Business Application Report: University of Toronto and UTSC

I. Introduction
Established in 1827, the University of Toronto ranks amongst the top 20 universities1 across North America in the field of academic research and teaching. With over 82,000 students, over 17,000 faculty and staff across three campuses, and an operating budget of $1.8billion2, UofT has a significant capacity to impact the future of higher education and academic research. II. Institutional Mission3
The University of Toronto is committed to being an internationally significant research university, with undergraduate, graduate and professional programs of excellent quality.
Uof T’s mission statement identifies key components: * Purpose – UofT exists to provide undergraduate, graduate and professional programs, and do research. * Vision – Uof T sees itself as an internationally significant research university * Core Values – Freedom of speech , academic freedom, freedom of research, critical thinking, equity and diversity are core values that make quality programs and commendable research achievements possible.
I do not feel that UofT’s mission statement should be revised in any way as it incorporates all components of an effective mission statement according to the Lindsay article. III. Institutional Strategy
UofT’s mission statement and statement of institutional purpose provide an overarching perspective to the Institution’s activities and drive its strategic planning process and goal setting. In 2008, through the document ‘Toward 2030: A third Century of Excellence at the University of Toronto’4, President Naylor provided a guide for achieving excellence in the next two decades. In particular, the university reviewed its mission and vision in light of changes in its business environment, resource constraints, enrollment challenges, and student demographic, and outlined a plan to guide actions in these areas. IV. Divisional Strategy
As part of the planning exercise, and in response to the broad framework provided by Toward 2030, UTSC formulated its own strategic plan in 20085 which comprised of five pillars: Internationalism; New and emerging areas of scholarship; Enhanced graduate training; Experiential learning Sustainable University platform. Each pillar further explored key ideas in ‘Towards 2030’ and carved out a strategic plan unique to UTSC but still very much linked to the broader institutional mission.
UTSC’s strategic goals are aligned with the institutional mission to provide quality academic and professional programs; leadership in research; achieve international significance; build on existing competencies; and exploit its most valuable intangible resource – its intellectual capital(see Appendix 1). V. Conclusion:
UTSC’s unwavering focus on research and teaching, and the rigour required of its academic programs (aligned with UofT standards) enable it to have a distinct competitive edge (see Appendix 2) in the field of higher education and research. Economies of scale allow the institution to capture a significant portion of research funding available. A pervasive ‘publish or perish’ culture keep faculty on their toes, constantly raising the bar for teaching and research. It is UofT’s ability to unite its faculties and divisions and respond strategically as an institution to challenges and opportunities on the horizon that will ensure UofT will see a third century of excellence.

Appendix 1: Analysis of UTSC’s divisional strategic plan in the institutional context

Towards 2030
Institutional Strategy
Towards 2030
Institutional Strategy

UTSC Strategic Plan
Divisional Strategy
UTSC Strategic Plan
Divisional Strategy
Profound Understanding of Competitive Environment * Other post secondary institutions in Ontario, Canada, North America * Growth in graduate and undergraduate students across the province * Decrease in government funding for domestic students * Global competition for research funding
Profound Understanding of Competitive Environment * Other post secondary institutions in Ontario, Canada, North America * Growth in graduate and undergraduate students across the province * Decrease in government funding for domestic students * Global competition for research funding
Experiential Learning
Experiential Learning
Exploiting internal strengths * UofT has vast history of research advancements * UofT has a strong reputation for quality education * UTSC is known as the coop campus * UTSC has a strong existing component of international students
Exploiting internal strengths * UofT has vast history of research advancements * UofT has a strong reputation for quality education * UTSC is known as the coop campus * UTSC has a strong existing component of international students
Clear Mission
UofT - Significance in the areas of teaching and research
UTSC – To focus on new areas of scholarship and establish its leadership is those areas through graduate programs and related research
Clear Mission
UofT - Significance in the areas of teaching and research
UTSC – To focus on new areas of scholarship and establish its leadership is those areas through graduate programs and related research
Enhanced graduate training
Enhanced graduate training
Sustainable University Platform
Sustainable University Platform
Internationalism
Internationalism
New and Emerging Areas of Scholarship
New and Emerging Areas of Scholarship

Appendix 2: Analysis of UTSC’s sustainable competitive advantage

Performing same activities differently
UTSC offers UofT undergrad programs, but stresses a small campus, intimate experience
Performing same activities differently
UTSC offers UofT undergrad programs, but stresses a small campus, intimate experience

Connection of core competencies
Continuous collaborations between units supporting academic and non-academic mandates to ensure a holistic and strong student experience
Connection of core competencies
Continuous collaborations between units supporting academic and non-academic mandates to ensure a holistic and strong student experience
Fit among organization’s activities
Strong International student centre and Coop Offices to support students
Academic restructuring to ensure support for creating new academic programs
Startup research funding for new faculty

Fit among organization’s activities
Strong International student centre and Coop Offices to support students
Academic restructuring to ensure support for creating new academic programs
Startup research funding for new faculty

Performing unique activities
To distinguish itself from UTMand UofT STG, UTSC offers Coop programs and the Greenpath program which is focused on bringing international students to UTSC
Performing unique activities
To distinguish itself from UTMand UofT STG, UTSC offers Coop programs and the Greenpath program which is focused on bringing international students to UTSC
Making trade offs
UTSC does not pursue (or compete with other UofT campuses for) graduate programs except in brand new areas of research
Making trade offs
UTSC does not pursue (or compete with other UofT campuses for) graduate programs except in brand new areas of research

Appendix 3 – Overview of the organization and my role

Role: Financial Officer, in Financial Services at UTSC
Responsibilities:
UTSC specific * Serve as Act as a primary resource in the development, analysis and execution on budgets for all student services and coop departments at UTSC.

* Manage, monitor and forecast budgets within portfolio

* Oversee monthly and year end accounting requirements for units within portfolio

UofT generic * Safeguard university assets by ensuring compliance with University policies and guidelines6

* Ensure transparency and accountability in use of student fee funds

References: 1. http://www.timeshighereducation.co.uk/world-university-rankings/2011-12/world-ranking/region/north-america

2. http://www.utoronto.ca/about-uoft.htm

3. http://www.utoronto.ca/about-uoft/mission-and-purpose.htm

4. Towards 2030: A Long Term Planning Framework for the University of Toronto

5. UTSC Strategic Plan(2008): Setting the course for a new kind of campus

6. http://www.utsc.utoronto.ca/~financial/