Provost Cheryl Regehr occupies the second-highest ranking position at the University of Toronto. In short, she is the most powerful female figure on campus. And although this might sound super intimidating, having the opportunity to interview her this week has demonstrated that she is both down-to-earth and passionately committed to student well-being.
Prior to becoming Provost of the University, Regehr had careers in social work, law, and emergency mental health, and at one point, she served as the director for the Crisis Response Team at Pearson International Airport. More recently, Regehr was the keynote speaker at Victoria College’s Mental Health Conference, “Minding our Minds.” Here, Regehr shared her experience growing up alongside the foster children her parents took in, and thus, how her passion for social work, mental health, and community all began. This passion has translated to Regehr’s vision as Vice President and Provost of the Univeristy, and this week, HerCampus got to find out more about her role and what she hopes to accomplish.
The Provost’s role is incredibly complex, covering academic, non-academic, and co-curricular categories. How do you make sense of this role? What does a day in the life of the Provost look like? Or more broadly, what does this role mean to you, and what is your personal mandate for it?
The Provost is the Vice-President, Academic and the Chief Budget Officer for the University – but I’m a faculty member foremost. The Provost sets the academic mission for the university, professes its core vision, oversees academic operations, and balances budgets. Communication and linking with others is critical. For one thing, it is important to meet people – part of this is through meeting with student leaders but also by getting out and visiting departments and units. For instance, last year I visited with students, staff and faculty in the Transitional Year Program (TYP) and the Institute for Biomaterials and Biomedical Engineering (IBBME). Next week I am visiting the Masters of Sustainability Management Program (MScM) at the University of Toronto Mississauga. I am also trying to use social media; for instance, I have an Instagram account to highlight students I meet and events I attend (such as the UC Follies production of A Streetcar Named Desire). We have also created a Provost’s Office Blog, which highlights the Provost’s office activities.
How does your perspective as a social worker inform your perspective as Provost?
Social workers are concerned with the interaction between individuals and their environments; we think in terms of systems and how systems and environments can support individual success. I think of the University of Toronto as a community that can work together to solve the challenges we collectively face.
You have an extensive background in the area of mental health, which is a very prevalent and pressing issue in institutions of higher learning. The University of Toronto just released its new mental health framework through the Provost’s Office—can you tell me a little more about it, and what it means for students?
I am absolutely committed to the issue of student mental health. There is wide recognition that there is an increase in mental health issues among University students and a corresponding increase in demand for services. This increase has been linked to a host of factors, including biological, developmental, social, cultural and environmental. One of my first initiatives as Provost was to establish the Provostial Advisory Committee on Student Mental Health in the Fall 2013. The members included students, faculty experts, staff, professional experts and academic leaders. The purpose of the Advisory Committee was to make recommendations to me as Provost regarding policies, procedures and resources in support of a university-wide coordinated approach to assisting students with mental health needs and around the promotion of practices to support mental health. The report of the Advisory Committee can be found at http://mentalhealth.utoronto.ca/.
Sometimes it seems as though students and admin are pitted against one another on issues such as student fees and tuition; with the provincial government reducing educational funding, how do you respond to the grievances of students with respect to issues that might be outside of your control? And how is this challenge of government funding specifically a problem at U of T?
Per-student funding in Ontario trails behind all other provinces in Canada and is among the very lowest compared to peer American Universities. The under-funding of the system has been a long-standing issue for the University. However, the University remains committed to further strengthening our undergraduate education on all three campuses, through a range of initiatives (e.g., small-group learning, entrepreneurship opportunities and experiential learning). I do not see us as pitted against one another – I see us as facing the challenges together.
Do you have any pet projects or personal goals you are currently working on accomplishing?
One primary goal is working to achieve the President’s priority of re-imagining undergraduate education, [which] includes enhancing student engagement in learning through local and international experiential learning opportunities and increased opportunities for research. It also includes expanded options for learning through technology-enhanced learning and other teaching innovations. Another goal relates to graduate education: enhancing services for students, ensuring an outstanding learning experience and assisting graduate students to expand their career options post-graduation. A third goal focuses on enhancing the student experience through such approaches as addressing mental health concerns and creating a greater sense of community.
What do you enjoy doing in your free time?
In my free time I love to ski, practice yoga, attend the theatre, and cook.