration reformed its previous five-day policy. Dominic Ali, a media representative for the university, stated: “The changes that took place in 2009 allowed students to better prepare for their exams by having more time to meet with professors, review material, or hold study groups. These changes also allowed the summer session to have the same number of instruction weeks as the fall and winter session.” In essence, the university’s argument is that the two-day break is a compromise to allow for mental reprieve and time to catch up on work while aligning the summer, fall, and winter sessions to the same time frame.

The UTSU disagrees with this position, saying that if some schools can reasonably have five-day breaks, so too should the St. George campus. UTSU president Munib Sajjad noted that the university used to have a five-day fall break, but this was changed to a two-day break in 2009, around the same time that many other schools instituted the break in the first place. Sajjad explained that the UTSU believes that: “Part of the reason for this trend is that institutions are realizing how important it is to address mental health issues proactively.”

The UTSU also cites studies that show that a five-day fall reading week would be particularly effective in improving students’ mental health and general happiness. It was, however, unable to provide the specific studies in question.

When asked why UTSG does not have a five-day, Ali did not give a reason, but cited the changes that occurred over the years, saying: “In 2009, a two-day fall break and a two-day December study period were introduced that parallel the breaks in second term, plus a commitment to end the fall/winter session by April 30. Consequently, the April study week has been reduced to a two-day study break.” By implementing a two-day fall break, the administration has therefore cut down the amount of study time available for students in the winter term between the end of classes and the beginning of exams. Ali did not comment on why it was deemed necessary to have a full week break in the winter, but not one for the fall term.

Ali further stated that the Scarborough campus has a longer break because “Academic schedules [sessional dates] are set independently by division, since different departments have different needs and conditions. A few years ago, few schools had fall breaks at all. Schools with longer breaks tend to start earlier or have more compressed exam schedules.”

Representatives of the UTSU find this response inadequate, and feel that it is not unreasonable to expect a five-day reading week for all three campuses at U of T. The union has met with the university this year about the issue, but did not receive a positive response. “The university administrators seem reluctant to consider this option,” stated Sajjad. “If the administration can see how important this is for students on one campus, we are confident we can show them that it is equally important for the other two.”



Question: How do you feel about the length of U of T’s mid-term break this year?


Jaskaran | First-year, University College

“We only have two days! I mean, that’s horrible.”



Albert | First-year, St. Michael’s College

“That’s horrible! I have two mid terms right after”



Jo Anne | Grad Student, OISE


“I think it should be at least a week (because) we have a week in the spring.”



Chris | First-year, University College

“I’m satisfied with a two-day break, maybe three days.”

Build new structures, or renovate?

Maintenance on existing infrastructure neglected as donors choose to contribute to new projects

Build new structures, or renovate?

The parking lot on St. George Street behind Convocation Hall will soon be covered in scaffolding, with work on the Faculty of Applied Sciences and Engineering’s Centre for Engineering Innovation and Entrepreneurship (CEIE) scheduled to be completed in late 2016.

U of T’s $2 billion Boundless campaign aims to fund a large number of new buildings and capital projects, including building the Centre for Engineering Innovation and Entrepreneurship, the expansion and renovation of the Faculty of Law, and the renovation of the north building at UTM. Some university figures, however, have suggested that the way the university tries to attract donor contributions and provincial funding structures for capital projects incentivize building new over maintaining the infrastructure the university already has. This could be problematic, as buildings in need of repair go ignored while funds are diverted to new construction.

The Engineering Society (EngSoc) has contributed $1 million towards the costs of the building. Rishi Maharaj, former president of EngSoc, says the money came from the Skule Endowment Fund, set up in 2010 to establish a permanent endowment for the society, with the aim of eventually replacing the society’s annual fee and the student contribution to the faculty’s operating maintenance budget. Engineering students contribute $100 a year to the fund. “One of the provisions was that the capital could potentially be spent for something major like a new building,” he explained.

Infra Graphs

Maharaj said that initial plans for the CEIE did not include any student space, and that EngSoc’s donation to the project, an initiative begun last year, is partly an attempt to remedy that situation. “What eventually emerged during my time, was that we would be much more likely to be able to get not all the things we wanted, but a substantial number of them, if we were willing to come up with some money. That was the genesis of the idea to give the university some money.”

Direct student contributions to capital projects like new buildings show a sense of ownership and an acknowledgement that students benefit from these projects, said David Palmer, U of T’s vice-president, advancement and the person behind Boundless. Palmer said that voluntary one-time donations — as opposed to the referendum-supported levy, used to partly fund the Goldring Student Centre at Victoria University, for example — are also a great motivating tool for donors. “That type of student giving is one of the most powerful incentives for donors and alumni to give,” he explained.


Build new or renovate?

Tamer El-Diraby, an associate professor in U of T’s Department of Civil Engineering, says that the university’s focus on new building is partly pragmatic. “There is no politician that I am aware of that wants to cut the ribbon for the renovation of a building instead of placing the foundation stone for a new building,” he said.

Many of the capital projects currently underway at the university include significant renovation or maintenance components, including the north building and 1 Spadina projects. Palmer says that donors do not express a preference for new buildings at the expense of renovating the university’s existing infrastructure. “I’ve never had a donor express to me a preference for new versus renovated [buildings],” he said. “In fact many of the biggest capital projects that we’ve had donors give money to are a combination of both.’

The provincial government has provided $417 million in capital funding to U of T since 2003, according to figures provided by the ministry of training, colleges, and universities (TCU) (see graph above). New buildings and construction accounted for $224 million of those funds. Universities need to consider the maintenance costs associated with new buildings when they apply for funding said Brad Duguid, minister of TCU. “[When] we invest in a new capital project for a university or college, the expectation is that the maintenance of that facility will be covered under the operating budgets of the institution,” he explained. “If an institution doesn’t have the capability of maintaining a facility, they ought to not be applying for funding for us to build it.”

Palmer admitted that donors often have a similar attitude. “Deferred maintenance is often seen by people as the responsibility of the system, of the university, to maintain things correctly,” he explained. “I have never had much success in going to a donor with a pitch to have their funds allocated towards deferred maintenance.” Last week, in responding to questions about deferred maintenance, the university administration indicated that it believes provincial funding levels are currently insufficient, and that it is lobbying the Ontario government on the matter.


Why are we expanding?

Duguid says new infrastructure is key to maintaining the reputation and ranking of Ontario’s universities. “There’s no question that the deferred maintenance issue is a pressure,” he admitted. “At the same time, we also have the pressure of ensuring that we’re continuing to provide a globally-competitive education experience to our students.”

Infra Graphs2

Enrollment at the university has increased significantly in recent decades, with the total number of full-time students at U of T growing from 55,127 in 2000–2001 to 80,899 in 2012–2013. Michael Kurts, assistant vice-president of strategic communications and marketing, said in an email that “demand for PSE has increased due to population increases combined with increasing participation rates,” leading to a growth in enrollment.

These new students need new space, faculty and infrastructure. “U of T cannot say to students, ‘We will not have classrooms for you.’ We cannot say to a chair of a department, ‘We cannot have a secretary for you.’ We cannot tell students, ‘We will not have professors to teach you,’” said El-Diraby. The result, he said, is that maintenance gets deferred because it is the only cost that can be delayed.

Palmer emphasized that the Boundless campaign reflects the priorities set by academic units within the university. “All the priorities for the campaigns begin with academic priorities, that are approved in academic plans by the divisions, and they have to be approved by the provost.”

The ability of a project to attract funding does play a significant role in the planning process, however. Maharaj said that during the initial planning stage for the CEIE, the faculty created a document detailing how the building’s space would be used, broken up into four or five blocks. “Each one of those blocks was based on some type of concept of some type of donor that they would be able to reach with the idea for that space.”

The university has repeatedly emphasized that donors do not try to interfere with the academic priorities or planning of faculties or departments. Brad Evoy, external commissioner of the University of Toronto Graduate Students’ Union (GSU), however, says that donor participation affects what the university is able to fund. “It’s much more about building a new program, building a new thing — something that seems cutting-edge,” he argued. “But it’s not so much about the bread-and-butter basics of the university.”

Palmer said attracting and retaining donors is dependent on their willingness to give to specific areas of the university’s need. “It is almost impossible to steer a donor to an area of interest where they have no interest,” he said. “It essentially is not sensible to even try, because donors — it’s their money, they can give it to whatever worthy charitable cause they wish, and there’s plenty of competition out there.”


What are the implications of this system?

The current system of donor contributions and government funding could lead to unforeseen problems in the future, according to Maharaj. “Over the long term you won’t have a master-planned university, you won’t have a university that evolves according to academic or educational goals — you’ll have a university that evolves towards what people are willing to pay for.”

The university’s Governing Council and Business Board approves capital projects, including new buildings and renovations. The Business Board meeting on Monday, November 4, will include the university advancement division’s quarterly report on gifts and pledges above $250,000.