Strategic Transformation Frequently Asked Questions

Transformative Change is a university-wide strategic approach to achieving financial sustainability, future growth and independent success.

To ensure we are able to achieve the many goals we have set for ourselves in our strategic plan, Our Time, we are immediately:

• Offering a voluntary faculty, veterinarian and librarian retirement incentive program to eligible members. Further information on this program and eligibility has been shared by the Provost and is available to the Members of the University of Guelph Faculty Association and Assistant and Associate Deans.
• Conducting operational reviews across many departments and functions of the University to inform the development of an approach to drive cost savings and redirect resources to our strategic priorities.

Accountability, transparency and engagement are integral to the Strategic Transformation. Throughout this process, there will be opportunities to share updates, provide feedback and ask questions through a series of town halls and through the transform webpage at uoguelph.ca/transform and the transform inbox at transform@uoguelph.ca.

This process is underway and we will continue to update members of the University community as milestones and developments occur. Updates and additional information can also be found on this webpage.

Our deficits have come about as a result of many factors outside our control, including the tuition reduction and freeze, combined with declining provincial operating grants, the pandemic, and record-high inflation, which have resulted in a widening deficit in our operating budget. The University of Guelph is not alone with these challenges and we are confident that our plan for Strategic Transformation will position us to be able to achieve financial sustainability and future growth.

Student’s success and well-being is a core pillar of our values. We are committed to ensuring that all students have the high-quality programming, supports and services they need to thrive. A key component of the Strategic Transformation is to make policy and programming decisions that are best for the overall student population. We are focused on ensuring there is minimal impact on students and providing support to any impacted students by identifying appropriate alternatives.

We are undertaking Strategic Change for the express purpose of ensuring we can meet our priorities. Our objective is to focus on the pillars that make U of G stand apart, including academic and research excellence, innovation and technology, dedication to Indigenization, equity and inclusion, and investing in the people who make it all happen, our staff and faculty.

Without a path to sustainability the University is vulnerable to future challenges and, crucially, will be unable to achieve the many goals we have set for ourselves in our strategic plan, Our Time.

Currently, international students represent about 5 percent of U of G’s total undergraduate student population. The sector average is about 12 to 13 percent. Our domestic undergraduate application and enrolment levels are expected to remain strong in 2023/24; we are planning for moderate growth in international undergraduate enrolment in 2023/24. Increasing international enrolment will continue to be a strategic focus to strengthen our institution while maintaining our commitment to domestic enrolment.

Ensuring that we continue to invest in and expand our services to meet the needs of our current and future students is a priority for the University. U of G continues to invest in a number of initiatives to support international students before they arrive and when they are on campus. We offer scholarships, entrance awards and student financial aid services to ensure more students have a chance to learn at U of G. We are also focusing on enhancing support for our student services and have taken steps to expand our on-campus student housing inventory to give additional options for international students. For example, we have applied to lease the 785 Gordon Street building to be used as a residence for the next three years and as part of our Student Housing Strategy we are consulting with our diverse student population to learn about current and future housing needs to help inform future development plans. We have also launched a new Global Pre-Arrival Support Advising service to help new students navigate the process of joining the U of G community.

Currently, 15 percent of international tuition revenue is set aside to fund international student scholarships. As international enrolment increases, the funding available to support these scholarships would also grow. The University is committed to ensuring that we continue to offer robust supports to our international students, including scholarships and other financial aid programs.

Our goal in undertaking this Strategic Transformation is to build on what works and change what no longer serves us. U of G prides itself on standing out from the crowd through academic and research excellence and providing a distinctive and enriching student experience. We will focus on improving these areas in order to secure our place among Canada’s top universities.

As part of the operational reviews, we will work together with units to assess their structures, funding, resources, and infrastructure requirements and identify opportunities for them to become self-sustaining. Recommendations may include enhanced and diversified revenue generation, or other viable funding structures such as external partnerships. In-year targets for 2023-24 have been assigned to some units already. We will continue to share information about the base budget reductions as it is available.

The University needs to fundamentally change its approach to support the long-term success of the institution. The Voluntary Faculty, Veterinarian and Librarian Retirement Incentive Program (VRIP) is one part of a larger Strategic Transformation to build the sustainable financial capacity necessary to support our priorities, including faculty renewal.

The objective of the incentive program is to incent the retirement of some of our longest serving and highest paid faculty, veterinarians, and librarians to reduce compensation expenses while ensuring we continue to have capacity to fulfill our core teaching and research missions.

No. The incentive program is not connected to the program enrolment intake pauses announced in April. The objective of the incentive program is to incent the retirement of some of our longest serving and highest paid faculty, veterinarians, and librarians to reduce compensation expenses while ensuring we continue to have capacity to fulfill our core teaching and research missions.

Applications to take part in the retirement incentive program are voluntary and will not be imposed by the University.

The voluntary program will provide an opportunity to strategically assess our academic programs and to invest in resources to best address student and faculty needs. The University will hire replacements for some of the vacated positions.

The opportunity to assess our academic programs and support faculty renewal in areas of need or growth will further enhance the student experience.

If you have questions, please contact fasr_questions@uoguelph.ca.

Tenured and tenure-track faculty, and librarians and veterinarians with continuing or continuing track appointments as of May 25, 2023, who:

1. have a total of pensionable service plus age that equals or exceeds 85 as of the date of retirement; and 
2. are within 10 years of their Normal Retirement Date (age 65) or are working beyond their Normal Retirement Date as of the date of retirement (i.e., they are retirement eligible); and
3. have a total full-time service that equals or exceeds 10 years as of the date of retirement, are eligible to apply, subject to the following exclusions:
   1. Vice-presidents, Assistant or Associate Vice-presidents, Deans; or
   2. those in receipt of Long-Term Disability insurance benefits as of May 25, 2023; or
   3. those who, as of May 25, 2023, have already given formal notice of retirement or termination to the University, including those who have entered phased retirement.

Faculty and Academic Staff Relations will reach out via e-mail to notify eligible members.

At this time tenured and tenure-track faculty, and librarians and veterinarians with continuing or continuing track appointments as of May 25, 2023 are eligible for this program. We need to complete the operational reviews before we can make any decisions around staffing. We will be working closely with labour relations leaders throughout this process.

Consideration and decisions regarding applications will be made by the relevant Dean and the Provost and Vice-President (Academic) who are responsible to ensure academic and operational priorities are sufficiently met with the retirement. Submission of an application is not a guarantee of its acceptance.

A payment equivalent to one month of regular salary at the time of voluntary retirement for each year of continuous regular full-time service up to a maximum of twelve (12) months.

No. There will be no provision of payout of unused vacation credits. It is expected that any unused accrued vacation must be used prior to the date of retirement.

Applications should be returned to the Office of the Provost and Vice-President Academic, University Centre, 4th Floor, Executive Suite. Attn: Sheila Prickett.

Applications must be received by the Office of the Provost no later than 4:30 pm Thursday, August 1, 2023. No applications will be accepted after the deadline. Applications will be forwarded to Faculty and Academic Staff Relations for verification of eligibility criteria.

No. Applicants must make an irrevocable commitment to retire in accordance with the terms of the program.

Applicants will receive written confirmation if their application has been approved and will be required to sign a written statement confirming the terms of the voluntary retirement incentive program for each individual Applicant (i.e., amount payable, retirement date).

Applicants must choose one of the following retirement dates:  January 31, 2024, or April 30, 2024.

Decisions regarding applications will be made by the relevant Dean and the Provost and Vice-President (Academic) who are responsible to ensure academic and operational priorities are sufficiently met with the retirement. The selected retirement date may not be guaranteed.

As part of this process, we will be conducting operational reviews across many departments and functions of the University. These reviews will inform the development of an approach to drive cost savings and redirect resources to our strategic priorities.

The University is offering a voluntary faculty, veterinarian and librarian retirement incentive program to eligible members and at all times we will engage in a transparent and accessible manner. Any decisions on staffing will be communicated and every care will be taken for potentially impacted employees.

We are committed to undertaking this process with transparency and accountability. We will share updates with our community as they become available. Updates and additional information can on this web page. 

University leadership has spoken with employment groups and will be working collaboratively within the requirements of all collective agreements.

Through previous actions to reduce operating budgets across the University, we have been able to reduce operating expenditures by nearly $20 million annually. The University community has already gone above and beyond to do more with less.

It is clear we must take a broader, more forward-thinking Strategic Transformation to achieve financial sustainability and future growth to ensure that we’re no longer doing more with less; but the appropriate work with the appropriate resources. The purpose is not to simply save money, but to build on what works and change what no longer serves us.

The University is set to record its third straight annual operating deficit. We have been clear that these deficits were precipitated by tuition cuts and subsequent freezes compounded by our inability to increase revenue, resulting in a widening deficit in the operating budget.

With a depleted reserve and no path to sustainability, the University must take a broader and forward-thinking approach to achieve financial sustainability.

Without a path to sustainability the University is vulnerable to future challenges and, crucially, will be unable to achieve the many goals we have set for ourselves in our strategic plan, Our Time.

The University has many funds that make up the whole of the organization. These funds are dedicated for other purposes and are restricted to be used for specific purposes. For example, while the timing of Research spend might generate a temporary surplus, that money is not available to the operating budget.