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Life After Fifty
Be Fit, Be Social, Be Well
The Organization May Be Just What You're Looking For.
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By Gwendolyn Ebbett
I would like to b egin by acknowledging those retirees who have passed since the Daily News ceased to publish such notices: In September, David Cotter; in October, Cecil Eaves; in November, Nancy McNevin, Wilfred Innerd, and active faculty member, Janice Waldren; in December. Krishan Duggal, Richard Lewis, and James Chacko; in January, Lakshman Marasinghe, Dathathry Pillay, and Bruce McGarvey. I apologize if I missed anyone.
The University has shared with the Executive, a prototype of a new memorial website to be located within the Human Resources Web pages. We have responded with comments and questions, and await a response.
For those who missed the AGM in December, here is a link to the Final Report. Please peruse it at your convenience.
University President, Robert Gordon gave his annual State of the University address on February 2, 2023. Thank you to Jake Soderland for the following report.
The President outlined the University’s performance during the pandemic, praising those who made possible the hurried and unplanned shift from primarily face-to-face to online instruction, and reporting that the shift back to face-to-face instruction was approaching pre-pandemic percentages. He also reported record student numbers and record research grants received in 2022 and outlined a number of joint ventures, including a new student residence and bringing the Windsor-Essex County Health Unit to campus. Especially important to retirees, he noted that the recent “money-for-value audit” by the Ontario Auditor-General found that University finances were in good order. He also noted the cybersecurity attack against University systems. As well, stay tuned for the latest University Strategic Plan, “Aspire” which is nearing completion. If you would like to watch the address, Dr. Gordon's complete address is available to watch at your convenience.
Roger Lauzon and I attended the University’s Reception for Retirees on February 2, 2023. This celebrated all of the employees who retired since the onset of Covid in 2020. In total there were 150 newly retired employees invited. It was a very informal and pleasant event and we hope to recruit several new members.
I thought the membership might be interested in a list of the “Friends of WURA” which will soon be posted on the WURA website. Here is a note from Datta Pillay (just recently deceased) on "Friends of WURA".
It was in 2005 when the founding President of CURAC (College and University Retiree Associations of Canada), Professor Peter Russell of Toronto, visited the University of Windsor and had meetings with the Deans, Vice-Presidents and the President of the University. At this meeting Dr. Richard Caron, Dean of Science volunteered to donate $ 5,000 to WURA to obtain a computer, monitor and printer. In recognition of this gesture, Dr. Caron was the first person to be presented with the "Friend of WURA" Award.
Next, Dr. Ross Paul, President of our University, took the initiative to recognize the retirees and their contributions, agreed to establish the JCC (Joint Consultative Committee), accepted WURA’s strategic plan and provided WURA with an office. For his support, he, too, was given the "Friend of WURA" award.
Vice President, Amanda Gellman (Development and Alumni) was a strong supporter of WURA. Ms. Gellman financed the publishing and mailing costs of WURA Newsletter for several years. She was an eligible candidate to be a "Friend of WURA".
Similarly, Ms. Cheryl Paglione, Manager of Pension and Benefits, was very helpful to retirees in many ways. She was recognized for her support and services as a "Friend of WURA".
Vice President Neil Gold who provided funds for many functions and for the Retirees Travel Fund was recognized as a "Friend of WURA".
Ms. Aase Houser, Director Student Awards for many years, who did splendid work with our Bursary Funds and Scholarships was recognized before her retirement as a "Friend of WURA".
President Alan Wildeman has further elevated the retirees’ status. His continuing support and encouragement has no parallel. He deserves to be a recipient of the "Friend of WURA" Award.
Prior to the "Friend of WURA" Award, we gave certificates to Mr. Jim Butler and Mr. Jim Skinner for support and service to WURA.
Since Datta's note, two other recipients have been named: Douglas Kneale and Mary Ann Rennie.
I wish you all a very happy and bright spring.
Respectfully submitted,
Gwendolyn Ebbett
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EXECUTIVE AND COMMITTEE SLATE OVERWHELMINGLY APPROVED BY MEMBERSHIP:
RESULTS of the WINDSOR UNIVERSITY RETIREES’ ASSOCIATION VOTE
In the recent on-line vote for the WURA Executive and Committee slate, a total of 70 ballots were received; 68 in favour of accepting the list of candidates as proposed by the Nomination committee, one vote to reject the list and one abstention. No mail-in ballots were received by the deadline date.
The Executive and Committee membership for 2023/24 is as follows:
President: Ms. Gwendolyn Ebbett
Vice-President: Dr. Bruce Elman
Secretary: Dr. Walter (Jake) Soderlund
Treasurer: Dr. Norman King
Past President: Mr. Roger Lauzon
Directors-at-Large: Dr. Adrian Van Den Hoven, Dr. Geri Salinitri, Dr. Christina Simmons
Webmaster: Mr. Richard Dumala
STANDING COMMITTEES
Scholarship Committee: Dr. Ron Barron, Dr. Dale Rajacich, Dr. Barbara Thomas
Communications Committee: Ms. Gwendolyn Ebbett (Chair), Dr. Karen Roland, Dr. Bruce Elman, Mr. Richard Dumala, Mr. Joe Saso
Editorial Board (part of the Communications Committee): Dr. Bruce Elman, Dr. Stuart Selby, Mr. Richard Dumala
Nominating Committee: Mr. Roger Lauzon, Dr. Barbara Thomas, Dr. Norman King, Dr. Geri Salinitri
Pension and Benefits Committee: Ms. Johanna Foster, Dr. Lucia Yiu, Dr. Ihor Stebelsky
Social Committee: Dr. Mary Lou Drake, Dr. Anne Forrest, Dr. Walter (Jake) Soderlund, Dr. Christina Simmons (Chair)
SPECIAL. COMMITTEES
Membership Committee: Dr. Norman King, Mr. Roger Lauzon, Dr. Walter (Jake) Soderlund
Research Support Group Committee: Dr. Adrian Van Den Hoven, Dr. Walter (Jake) Soderlund, Dr. Laurie Carty, Dr. Michelle Freeman
Travel Grant Review Committee: Dr. Geri Salinitri (Chair), Prof. Susan Gold Smith
AD HOC COMMITTEES
Bylaw and Constitution Review Committee: Dr. Veronika Mogyorody (Co-Chair), Dr. Janice Drakich (Co-Chair), Dr. Kathleen McCrone, Prof. Brian Mazer
WURA REPRESENTATIVES TO WUFA COMMITTEES
WUFA Contract Committee:
WUFA Executive Committee: Dr. Adrian Van Den Hoven
WUFA Faculty Council: Dr. Larry Glassford
WUFA Retirement & Benefits Committee: Ms. Johanna Foster, Dr. Lucia Yiu, Dr. Ihor Stebelsky
WURA REPRESENTATIVES TO UNIVERSITY COMMITTEES
Joint Consultative Committee (JCC): Ms. Gwendolyn Ebbett, Dr. Veronika Mogyorody
Retiree Healthcare Subsidy Committee:
Retired Members Pension Committee (D.7):
WURA REPRESENTATIVE TO BOARD OF GOVERNORS
Board of Governors Pension Committee: Dr. John Meyer
EXTERNAL COMMITTEES
College and University Retiree Associations of Canada (CURAC): Ms. Gwendolyn Ebbett
Respectfully submitted,
Prof. David Palmer
Chair, Nominating Committee
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Toldo Lancer Centre Memberships
By Joe Saso
 The Toldo Lancer Centre is happy to welcome University of Windsor retirees back for a little health and wellness.
The UWindsor Retiree Benefit is free and includes access to the Dennis Fairall Fieldhouse, the triple gymnasium, the walking track and change rooms. Also included is access to the pool including water walking, open rec and fit lanes, as well as the multi-purpose fitness room. This membership does not include the Forge fitness centre, the new TLC fitness centre, swim lessons, instructional classes or programs.
Additional fees are required if retirees would like to access the new Fitness Centre and Forge Fitness Centre. Full Facility Memberships are required for these extra features. The UWindsor Full Facility Membership for Retirees would cost $310.25. UWindsor alumni and retirees are eligible for a 15% discount. Additional fees would be incurred for classes and programs. Lancer Recreation fitness classes would be included with a Full Facility Membership.
To take advantage of a Toldo Lancer Centre membership, please visit the front desk of the Toldo Lancer Centre. Retirees already have a profile in the Athletics and Recreation system as past employees, so you just need a quick picture taken for your membership card and then you’re good to go.
For complete information regarding the benefits of membership in the Toldo Centre please visit Toldo Lancer Centre (uwindsor.ca). Full details regarding membership can be found at TLC Membership Rates - Windsor Lancers (golancers.ca).
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Life After Fifty: Embracing Life, Supporting Community
By Richard Dumala
Are you looking for a way to socialize and enjoy a sense of community? If so, then Life After Fifty could be just what you need!
Life After Fifty is a social organization based in Windsor, Ontario. Their mission is to provide a safe, supportive and engaging environment for individuals over the age of fifty. That’s why they offer a wide range of activities, from group fitness classes and yoga to dancing and painting. They also offer social gatherings such as movie nights or potluck dinners. Life After Fifty understands the importance of socialization and staying active.
They also provide educational opportunities, such as computer classes and seminars on financial planning. Their goal is to help their members stay informed and remain up to date on the latest trends and topics of interest.
Life After Fifty believes that age is just a number and that life after fifty should be enjoyed to the fullest. They strive to create an atmosphere of inclusivity and acceptance, and welcome everyone regardless of race, gender or beliefs.
It’s a great way to meet new people and enjoy "life after fifty".
Life After Fifty has two locations:
West Side Centre: 635 McEwan Avenue Windsor, ON N9B 2E9 (519) 254 – 1108, Open Monday – Friday: 9:00 am- 4:00 pm
East Side Centre: 8787 McHugh St. Windsor, ON N8S 0A1 (519) 254 – 1108, Open Monday – Thursday: 9:00 am – 3:30 pm
Find out more at the "Life After Fifty" Website.
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WURA DUES: Doing its part for the Canadian economy!
By Stuart Selby
Still at Bargain Prices!
The cost of everything has gone up: housing, heating, and eating. But not the cost of meeting!
So, it's 2023 -- can you believe it -- and the cost of WURA dues is, once again, unchanged! This is the first Dues Notice of 2023 but we can assure you that this will not be the last time in 2023 that we remind you that our very modest WURA dues of $25 per year are what keep us functioning. WURA is the organization that represents our interests to the University administration and allows us to keep contact with each other. If you have not already done so, pay your dues – unaffected by the rates set by the Bank of Canada, the price of oil set by OPEC, or supply chain problems at the Port of Vancouver. Pay now and you can ignore all of the reminders to come!
Please send your cheque for 2022 dues made out to WURA for $25.00 to our Treasurer:
Norman King
#103, 1935 Normandy St.
LaSalle, ON
N9H 1P9.
You may also make a direct deposit if you prefer through email to: nking@uwindsor.ca.
If you wish to save yourself some time and avoid being nagged next year, you may also pay for more than one year (2023 + 2024, or, if you have been recalcitrant for a number of years, for 2021 + 2022 +2023 +2024 (let's call it an even $100.00). And if you have forgotten your present dues status, please send an email message to nking@uwindsor.ca, or write to him at the above address.
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You're Invited To Celebrate The Green
By Jake Soderlund
Lynne Reid has scheduled this year's St. Patrick's Day Zoom on the day itself -- Friday March 17th at 2:00pm. She has indicated that WURA members are welcome to join in the festivities.
When she sends the Zoom link (usually a day or two before an event), we can forward it to the membership and they can respond as they choose. There should be some performers from Ireland and Scotland involved, as well as some from Canada, local and otherwise. As I recall from last year, we had 12 to 15 WURA retirees view the Zoom.
So, stay tuned and join us for some on-line fun and a lot of great music!
Jake
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Avoiding the “Laurentian Nightmare”:
Financial Management in Ontario Universities –
Part II: Financial Stability and Board Governance
By Bruce Elman
In Issue Seven of the WURA’s e-Bulletin (December 2022), we began our exploration of the Provincial Auditor-General’s “Value-for-Money Audit” of four Ontario Universities – Algoma, Nipissing, Ontario Institute of Technology, and the University of Windsor. We asked: “why this audit?” In her Report, entitled Financial Management in Ontario Universities, Auditor-General, Bonnie Lysyk, provides the answer: The purpose of the audit was to determine “whether any of the operational, financial, or oversight issues that contributed to Laurentian University’s financial decline may be affecting other comparable Ontario universities.” Then, we asked: “why these universities?” Because they all performed below the 2020/21 provincial average in four of seven financial health indicators established by the Ministry of Colleges and Universities. “
We, naturally, focused our attention on our University. In Part I of our survey of the Report, we examined the University’s long-term capital debt which, according to the Report, has ballooned to $236.7 million as of April 30th, 2021 -- one of the highest debt-to-student ratios in the province. We, also, looked at the increasing number of International Students at the University. Here is the issue: International students have become a very important part of the University’s financial balance sheet. Between 2016/17 and 2020/21, the University increased both International student enrolment and revenues in order to balance the University’s books. In any event, if you missed Part I, you can read it here: https://www.uwindsor.ca/retirees-association/486/e-bulletin-december-2022. We, now, turn our gaze to two other issues: the University’s financial stability and its governance model, especially the Board of Governors.
Recommendation #8: The Profitability of Academic Programs: So, a bit of background here. Prior to 2021/22, the University’s budgeting model did not allocate provincial grants to individual faculties as revenue nor did it assign expenses such as academic and student services, administration services, athletics and recreational services and other overhead costs to each faculty. In 2021/22, the University began to allocate the provincial grants and the overhead expenses to the individual faculties in order to assess “faculty profitability” through the budgeting model. According to its own analysis, the University was profitable in 2016/17, 2017/18, and 2018/19 but not in 2020/21 or 2021/22. During this five-year period, only Engineering was profitable in all five years; Odette and Law were profitable in four of the five years. Arts, Humanities, and Social Sciences, Human Kinetics, Nursing, and Science have consistently been in the red.
I should interject here to say that this comes as no surprise to me. Engineering, Business, and Law have developed programs – and have the capacity to develop more innovative programs going forward -- that are attractive to students and provide these faculties with extra income but which would be unavailable to other faculties. I don’t have intimate knowledge of Engineering and Business but our Dual JD with University of Detroit Mercy Law School has been both an important international academic bridge and a source of income to the Faculty of Law. It is difficult to see how Arts or Science or Human Kinetics could manage that kind of profitable academic innovation. (I don’t know about Nursing, so I won't comment on that Faculty.) But the question is, do we actually expect these faculties to be profitable? As Dean of Law, I always assumed that, to some extent, I would have to help underwrite other faculties. I didn’t mind it because I assumed that the students in other faculties would ultimately be candidates for Law school.
But back to Recommendation #8: The AG states that “to have a comprehensive picture of the financial contribution of programs in order to offer a sustainable suite of programs” the University should (1) “complete an analysis of profitability at the academic program level”; (2) “determine whether there are programs that can be reduced or restructured to provide a better financial contribution to the university while still retaining overall academic credibility with department course offerings”; and (3) “reduce or restructure program offerings based upon the results of its program profitability analysis and academic needs, in consultation with its academic departments and with the approval of the Senate and Board”. The message is clear: find out which of your academic programs are profitable and then chuck the rest – sorry, my bad. I meant "reduce and restructure" the rest.
The problem here is that the Report provides no context. Don’t get me wrong; the University should be offering innovative and exciting new programs which attract students and will provide them with a promising and fulfilling future. But I wouldn’t want to get rid of the theoretical physics courses or the fundamental biology or the ethics courses or the political science offerings. They are all fundamental to the future health of our society. The truth is that some of the ne’er-do-well faculties (according to the AG) do not have much leeway here, especially as tuition fees have been essentially frozen. They could improve the bottom line by bringing in more students. How would they do that? Lower the admission standard to let in more students? Not a good idea. And it would only exacerbate the student-faculty ratios. Also, not a good idea. They could keep the same number of students and reduce the number of faculty. Also, not a good idea – once again, it would raise the student-faculty ratio and lower the quality of the education. How about hiring fewer tenure-track faculty and more sessional instructors. Also, not a good idea for so many reasons, at least outside of the professional faculties. So, they are in a bind. (There will be some of you, of course, who reject the whole idea of “academic program profitability in order to offer a sustainable suite of programs”.) And who knows – some student in a “non-profitable academic program” may go on to graduate school and, then, into the academe and make a discovery that leads to a vaccine to prevent the next pandemic. Just saying . . .
Here are some short snappers:
Recommendation #9: Capital Planning: The Auditor-General takes aim at the University’s process for approving capital projects. The one singled out is the Ron Ianni Law Building renovation which comes in at $35 million. The AG found the process wanting: the business plan was not supported by a financial/cost benefit analysis to justify the expenditure; there was no consideration of whether the project could generate revenue to offset the costs of the project; the analysis did not include consideration of the facility operating costs; nor did it include a consideration of the financing costs – it is being funded 73% by debt – and what affect that would have on the rest of the University’s finances. Not surprisingly, the AG recommends that the University adopt a more robust process prior to approving capital projects – one that includes a business plan with a financial feasibility assessment for each project. I have to say that this seems obvious to me. Before one begins a large capital project one ought to know not just what it is going to cost to build it but, also, what it will cost to operate it and, of course, what it will cost to service the debt on the capital cost. The Law school under former Dean Chris Waters had a vigorous and robust fundraising campaign but according to this report still fell over $25 million short of the projected ticket price of $35 million. Servicing that amount of debt on one project should be a consideration at the approval stage of the project.
Recommendations #10 and #12: The Board of Governors: The Board is too large – 32 members – and there are too many internal members – 12. So, Recommendation #10 is to reduce the overall size of the Board (probably by 50%) and cut down on the number of committees (currently seven, I believe). Further, the AG was of the view that the members of the Board did not have the requisite competencies. According to the Report, there are five “core competencies” for perspective Board members: finance, accounting, executive management, risk management, and cybersecurity. (Note here: knowledge regarding pedagogy or research design are not part of the core competencies.)The Report expresses particular concern that 23% of Board members had “limited or no financial literacy expertise or experience” and 30% had “little or no experience in accounting”. So, Recommendation #12 is to prioritize and track competencies using a competency matrix and confirm that the Board and its committees possess the requisite competencies; and, finally, to strengthen the university financial and accounting literacy among Board members.
I will just interject here to say that I was surprised by the last part of Recommendation #12. If we look at the Past Chair – Jonathan Allison is a Senior Wealth Advisor for RBC Wealth Management Dominion Securities. The current Chair is Helga Reidel who was CEO with Enwin Utilities and CAO with the City of Windsor. The Vice Chairs are Carolyn Brown, the CEO of the Windsor Detroit Tunnel Corporation, and Megan Evans, the Vice President and Chief Legal and Risk Management Officer at Sick Kids Hospital in Toronto. I am fairly certain that they all are well versed in financial matters and accounting literacy. The conclusion I draw from this is as follows: the real financial and accounting literacy deficit resides, not in the public appointees, but in the internal ones and the AG is of the view that there are too many internal members.
Finally, Recommendation #15: Partnerships and Collaborations: The Report includes a discussion of Partnerships and Collaborations: “Municipal partnership for recreational programs” – good; University partnership with Western University’s Schulich School of Medicine – also good; Agreement with Sechenov University, a Russian medical university – NOT SO GOOD! Recommendation #15: “Set goals for the types of relationships it plans to enter into, such a revenue generating academic relationships”; have these relationships approved by the Senate and the Board; and, oh yes, don’t forget to call CSIS to see if there are some red flags on the institution with which you hope to partner.
On the latter Recommendation, I can only say that my nose is somewhat out-of-joint because Ms Lysyk did not mention the Dual JD Program with UD Mercy Law School as the ideal to which the University should aspire. Created by Professors, George Stewart, Leon Lysaght, and Brian Mazer and instituted when I was Dean, it ticks all of the AG’s boxes – although I confess, we never called CSIS.
You may be interested:
Coming Next: A special zoom public forum to discuss the Auditor General's report. Details to follow.
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 Our Readers Respond
Thank you for the very informative contribution by Bruce Elman in the last WURA e-Bulletin on the Auditor General of Ontario's Report, Value-for-Money Audit: Financial Management in Ontario Universities (2022). The AGO's Report should raise some concerns for members of WURA. Windsor has the 3rd highest debt per student in the province (AGO Report, p.107). On the Ministry's list of indicators of financial health, Windsor has failed each of them in the last 5 years, some more than once (AGO Report, p.99).
I suggest it is time to explore the possibility of moving faculty pensions to the University Pension Plan, which involves Queen's, Guelph, Toronto and Trent. Apparently, Queen's had a hybrid plan before joining. The Plan website includes a handbook for Queen's that says that accrued hybrid benefits continue to be calculated on the old system, but any amounts are payable by UPP rather than by Queen's. To me, that sounds like a more secure situation for pensioners.
Right now, the University of Windsor is probably paying out quite a bit on the minimum guarantee in faculty pensions since the stock market did so poorly last year. This could be a heavy burden, especially given the unprecedented reduction and freeze in domestic tuition by the province. Running a pension plan with a financial guarantee will always involve some risk for the payor. It's possible that the university might benefit from being rid of these unpredictable obligations (depending on the terms of any transfer).
Maureen Irish
Professor Emerita (Law)
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