The Senate Committee on Awards is now accepting nominations for the 2027 President’s Research Awards – three of 91��ɫ’s highest honours celebrating research excellence, innovation and leadership.

These awards spotlight exceptional contributions with two disciplinary clusters applicable to the President’s Emerging Research Leadership Award and the President’s Research Excellence Award:

1. engineering, science, technology, health and biomedicine; and
2. social sciences, arts and design, humanities, business, law and education.

The award categories are:

President’s Emerging Research Leadership Award (PERLA)

For full-time faculty members within 10 years of their first academic appointment, PERLA celebrates individuals who have had a notable impact on their field(s) and made a significant contribution to advancing the University’s international reputation for research excellence while significantly and positively contributing to one or more aspects of the 91��ɫ community’s intellectual life.

The PERLA will be conferred to two researchers annually, one from each disciplinary cluster. In cases where there is ambiguity regarding the appropriate cluster, the nominee may include a rationale.

President’s Research Impact Award (PRIA)

This award recognizes full-time, active faculty members whose body of research or scholarship has translated into a notable impact on communities, individuals, public policies or practice beyond academe, or translated successfully into impactful commercial or other applications, while significantly and positively contributing to the University’s research culture and reputation.

President’s Research Excellence Award (PREA)

This recognition honours senior full-time faculty at the rank of professor with distinguished scholarly achievements who have had a notable impact on their field(s) and made a significant contribution to advancing the University’s international reputation for research excellence while significantly and positively contributing to one or more aspects of the 91��ɫ community’s intellectual life.

The PREA will be conferred in alternating years between the two disciplinary clusters. The 2026-27 PREA will be open to cluster 2: social sciences, arts and design, humanities, business, law and education. In cases where there is ambiguity regarding the appropriate cluster, the nominee may include a rationale.

Nominators are encouraged to highlight the nominee’s production of scholarship or creative contributions through public service and community engagement, scholarly publication or the production of works of art. The criteria and nomination forms are available on the Senate Committee on Awards webpage.

Nominations are due Wednesday, Dec. 16 at 4:30 p.m. and should be submitted via MachForm on the Awards webpage. Questions may be directed to the committee secretary at jpratt@yorku.ca.

91��ɫ strongly values diversity and equity within its research community and encourages nominations of those who are under-represented.

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Her first term saw the University’s Impact Campaign double in size, alumni engagement more than double and annual fundraising climb to its highest sustained level on record.

Gajic-Bruyea began in January 2022. One of her earliest decisions was to extend the Impact Campaign by $500 million, lifting 91��ɫ’s goal to $1 billion and making it the most ambitious philanthropic campaign in the University’s history. 

The campaign has secured $768 million to date, passing the halfway mark in roughly half the time expected. Annual fundraising has grown from a five-year average of about $47 million before 2022 to $55 million since. 

Behind those numbers are gifts reshaping 91��ɫ’s campuses. A $6-million gift from Joan and Martin Goldfarb is establishing the Goldfarb Gallery. A $4-million commitment from The Victor Dahdaleh Foundation supported upgrades to the Victor Phillip Dahdaleh Building, operating funding for CIFAL 91��ɫ, and the development of ADERSIM, 91��ɫ’s unique simulation facility for research and training in disaster and emergency response. At the Markham Campus, more than $20 million has been raised toward a $50-million goal, including the $5-million Metropia Student Success Centre. The School of Medicine campaign has raised $33.2 million in gifts and pledges, with new provincial government funding creating a sense of excitement amongst philanthropists around the world. 

Alumni engagement has more than doubled since 2022, reaching 16.8 per cent and climbing toward a 20 per cent target with new programs and services on offer. New international networks, the Alumni Perks App, career coaching and reimagined recognition programs have widened how graduates stay connected. 

Less visible but just as consequential, the Division of Advancement replaced its core technology, implementing a new CRM in 18 months, on time and on budget. The system supports better data, reporting and more personal engagement with alumni and donors. 

“Susana has changed what this University believes is possible,” says Lisa Philipps, interim president and vice-chancellor of 91��ɫ. “She looked at a campaign that was heading for the finish line and saw a much bigger opportunity for our students and our researchers. Then she built the team, the systems and the relationships to go after it. I am delighted she will see it through.” 

The next five years will centre on finishing what was started: completing the $1-billion campaign, moving annual fundraising toward $75 million, reaching 20 per cent alumni engagement and building on 91��ɫ’s move into the medical-doctoral category of universities. 

Gajic-Bruyea pointed to the "collective effort" behind the result. "This rests on a lot of shoulders: alumni showing up in numbers we have not seen before, Faculties coming forward with compelling cases for support, donors backing ideas that will outlast all of us and a team that has done the patient work of rebuilding how we operate," she says. "That combination is what makes ambitious philanthropy possible and what will carry it further." 

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The recommendation, approved by the Board Executive Committee on Sept. 29, was made following a national and international search process.

Dr. Srivastava is dean, Faculty of Arts and Science (FAS), professor of sociology and founding director of the Global Centre for Climate Action (GCAC) research centre at OCAD University. Previously a professor of sociology, gender studies and cultural studies at Queen’s University, Dr. Srivastava was director of the Gender Studies Program at University of Toronto Mississauga from 2002-03.  

Professor Srivastava’s 2024 book, Are You Calling Me a Racist? Why We Need to Stop Talking About Race and Start Making Real Antiracist Change (New 91��ɫ Press), won the 2025 Book Award from the Canadian Sociology Association. It analyzes the emotional and moral landscape of dialogues about race, details the pitfalls of conventional approaches to equity and proposes alternative models to create more substantive and impactful change.  

In keeping with her leadership and interdisciplinary scholarly work on the sociology of race, emotion and organizations, Professor Srivastava has prioritized meaningful equity and decolonization education efforts for students and faculty at OCAD U, including curricular revision and reassessment of evaluation methods for courses on Indigenous content, foundational skills and experiential learning.  

In her role as dean of arts and science, Professor Srivastava has been involved in strategic planning, organizational change, collective bargaining and curricular innovation, and served as acting vice-president academic and provost for four months in early 2024. She achieved financial sustainability for many programs in FAS and implemented an iterative, consensus-based model for decision-making through which she was able to champion innovative approaches to decolonizing and diversifying pedagogies.  

Professor Srivastava established the GCAC to create cultural, social and creative interventions in the climate action sphere, working with artists, designers and scholars to imagine new approaches to sustainability, climate justice and decolonization. She garnered EU funding for a public projection event as part of Nuit Blanche 2025 and has been able to secure major corporate funding to continue the work of the centre. In her prior work as an activist, Professor Srivastava was director of a national environmental campaign for Greenpeace Canada, active in community radio and environmental education, and supported Indigenous, labour and feminist social movements. She holds a master’s in environmental studies from 91��ɫ and a PhD in sociology from University of Toronto.   

I extend my thanks to the members of the search committee for their commitment and guidance throughout this process. I also am deeply grateful to Professor Kathryn McPherson, whose steady leadership as interim dean, LA&PS has and will continue to guide the Faculty until Professor Srivastava assumes her role.  

Sincerely, 

Lisa Philipps 
Interim President and Vice-Chancellor 

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A PDF copy of the synopsis is available to view.

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The new members bring diverse expertise spanning business, technology, law, health and student leadership.

Helen Brennagh, non-academic staff, has been appointed to a one-year term from July 1, 2026 to June 30, 2027. She serves as manager, learning technology services, University Information Technology, and has worked at 91��ɫ for over 15 years.

Andy Chan has been appointed to a four-year term from July 1, 2026 to June 30, 2030. He is a partner at Miller Thomson and Chair of the firm’s International Business Group, where he practices corporate law with a focus on acquisitions, investments and contested transactions. He has been recognized in various capacities, including by Lexpert and Best Lawyer, and is a recipient of the Queen Elizabeth II Diamond Jubilee Medal. He is a 91��ɫ alum (JD ’00).

Michael Eubanks has been appointed to a four-year term from April 1, 2026 to June 30, 2030. He is executive vice-president and chief information officer of goeasy Ltd., bringing more than 30 years of experience across the retail, financial services and technology sectors. He is a 91��ɫ alum (BA '93).

Lucy Iacovelli has been appointed to a four-year term from July 1, 2026 to June 30, 2030. She is the Canadian managing partner, tax and chief administrative officer at KPMG Law LLP, bringing more than 30 years of experience in insurance tax planning, corporate reorganizations, mergers and acquisitions, and tax dispute resolution. She is a 91��ɫ alum (BAS ’90).

Peter Marrone has been appointed to a four-year term from July 1, 2026 to June 30, 2030. He is chairman and CEO of Allied Gold Corporation and previously served as executive chairman of Yamana Gold Inc., which he founded in 2003. He brings more than 35 years of experience in mining, business and capital markets. He is a 91��ɫ alum (LLB ’84).

Arvin Moradi, an undergraduate student, has been appointed to a two-year term from July 1, 2026 to June 30, 2028. He is a fourth-year student in the Honours Kinesiology & Health Science program in the Faculty of Health and currently serves on the 91��ɫ Senate. He advocates for affordability, student well-being and campus safety.

Alicia Pinter, non-academic staff, has been appointed to a two-year term from July 1, 2026 to June 30, 2028. She is executive assistant in the Office of the Vice-President, Division of Equity, People & Culture, and has worked at 91��ɫ for 20 years. She is co-founder and inaugural president of the 91��ɫ Black Staff Network.

Peter Tsasis, Senate member, has been appointed to a two-year term from July 1, 2026 to June 30, 2028. He is a professor of management in the Faculty of Health and the Faculty of Liberal Arts & Professional Studies, and a member of the Faculty of Graduate Studies. His research focuses on health care systems and organizational change.

“91��ɫ is fortunate to welcome such a talented and diverse group of leaders to the Board of Governors,” says Interim President and Vice-Chancellor Lisa Philipps. “I am grateful to each of them for their willingness to serve and for their commitment to supporting 91��ɫ’s mission and community.”

Together, the new members bring a breadth of knowledge, experience and perspectives that will support the Board of Governors in its oversight of the University and its ongoing commitment to advancing 91��ɫ’s priorities.

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The University Tribunal is comprised of students, faculty and staff volunteers who are appointed for a two-year term. 

Tribunal members play an important role in supporting student community standards by serving on hearing panels that adjudicate alleged breaches of 91��ɫ’s non-academic Code of Student Rights and Responsibilities and reviewing appeals of previous decisions. 

Members receive comprehensive training and ongoing professional development in areas such as natural justice, evidence evaluation, decision-making, decision writing and hearing procedures. 

Candidates should be committed to fairness, demonstrate strong communication and listening skills, work collaboratively, maintain confidentiality and have an interest in contributing positively to the 91��ɫ community. 

Those interested should submit a letter of interest and résumé to Ashley Wilches, Office of Student Community Relations, at oscr@yorku.ca by Sept. 30.  are available from the Office of Student Community Relations. 

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Enabled by the plan’s strong financial position, the amendment and update support retirement outcomes for eligible members as well as the University’s path to financial sustainability.

Effective Sept. 1, the final average earnings (FAE) will be calculated using an employee’s four highest-earning years rather than five. This adjustment may result in modest increases to supplementary pension amounts for eligible members who retire on or after Sept. 1, and brings the plan more in line with peer institutions.

“The changes reflect the current strength of the pension plan while supporting the University’s long-term financial sustainability,” says Narin Kishinchandani, vice-president finance and administration.”

The amendment applies only to employees who retire on or after Sept. 1 and does not apply retroactively to those who are already retired.

Alongside this change, the University will temporarily pause its contributions to the minimum guarantee fund for the 2026-27 fiscal year.

The temporary pause is supported by the plan’s strong financial position, including a significant solvency surplus, and will reduce pressure on operating costs as the University continues its path to financial sustainability.

The University does not expect the temporary pause in contributions to have a material impact on the pension plan or on the security of members’ benefits.

Together, these changes are intended to strengthen retirement benefits for eligible members while supporting the University’s long-term financial sustainability. 

To learn more about retirement planning, employees can use the .

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A PDF copy of the synopsis is available to view.

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The plan builds on positive enrolment growth and ongoing operational efficiencies while continuing to invest in priorities that support students, research and community impact.

Approved on June 29, the budget reflects sustained progress made over the past two years to reduce the operating deficit and develop a practical plan for increasing revenue through investments in student experience in classrooms and on campuses, alongside a disciplined approach to resource allocation. It also acknowledges the significant pressures facing the post-secondary sector, including the impact of federal international student caps, provincial funding formulas and broader economic uncertainty.

Interim President and Vice-Chancellor Lisa Philipps says the University community’s collective efforts are making a measurable difference.

“91��ɫ has a credible and well-defined path to balance our budget in the next three years,” she says. “We continue to face evolving and unprecedented pressures, but as a community, we are acting and it is working. Our progress is evident, including strong enrolment indicators for the coming academic year, thanks to the diligent efforts taking place across every corner of the institution.”

The multi-year plan calls for narrowing the deficit from $99.8 million in 2026-27 to $68.4 million in 2027-28, with a return to balance anticipated by 2028-29. While the path forward to deliver on this plan remains challenging, University leaders emphasize that it builds upon action already underway, including continued enrolment growth, prudent financial management and ongoing operational improvements.

Interim Provost and Vice-President Academic Laina Bay-Cheng underscores both the progress achieved and the effort required to sustain it.

“We are not yet out of the woods, but we are on a clear path,” she says. “Over several years, our community has advanced this work with focus and determination.

“Faculty and staff have delivered on key priorities in the face of real pressures, resulting in meaningful progress across the institution. Students have also helped us understand what is most critical to them and their success. Their perspectives will enable us make deliberate choices about where we focus our time, attention and resources in order to sustain momentum.”

Recent indicators point to positive progress. Undergraduate enrolment is projected to exceed both last year’s results and current targets. 91��ɫ has also seen gains in global rankings, which are critical to growing international recruitment. These developments, alongside operational changes implemented across the institution, have contributed to improved financial results relative to earlier projections.

At the same time, 91��ɫ faces ongoing structural challenges that make it more difficult for the institution to withstand reductions to incoming revenue limiting short-term flexibility and reinforces the need for sustained, coordinated action across the University.

Vice-President Finance and Administration Narin Kishinchandani notes that external conditions have shifted significantly over the past year, affecting revenue and planning assumptions.

“The environment has changed in important ways, from the impact of federal international student caps to continued funding and inflationary pressures,” he says. “While recent provincial funding measures have provided some stability, they do not fully offset the structural gap between our costs and sustainable revenues. This budget reflects both those realities and the actions we are taking in response.”

The budget maintains a focus on investments that support long-term sustainability and the student experience. These include academic programming, student financial aid, technology-enabled learning environments, expanded co-op and career support opportunities, and strategic initiatives such as the Markham Campus and the School of Medicine.

Philipps emphasizes that these investments are central to 91��ɫ’s long-term strategy.

“We are investing in 91��ɫ’s academic mission while managing short-term costs,” she says. “Every decision we make comes back to a single question – how it serves our students now and into the future.”

Looking ahead, University leaders stress the importance of continued engagement with faculty and staff. Bay-Cheng and Kishinchandani will visit Faculty Councils in the fall to continue budget discussions, gather feedback and ensure transparency as the University advances its plan.

The next phase of the work will focus on maintaining momentum in key areas, including student recruitment and retention, program alignment, operational effectiveness, continuing to work with the province to support and advance priority initiatives, and targeted investments that support growth and innovation.

“This is a shared challenge requiring a whole-of-institution response,” Philipps says. “We will continue to communicate openly and work together as we move forward. The University mission remains our north star, and the student experience is how we measure our success.”

As 91��ɫ progresses along its path to balance, the budget signals both stability and focus, grounded in the collective efforts of its community and a continued commitment to long-term sustainability.

Watch the June 23 Budget Information Session below, or access the presentation slides or FAQs to learn more. See the budget plan here.

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