Annual Report 2005-2006 - Osgoode Hall Law School - York ...

ACADEMIC PROGRAMS
police, defence lawyers and judges. Other programs, for example, “The Essential Course in Pensions” were
marketed to lawyers as well as non-lawyers who have pension responsibilities within their organizations,
with excellent results.
The range of legal programming was expanded from the prior year to include more topics of interest to
corporate and securities lawyers.
Strategic Challenges and Issues
In 2004-05, we reported that lack of growth and declining enrollments was one of OPD’s key challenges.
In 2005-06, however, the overall revenues of OPD increased by almost 30%. All of this increase was due
to dramatically increased revenue in the non-credit programs, with revenues in the Part-time LLM falling
by 10% due to a number of factors. Although OPD was still in a small overall loss position in 2005-06, the
size of the loss was reduced dramatically over the prior year.
Although revenues are increasing, OPD has significant overhead costs which make it difficult to
consistently provide a net contribution. The lease for 17,695 sq. ft. of space at 1 Dundas Street West in
downtown Toronto, which represents the second largest overhead cost after payroll, expires in January of
2008. We are currently working with facilities planners at York University to assess our needs, in hopes
that we can reduce the rent obligation after January 2008.
The Part-time LLM Program is an excellent program in part because of the degree of specialization it
offers. However, the local demand for many of the specializations is satisfied, in many cases, the first or
second time the program is run and the programs are not thereafter viable. Significant resources are,
however, devoted to developing and obtaining the many approvals needed for degree programs. If the
Part-time LLM is to grow significantly, we must find the technological means to effectively deliver the
program on a distributed basis (i.e. to computer desktops). The few technological solutions available at
present to provide two-way interactive desktop delivery are cost prohibitive, although we are continuing to
make finding a solution for this a top priority.
We must also look at ways to consolidate some offerings and make the content more relevant to an
international legal market, rather than focusing, as we do in many cases, on Ontario law.
OPD’s Role in Osgoode’s Strategic Plan
Engagement as a Community
During 2005-06, OPD worked to increase its engagement with the Law School by involving more faculty
in its programming. We also established two new OHLS awards with respect to our programs — the Annual
Award for Teaching Excellence in the Part-time LLM and the Annual Award for Outstanding Contribution
to Non-Credit CLE.
Engagement with the Community — Making a Difference
During 2005-06, OPD increased its engagement with the broader community by developing
programming which was of benefit not only to lawyers but also to other professionals and executives.
For example, two very successful programs were delivered that tackled issues raised in a recent federal
government report on wrongful convictions. “Expert Evidence in Criminal Proceedings” and “Eyewitness
Identification and Testimony” were attended by a wide cross-section of Crowns, law enforcement
officials, judges and defence lawyers. Another example is a conference delivered in the Fall of 2005 on
the Supreme Court of Canada decision in Chaoulli. This event drew a diverse group of policy makers,
lawyers, academics and senior healthcare executives, to discuss the impact of the case on the future of
healthcare delivery in Canada.
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