university of toronto - presentation · • $12 billion stimulus to gta from salaries, benefits and...

“A strong university helps build a strong city, and the reverse is

also true: a strong city helps build a strong university. We need to leverage this relationship to our

mutual advantage to advance our shared prosperity”

- UofT President Meric Gertler May 2014

Canada’s Leading University

St. George Scarborough

One university, three campuses

84,000 Students

14,000 International students 16,000 Graduate students

13,000 Faculty and 6,000 staff

18 Faculties and schools

60 Professional programs

91 PhD programs

9 Affiliated hospitals

240,000+ U of T alumni in the GTA

Mississauga

Rankings and Reputation

4

Top 15 Canadian Institutions

Rankings and Reputation

5

Top 25 International Institutions

Talent Contribution & Work-Integrated Learning

6

• 2 years after graduation, the employment rate for our graduates is 92%

• U of T provides work-integrated learning opportunities for over 2,600 students per year

• U of T educates a large proportion of graduates in key professions

• U of T funds more than 2,000 student work-study positions per year.

Community Presence + Partnerships

7

• Over 15,500 patients are seen annually by the Faculty of Dentistry’s Clinic.

– 73% of patients’ personal income is less than $30,000 per year

• Over 700+ client files and counting have been opened by U of T’s legal clinics.

• The U of T’s IMAGINE community health centre serves hundreds of patients who would have a hard time receiving care anywhere else in the City.

– These patients suffer from mental illnesses, may be homeless and may be new immigrants not covered by OHIP.

Economic & Employment Impact

8

$6.8B annual economic contribution to the GTA economy

$15.7B annual economic contribution to the Canadian economy

18,000 people directly employed on three campuses – more than Chrysler & GM employ in all of Canada combined

new start-up companies in the past 5 years, fostering economic growth and improving lives

81+

Towards a New Secondary Plan Capital Projects, Entrepreneurial Activities

and Partnerships

UNIVERSITY of TORONTO

ST. GEORGE CAMPUS

Aerial photo of original park lots evolved as campus park-like setting

Towards a New Secondary Plan

How might the new secondary plan work?

St. George Campus

TOWARDS A NEW SECONDARY PLAN


Evolving character areas

St. George Campus


Capital Projects, Entrepreneurial Activities and Partnerships

St. George Campus

CAPITAL PROJECTS, ENTREPRENEURIAL ACTIVITIES AND PARTNERSHIPS

KEY METRICS

TOTAL DOLLAR VALUE OF PROJECTS: $344M Project Range / # of Projects Total TPC Value

< $3M (67 projects) $63.2M

$3M to $10M (3 projects) $12.6M

$10M to $30M (6 projects) $93M

> $30M (5 projects) $175M

Total TPC Value $344M

St. George Campus


Capital Projects

St. George Campus


Capital Projects

Capital Projects

Landscape of Landmark Quality: Competition

St. George Campus


landmark.utoronto.ca

St. George Campus


Entrepreneurial Activities and Partnerships


Ontario Government, University of Toronto and MaRS secure Johnson & Johnson Innovation, JLABS for Toronto – first JLABS Incubator outside of United States

JLABS Incubator in Toronto

BBCIE Entrepreneurial Ecosystem

St. George Campus



One of the city’s top employers:

Large stimulus to the local economy:

A major entrepreneurial hub:

• $12 billion stimulus to GTA from salaries, benefits and expenditures of faculty, staff and students

• $1.3 billion research funding

• More start-ups at U of T than any other North American university (2010-2013)

• U of T employs more people than GM & Chrysler combined across Canada

• Among top 10 non-government employers in Toronto • 7,500 FTE employees at St. George campus


Recognize the University’s role as: An important economic engine

St. George Campus


Capital Projects and Partnerships

St. George Campus


• 730 YONGE

• 35 CHARLES

St. George Campus


Capital Projects and Partnerships

Economic Development Committee : UTSC Master Plan Next Steps

October 14, 2015

Update from February 2014 EDC Meeting

UTSC as evolved into a comprehensive full- service research-intensive University

Largest undeveloped land holdings of any Canadian University (untapped potential)

UTSC currently has almost 13,000 students: Growth over the next 5-7 years to 15,000+ students

Centennial College has 5,000 students on UTSC Campus; 1000 Staff and Faculty, and growing

Total student population on UTSC campus will be over 20,000 by the end of the decade

Pan Am Legacy Facility at UTSC has created a regional draw and sports tourism for decades to come and exemplifies what University and City Partnerships could become

UTSC is using its development opportunities to create an Anchor institution network to build and retain community wealth in the region

UTSC has already led $500,000,000 investments on the campus over the last 7 years

Our Context

The UTSC Campus Master Plan Regional opportunity to:

1. Redefine and revitalize Scarborough 2. Further develop skills and attributes in young people

throughout GTA 3. Further engage with surrounding communities and partners

including the Toronto Zoo, Rouge National Park and Rouge Valley Health System, in providing opportunities for job growth

4. Support and foster new learning and economic activity at the local level

5. Economic spinoffs and uplift at the local level will create conditions favorable for private development

6. Build new Public-Private and Public-Public Partnerships 7. Develop innovation hubs, accelerators and startups

•UTSC has experienced tremendous growth and economic activity yet it has never had a Secondary Plan. It is still under the old and outdated Highland Creek Secondary Plan and Highland Creek Community Zoning By-law No. 10827. In many areas of the campus, the zoning is still single family residential. It has not been updated since the harmonized City OP (2006), or the harmonized Zoning By-law (2013). •UTSC’s current planning framework is outdated and does not reflect the institution’s economic, cultural and city-building role •There are no appropriate standards acknowledging the UTSC context to appropriately evaluate and guide development and investment •The base OP provides only general institutional policies, anticipating that all of the detail will be implemented in a campus plan

Moving Planning Forward 28

Moving the Master Plan to a Secondary Plan

UTSC is making Economic and Social Impact : Anchor Institution Model

• Diverse and international student body with pride of place

• Ongoing campus infrastructure development

• Employment – leverage both construction and operations to create and sustain jobs in Scarborough for the long-term

• Already the regional leader as the academic, athletic and cultural hub in the Eastern GTA

• Momentum is growing in Scarborough from grassroots

– Community partners

– Institutional led Infrastructure Investments

– Scarborough Business Association

– Rotary Clubs of Scarborough: Revitalization report

university of toronto - presentation · • $12 billion stimulus to gta from salaries, benefits and...

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