Divisional Priorities


Provide reliable, integrated, service-focused institutional infrastructure that helps enable the University to fulfill its Mission and achieve its academic and strategic priorities. The University’s long-term sustainability and the enhancement of campus life are the primary drivers that inform the Division’s work and decision making.


The Finance and Administration Division is responsible for supporting the University’s Mission, strategic and academic plans through its professional leadership in providing for and managing the physical, financial and human resources of the institution. The Division sets administrative standards and provides systems, tools and enabling frameworks required to support the University community in their scholarly, research, teaching and professional activities, and to fulfill compliance and legislative requirements. The Division, through implementation of policy, procedure and accountability measures, safeguards the University’s assets and ensures the effective and efficient use of institutional resources. The Division supports the overall campus experience through the provision of a wide range of services.


The Division brings professional expertise and a strong service orientation in the provision of infrastructure support to the University through the following seven organizational units:

Office of the Vice-President coordinates divisional strategic planning, communication and decision-making; liaison and collaboration with other divisions; and key activities within the division, particularly as they relate to policies, procedures and reports for the consideration of the President and Vice-Presidents, University-wide bodies, the Board of Governors and its sub-committees, and others. The Office engages in institutional space planning and use, as well as the oversight of institutional initiatives, including key safety measures.

Campus Services and Business Operations (CSBO) is responsible for all aspects of facilities and plant at the Keele and Glendon campuses; the delivery of ancillary services; and oversight of commercial activity at the University. The CSBO mandate is to enhance the quality of campus life, support core academic and research activities, while achieving its financial objectives. The core operations include: Campus Planning, Transportation, Bookstores & Printing, Maintenance, Grounds & Custodial, Facilities Development & Construction, Facilities Planning & Renovations, Energy Management, Central Utilities operations, Postal Services, Lease Administration and Fire Safety. The ancillary services include: Parking, Housing, and YU-card & Food Services.

Faculty Relations administers and negotiates the collective agreements with the academic unions. Working closely with the Vice-President Academic & Provost and the Vice-President Finance & Administration, the Executive Director provides advice on interpreting these collective agreements and represents the employer in labour/management meetings, final stage grievances, formal dispute resolution, arbitration processes and negotiations.

Finance functions include financial reporting, general accounting, research accounting, insurance and risk management, treasury, taxation compliance, budget management and procurement services.
Human Resources provides university-wide HR services and support that are professional, fair and foster a work-environment which encourages staff development and a high performance culture. The department's functions include compensation; pensions; benefits and disability management; payroll; training and development; collective agreement administration and negotiations for non-academic employee groups; organizational development, recruitment and employment equity, and health, safety and employee well-being.

Internal Audit is responsible for providing independent, objective assessments to help the University accomplish its objectives and to improve management processes and operations. It brings a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes.

University Information Technology (UIT) provides leadership in information technology, planning, policy development and integrated service delivery for York. In partnership with other University I.T. groups and external providers, UIT provides integrated information technology services, solutions and support that enable all members of the York community in furthering the University’s and their own academic, research and administrative goals.

Community Safety provides oversight and leadership on integrated delivery of safety-related services, programs and university-wide initiatives. The Department’s key functions includes: Security, Emergency Preparedness, Safety Initiatives, and goSAFE.

2015-2016 Objectives

Establish a student-centric ethos throughout the division

Action 1: Support capital projects to enhance student life


  • Ensure engagement with the student community throughout the planning stages to refurbish/modernize public spaces
  • Revision the Harry W. Arthurs Common
  • Ross Podium completion of Phase I; develop plans for phase II to address underside of Ross Building
  • Refurbish Scott Library
  • Continue implementation of the Housing Strategy - upgrades to residences and apartment
  • Prioritize and implement five year washroom upgrade project
  • Ongoing identification and conversion of public spaces into student lounge spaces:
    • East and West Bear Pits (2015-17)
    • Steacie Main Corridor(2015-17)
  • Improve and update classroom spaces to align with new learning paradigms and optimal academic experience
  • Under the auspices of the University Space Committee Develop effective management oversight for classrooms
  • Determine management oversight of courtyard spaces, and develop plan for integrated use of courtyards
  • Ongoing infrastructure improvements with a focus on student and community safety including:
    • Developing a strategy to migrate video surveillance technology to IP-based
    • Completing building perimeter access control to all Keele campus buildings
    • Upgrade existing LCD emergency screens
    • Complete renovations of Security Control and Welcome Centre
    • Complete planning and renovations for Department of Community Safety office
    • Ongoing upgrades to campus lighting
  • Work with leaders of YU Student Centre to construct a second student centre building
    • Complete Design Process
    • Finalize the financing plan with YUSC and their external consultants
    • Seek/obtain appropriate municipal approvals for site plan, zoning, etc.
    • Oversee tendering process and hire General Contractor
    • Project management oversight to ensure project is delivered

Action 2: Develop processes and collaborations to ensure that divisional services enhance student life and engage the student community in assessing and delivering the services


  • Establish a Facilities Services “student round table”
  • Further development of the Active Bystander Program
  • Revamp the delivery of food services to complement residence upgrades
  • Support organized student activities through effective process redevelopment in TUUS
  • Enhance collaboration with VPS and Student Community and Leadership development
  • Engage in partnerships and collaborations with YFS, GSA, the Student Centre, GCSU, and other student organizations

Optimize efficiencies and support for academic and administrative programs

Action: Leverage technology to advance the objective


  • Establish an institutional IT governance structure to ensure effective management and delivery of IT services and projects with the authority to mandate participation and compliance
  • Update and align 2009 IT strategy with institutional goals to reflect current and future needs
  • Support student success through the renewal/replacement of student information system (SIS) and through improvements to learning spaces
  • Enhance overall service delivery and performance through a process oriented, pan-university view, including process review, process change, and change management
  • Employ evidence-based decision making through IT metric collection and reporting practices
  • Obtain maximum benefit from existing and new investments that address gaps related to financial sustainability of IT infrastructure
  • Develop strategic alliances with other Ontario Universities
  • Maximize revenue generation and cost effectiveness in IT services
  • Support greater participation in programs such as Sm@rtBuy and Concur
  • Support enhanced use of YULink and make substantial progress on content expansion
  • Advance Physical Security Systems maintenance and service agreements to facilitate internal maintenance of these
  • In concert with CSBO, UIT and other stakeholders and subject matter experts expand University’s Building Standards for major renovation projects and any new buildings

Optimize space utilization across campus

Action: Develop a pan-institutional approach to space management to ensure the efficient and sustainable management of space


  • A central space authority responsible and accountable for the management of all campus space is established
  • Review of the University Space Committee’s ToR is completed
  • Review of University capital project policy and procedures is completed
  • A comprehensive classroom space inventory and utilization report is completed
  • A prioritized multi-year plan for upgrading and maintaining existing and new classroom spaces is developed
  • Assess and improve space data record-keeping practices, tools, and processes for timely data updating, reporting and validation/verification exercises
  • Process for annual Divisional space planning briefs and institutional priorities is updated and completed for PVP review
  • Continue to support the School of Continuing Education and other academic partners in finding short, medium, and long term solutions to space requirements
  • Prioritized planning process for deferred maintenance is completed

Support SHARP budget model implementation

Action: Develop systems and data and reporting capabilities to support SHARP


  • All Shadow budgets from 2011-16 have been completed
  • Transition plan to SHARP budget model is in place
  • Process and systems are implemented and training is in place to support new budget model
  • Process for budget reporting, governance and approval have been developed

Support implementation of the shared service model

Action: Develop and lead the move towards shared service delivery model (SSDM)


  • Resources are allocated to support SSDM
  • Shared model is designed and implementation is underway in Finance, Human Resources, University Information Technology, and Facilities
  • Communication and training is in place
  • Monitoring mechanism has been established

Support the development of the Markham Campus

Action: Provide financial resources and subject matter expertise in the planning, design and development of the Markham Campus


  • User needs are identified, interrogated, and accommodated effectively
  • User expectations are aligned with allocated financial resources
  • Development provides flexibility for expansion and response to changes in pedagogy and programs
  • Development is integrated with Markham District Energy, allowing for cost savings institutional sustainability
  • Building is ready for occupancy by 2020-2021, or the date as adjusted to reflect final MOUs with the provincial government

Ensure effective, proactive and consistent communication throughout the division

Action: Support and improve resources to enable effective and consistent communication


  • VPFA Division communication working group, with representation from each department, is established
  • Communication working group collaborates on communication plan development
  • Division communication templates are developed
  • Division websites are reviewed for consistency in layout and messaging

Review and improve the delivery of divisional services

Action: Establish ancillary business strategies


  • Effective accountability and reporting mechanisms are in place to continue timely implementation of the $70 million 10-year Student Housing Strategy
  • Ensure effective coordination around development of “The Quad” student housing project
    • Review with Housing Steering Committee and Working Group, CUPE 1356 and other stakeholders
  • Improve reliability of Network services in undergrad residences and ongoing upgrades are to enhance network and communications services are in place for 2016-17
  • Housing Steering Committee and Housing Working Group are fully functioning
  • Strategies for Ancillary Businesses are developed for:
    • Parking Services
    • Food Services
    • Printing Services
    • Bookstore
  • Review of project planning and renovation processes to provide for improved delivery of projects to clients on time, on budget, and within scope

Develop HR/LR strategic initiatives in line with institutional goals

Action: Provide resources and support to procure and upgrade systems to aid in the furtherance of HR/LR initiatives


  • RFP process for the Talent Management System (TMS) completed; TMS Phase I will establish:
    • an applicant tracking and onboarding system
    • tracking for vacation and sick leave management
  • Develop business case for TMS Phase II implementation for recruitment on time and on budget
  • Business process review of all HR transactional services reviewed/ongoing
  • Complete YUSA-2 and CUPE 1356-2 contract negotiations; develop bargaining strategies for 2017 and 2018 negotiations
  • Review Better Workplace initiatives and ensure integration of BW into HR structure while advancing BW objectives
  • Continued participation in Canada’s Top 100 Employers competition
  • Employee rewards and recognition program developed and implemented
  • Facilitate discussions on a collaborative framework for HR services, with roles/responsibilities defined to prepare for development of HR shared service model
  • Develop consultation/communication strategies to advance HR policy/procedure standardization
  • Advance HRIS priorities and develop a robust HRIM strategy:
    • Ongoing TRT refinements
    • Post-Retirement Benefits
    • Pension Sabbatical Top-up
    • Recruitment
    • Full-Time faculty file integration
  • Reviewed implications of employee benefits with an aim to contain costs wherever possible
  • Continue to monitor progress of the province’s initiative to investigate a Jointly Sponsored Pension Plan
  • Redevelop CPM compensation and performance management system
  • Implementation of integrated Mental Health Strategy

Ensure the safest possible environment for community members

Action: Support community safety initiatives through strategic planning and resource allocation


  • Completed development of the Department of Community Safety
  • Hired an Executive Director for the Department of Community Safety and allocated financial resources to the Department
  • Continued progress on implementation of safety-related objectives and recommendations, including:
    • Completion of outstanding METRAC Safety Audit recommendations, including a campus climate survey
    • Continue development of Enterprise Risk Management framework, including further development of metrics and further integration with Board Governance
    • Through broad based community engagement, continue development, piloting, and full launch of York’s Active Bystander Intervention program to York
    • With community consultation and engagement, completed procedures associated with the Policy on Sexual Assault Prevention, Awareness, and Response.
    • Assess progress on implementation of New Intervention Model in Security Services
    • Violent Threat Risk Assessment (VTRA) protocol completed and implemented
    • Enhanced relationship with Toronto Police Service
    • Integration of York processes with TTC and TPS for arrival of subway extension

Fulfill fiduciary responsibility to the University

Action: Continue effective management of Financial Resources


  • 2016-2019 multi-year budget plan developed
  • 2016-2019 multi-year budget plan approved and implemented
  • 10-year Capital Plan and Capital Funding Plan completed/ongoing
  • Net Asset Plan updated for approval
  • Long Term Ancillary Plan updated for approval
  • The Non-Core Asset process advances through YUDC
  • Continued fraud prevention awareness initiatives
    • Consultation
    • Future Phases
  • Continue development of Enterprise Risk Management framework, including further development of metrics and further integration with Board Governance
  • Continue review of pension plan administration to address solvency deficit and funding issues, as well as longer term plan design and fund management risks and opportunities
  • Working collaboratively with YUDC, support and advance the implementation of "Lands for Learning"