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At Limmud: New University of Manitoba president Michael Benarroch speaks of the challenges presented by stepping into his role in midst of a pandemic
By BERNIE BELLAN While there were a great many interesting speakers at this year’s Limmud, the one speaker to whom I was looking most forward to hearing was Michael Benarroch, the new president of the University of Manitoba.
Since returning to Winnipeg last summer after having served as the provost and vice-president of Ryerson University in Toronto since the fall of 2017, Benarroch was thrust headlong into having to take over his position in the midst of a pandemic.
Naturally, there haven’t been many opportunities to see and hear Benarroch, nor to interview him since he returned to Winnipeg, so his appearing at Limmud allowed Limmud participants the chance to hear directly from a man whose career has seen him move steadily up the academic administration ladder in the past 30 years.
At times wistful – in speaking of his family’s having come here from Morocco, at other times contemplative, in discussing how important it is to include Indigenous students and faculty in reshaping the U of M, Benarroch told a story – of how he’s arrived at his present situation in life and what his goals are looking forward.
“My parents never had the opportunity to go to university,” Benarroch explained at the outset of his presentation.
“My family came to Winnipeg (from Morocco) because my mother’s brother was in Winnipeg. My father was a teacher, but when he came to Winnipeg he found a job as a shochet,” Benarroch said.
It was while he was an undergrad at the University of Winnipeg that Benarroch said he developed a “passion for economics”. He later went on to acquire a PhD in Economics from Carleton University – in 1992.
Upon completing his PhD Benarroch returned to the University of Winnipeg. At the time, he explained during his presentation, Lloyd Axworthy was President of the University of Winnipeg and Axworthy asked Benarroch whether the university should have a business school?
“I designed a vision,” Benarroch said, and eventually he became dean of the new Faculty of Business and Economics.
After 19 years at the U of W, Benarroch said he “interviewed for Dean at the Asper School of Business” at the University of Manitoba, which he became in 2011.
“The University of Manitoba is one of 50 research intensive universities in Canada,” Benarroch noted – something that was to prove a factor in his wanting to return here this past year.
In 2017, Benarroch became Provost and Vice-President Academic at Ryerson University.
For Benarroch, Ryerson was a good fit, he explained, because “it had a real focus on community engagement and entrepreneurship.”
As for moving to Toronto, Benarroch admitted that he and his wife, Kim (Bailey), “missed Winnipeg a lot – especially Kim.” Still, by the time they left Toronto this past summer, both their sons (Keenan and Aden) had also moved to Toronto, so returning to Winnipeg was a bit of a mixed blessing for Michael and Kim.
The story how Benarroch came to be president of the University of Manitoba is an interesting one.
When he applied for the position – in 2019, “I didn’t even tell my family I was applying,” he said. And, when he came to Winnipeg to interview for the position, he didn’t even tell his brothers he was here. (Al Benarroch is Executive Director of Jewish Child and Family Service, while Yosef Benarroch is Rabbi of the Adas Yeshurun Herzlia Congregation, although he also lives part of the year in Israel – during normal times. A fourth brother, Yamin, who is also a rabbi, lives in Vancouver).
Ultimately, Benarroch “was offered the position of president (of the U of M) in 2019,” he said, “then Covid hit and turned everything topsy turvy.”
At that point, the host of this particular Limmud session, Faye Rosenberg Cohen, asked Benarroch: “Did you plan out the career part?”
Benarroch responded: “I knew the presidency at the University of Manitoba was coming up. I kept my eye on it, but I thought that (moving to Toronto) was going to be my last move.
“There had to be a good reason for me to move from one institution to another.
“During my time at the Asper School I thought though that I really meshed well with the atmosphere at the University of Manitoba.”
As for Ryerson, Benarroch noted that the school began as a polytechnic institute and it still carries a very large imprint as a technical training school even though it is now a university.
“Ninety-five percent of the students have an experiential background – serving in apprenticeships” and work programs, while attending classes, Benarroch explained.
Part of Benarroch’s mandate while he was at Ryerson, he noted, was to “rebuild the faculty.”
“We went from 700 to over 900 in the three years I was there,” Benarroch stated.
“We hired quite a few younger academics who brought a lot of energy with them,” he added.
Another major change that Benarroch said he helped to foster was a concerted effort to hire more Indigenous instructors.
“When I arrived there were only six Indigenous professors at Ryerson,” he observed.
“Working with students and elders we launched a reconciliation process. We made Ryerson a place where Indigenous people would feel welcome,” including by “hiring 20 new Indigenous staff,” Benarroch said.
“We also brought in a fair bit of scholarship money for Indigenous students,” he added.
Yet, when the opportunity to take over as president of the University of Manitoba presented itself, Benarroch noted, that despite his having fit in well at Ryerson, he said that “you never want to leave a job, but if I hadn’t taken that opportunity I don’t think it would have come up again.”
Rosenberg Cohen asked Benarroch “How has being a religious Jew worked for you, first as a professor, then as an administrator?”
Benarroch replied: “As a prof, it was great. As an observant Jew I was always able to schedule my time so as to be able to observe Shabbat.”
Benarroch mentioned that one of the two sabbatical years he took as a professor was at the University of Haifa, which was of particular significance for him – being able to spend the year in Israel.
However, upon becoming an administrator, Benarroch suggested, “my schedule was not mine as much as it was in the past…At Ryerson, the president was an observant Muslim, so I always I had to make sure I was on campus on Fridays while he was attending prayers.”
Further, Benarroch noted, while the advent of Zoom during the pandemic has certainly enabled teaching and meetings to carry on, Zoom has, in fact, “made it harder to remain Shabbat observant.”
Prior to the pandemic, he explained, if he had a meeting or conference to attend – even on a Shabbat, “I would be staying in a hotel and I could attend a meeting – without taking any notes.”
Now, it’s impossible to participate in a Zoom session during Shabbat, he said – and since the workday seems to have expanded to include almost any hour of the day, Benarroch admitted that, as much as technology has allowed meetings to be held relatively easily, it has presented problems for him having to decide between his obligations as a university president and his religious observance.
As for some of the other more noticeable effects that the pandemic has had on his role as president at the U of M, Benarroch said: “I have four staff members in my office; I’ve seen one of them in person.”
Benarroch told the Limmud audience that, prior to assuming his new role, he read a book offering advice on “how to be a university president”.
(Rosenberg Cohen asked the question that was probably on everyone else’s minds at that point: Are there enough people in the world who would be in the position that they were interested in becoming a university president that it would be worth it to write a book about that subject?)
In any event, Benarroch said that this particular book did offer two really good pieces of advice:
1. Don’t make a major decision during your first six months in the new position;
and 2. Go out and meet as many people as you can off the bat.
(Obviously, the second piece of advice was thrown out the window when Benarroch returned to Winnipeg during the pandemic.)
In terms of how the pandemic will change the way university courses are taught even following the pandemic, Benarroch suggested that what is likely to occur is that professors will teach classes where some students attend in person while other students will take those same classes online.
“We’re also looking to have classes for Indigenous students up north” offered online, following on the success of Zoom teaching during the pandemic, he suggested.
While “there has been a lot of resistance to teaching online among academics,” Benarroch admitted, “students have been adapting.”
With reference to how many students are actually enrolled at the university this academic year, Benarroch observed that, while there are “fewer first year students at the University of Manitoba, there have been more students return for second, third, and fourth year” than in previous years.
“Enrolment is definitely up,” Benarroch said, “and we expect to see the majority of students return again in the fall.”
Rosenberg Cohen asked: “If I were a parent, thinking of spending money to send my child to a university somewhere, why would I spend all that money when they can take their classes online?”
Benarroch’s response was that, while virtual classes will certainly be a major part of whatever format universities eventually evolve into becoming, there is going to be a greater emphasis on “more participation, more research, more experiential. There are going to be more opportunities outside the classroom”, but they are going to be in person, not online.
As an example, Benarroch said he’s planning on creating a “student start-up zone”, in which students will start their own businesses.”
“It’s better to fail at a business when you’re 23 than when you’re 55,” Benarroch observed.
Rosenberg Cohen asked: “What are your hopes and dreams?”
Benarroch said, “Here at the University of Manitoba we have a tremendous testing capacity. Winnipeg could become a testing centre for vaccines,” for instance he suggested.
Continuing on the thread of what his hopes and dreams are, Benarroch said: “I’d like to see the University of Manitoba become a global leader in certain areas.
“I’d like to see the university become a racist-free zone.” (He noted that the previous president of the U of M, David Barnard, “had launched a task force on Equality, Diversity, and Integration.)
“We know we can’t stamp out racism, on campus,” Benarroch observed. “The question is how to deal with it.”
Someone in the Zoom audience wondered how one can maintain a balance between stamping out racism while still allowing free speech?
“We’re still a university. We are going to have debate and disagreement,” Benarroch said in response.
Someone else wondered “How does the university compensate for lab work that can’t get done?
Benarroch answered that “We allow 20 percent capacity in some spaces…We’ve also developed a way to hold some of the labs virtually.”
As well, Benarroch said that, for ten days in January, students in the Faculties of Nursing, Science, Architecture, Engineering, and Agriculture, were allowed back on to campus” to conduct lab work – under strict Covid protocols.
I asked a question along these lines (although the names of questioners were not given): Professors are having to spend more time than ever before finding funding for their programs. With the emphasis on practical, results-oriented programs, where will that leave programs that don’t necessarily have practical applications? (My question was not worded precisely that way, but it was along those general lines.)
Benarroch’s response was that “the university brings in just under $200 million a year in research money – the vast majority of which comes from the federal government.”
He added that he has two goals as far as where the money for research goes: to allow students who were doing research prior to Covid to continue doing that work; and to obtain additional money to keep university labs running.
Benarroch also noted that there is now a “massive reinvestment in science in the US. We have to remain competitive in how we pay faculty and how we keep up our labs.”
It seems quite evident, therefore, that Michael Benarroch is going to be preoccupied with finding ever new sources of funding for the university, while trying to retain whatever sources have been in place until now.
It seemed fitting, therefore, that one of his final observations was that “one of my mandates as president is to speak to government”.
Still, lost in all the discussion about funding and research was any reference to the less practical aspects of a university education. Of course, that’s a subject that’s been debated for a very long time. I just wonder where faculties such as Arts are going to end up with the even greater emphasis on “research” oriented programs.
Local News
The Simkin Centre received over $500,000 in charitable contributions in 2025 – so why is its CEO complaining that “it cannot make the same number of bricks with less straw?”
By BERNIE BELLAN (This story was originally posted on January 14) I’ve been writing about the Simkin Centre’s aacumulated deficit situation ($779,000 according to its most recent financial report) for some time.
On January 14 I published an article on this website, in which I tried to find out why a personal care home that has an endowment fund valued at over $11 million is running such a huge deficit.
Following is that article, followed by a lengthy email exchange I had with Don Aronovitch, who is a longtime director of the Saul and Claribel Simkin Centre Foundation. My purpose in writing the original article, along with the update, is I’m attempting to ascertain why the Simkin Centre simply doesn’t use more of the charitable donations it receives each year to address its financial situation rather than investing then under the management of the Jewish Foundation:
Here is the article first posted on January 14: A while back I published an article about the deficit situation at the Simkin Centre. (You can read it at “Simkin Centre deficit situation.“) I was prompted to write that particular article after reading a piece written by Free Press Faith writer John Longhurst in the August 5 issue of the Free Press about the dire situation personal care homes in Winnipeg are in when it comes to trying to provide their residents with decent food.
Yet, Longhurst made one very serious mistake in his article when he wrote that the “provincial government, through the Winnipeg Regional Health Authority, has not increased the amount of funding it provides for care-home residents in Manitoba since 2009.”
In fact, the WRHA has given annual increases to personal care homes, but its allocations are not broken down by categories, such as food or salaries. As a spokesperson for the WRHA explained to me in an email: “PCHs receive per diem global operating funding based on the number of licensed beds they operate. This funding model is designed to support the full range of operating costs associated with resident care, including staffing, food services, utilities, building operations, and other day-to-day expenses.”
Now, one can make a perfectly valid argument that the level of funding from the WRHA has not kept up with inflation, especially inflation in food costs, but the Simkin Centre is in an even more precarious position because of the skyrocketing cost of kosher food.
“In recent years,” according to an article on the internet, “the cost of kosher food has increased significantly, often outpacing general food inflation due to unique supply chain pressures and specialized production requirements.”
Yet, when I asked Laurie Cerqueti how much maintaining a kosher facility has cost the Simkin Centre, as I noted in my previous article about the deficit situation at Simkin, she responded: “approximately $300,000 of our deficit was due to food services. I do not have a specific number as far as how much of the deficit is a result of kosher food…So really this is not a kosher food issue as much is it is an inflation and funding issue.”
One reader, however, after having read my article about the deficit situation at Simkin, had this to say: “In John Longhurst’s article on Aug 5, 2025 in the Free Press, Laurie (Cerqueti) was quoted as saying that the annual kosher meal costs at Simkin were $6070 per resident. At Bethania nursing home in 2023, the non-kosher meal costs in 2023 were quoted as $4056 per resident per year. Even allowing for a 15% increase for inflation over 2 years, the non-kosher food costs there would be $4664.40 or 24% lower than Simkin’s annual current kosher food costs. If Simkin served non-kosher food to 150 of its 200 residents and kosher food to half of its Jewish residents who wish to keep kosher, by my calculation it would save approximately $200,000/year. If all of Simkin’s Jewish residents wished to keep kosher, the annual savings would be slightly less at $141,000.”
But – let’s be honest: Even though many Jewish nursing homes in the US have adopted exactly that model of food service – where kosher food is available to those residents who would want it, otherwise the food served would be nonkosher, it appears that keeping Simkin kosher – even though 45% of its residents aren’t even Jewish – is a “sacred cow” (pun intended.)
So, if Simkin must remain kosher – even though maintaining it as a kosher facility is only adding to its accumulated deficit situation – which currently stands at $779,426 as of March 31, 2025,I wondered whether there were some other ways Simkin could address its deficit while still remaining kosher.
In response to my asking her how Simkin proposes to deal with its deficit situation, Laurie Cerqueti wrote: “There are other homes in worse financial position than us. There are 2 homes I am aware of that are in the process of handing over the keys to the WRHA as they are no longer financially sustainable.”
I wondered though, whether the Simkin Centre Foundation, which is managed by the Jewish Foundation of Manitoba might not be able to help the Simkin Centre reduce its deficit. According to the Jewish Foundation’s 2024 annual report, The Saul and Claribel Simkin Centre Foundation, which is managed by the Jewish Foundation, had a total value of $11,017,635.
The Jewish Foundation did distribute $565,078 to the Simkin Centre in 2024, but even so, I wondered whether it might be able to distribute more.
According to John Diamond, CEO of the Jewish Foundation, however, the bylaws of the Foundation dictate that no more than 5% of the value of a particular fund be distributed in any one year. There is one distinguishing characteristic about the Saul and Claribel Simkin Centre Foundation, in that a portion of their fund is “encroachable.” The encroachable capital is not owned by JFM. It is held in trust by JFM but is beneficially owned by Simkin, similar to a “bank deposit”. While held by the JFM, these funds are included in the calculation of Simkin’s annual distribution.
I asked John Diamond whether any consideration had been given to increasing the distribution that the Jewish Foundation could make to the Simkin Centre above the 5% limit that would normally apply to a particular fund under the Foundation’s management.
Here is what John wrote in response: “The Simkin does have an encroachable fund. That means that at their request, they can encroach on the capital of that fund only (with restrictions). This encroachment is not an increased distribution; rather, it represents a return of capital that also negatively affects the endowment’s future distributions.
”It is strongly recommended that encroachable funds not be used for operating expenses. If you encroach and spend the capital, the organization will receive fewer distribution dollars in the next year and every year as the capital base erodes. Therefore, the intent of encroachable funds is for capital projects, not recurring expenses.”
I asked Laurie Cerqueti whether there might be some consideration given to asking for an “encroachment” into the capital within the Saul and Claribel Simkin Centre Foundation?
She responded: “We are not in a position where we are needing to dip into the encroachable part of our endowment fund. Both of our Boards (the Simkin Centre board and the Saul and Claribel Simkin Centre Foundation board) are aware of our financial situation and we are all working together to move forward in a sustainable way.”
At the same time though, I wondered where donations to the Simkin Centre end up? Do they all end up in the Simkin Centre Foundation, for instance, I asked Laurie Cerqueti on December 15.
Her response back then was: “All donations go through our Foundation.”
I was somewhat surprised to read that answer, so I asked a follow-up question for clarification: “Do all donations made to the Simkin Centre end up in the Simkin Centre Foundation at the Jewish Foundation?”
The response this time was: “No they do not.”
So, I asked: “So, how do you decide which donations end up at the Foundation? Is there a formula?”
Laurie’s response was: “We have a mechanism in place for this and it is an internal matter.”
Finally, I asked how then, the Simkin Centre was financing its accumulated deficit? Was it through a “line of credit with a bank?” I wondered.
To date, I have yet to receive a response to that question. I admit that I am puzzled that a personal care home which has a sizeable foundation supporting it would not want to dip into the capital of that foundation when it is facing a financial predicament. Yes, I can see wanting the value of the foundation to grow – but that’s for the future. I don’t know whether I’d call a $779,425 deficit a crisis; that’s for others to determine, but it seems pretty serious to me.
One area that I didn’t even touch upon in this article, though – and it’s something I’ve written about time and time again, is the quality of the food at the Simkin Centre.
To end this, I’ll refer to a quote Laurie Cerqueti gave to John Longhurst when he wrote his article about the problems personal care homes in Winnipeg are facing: “When it comes to her food budget, ‘we can’t keep making the same number of bricks with less straw.’ “
(Updated January 24): Since posting my original story January 14 I have been engaging in an email correspondence with Don Aronovitch, who is a longtime director of the Saul and Claribel Simkin Centre Foundation.
On Jan. 19 I received this email from Don:
Hi Bernie,
Your burning question seems to be “Do all donations to the Simkin Centre end up going to the SC Foundation.”
In our attempts to explain the subtle workings of the Simkin Centre PCH, the Simkin Centre Foundation & the role of the Jewish Foundation of Manitoba, we somehow have failed to answer your question. I trust that the following will do the job.
All donations to the Simkin Centre (PCH & Foundation) go to the SC Foundation as a ‘custodian’ for the PCH.
Then, at the direction of the PCH, the monies, in part or in whole, are transferred to the PCH either immediately or subsequently. Further, again at the PCH’s direction, a portion may be transferred to the Foundation’s Encroachable Building Reserve Fund at the JFM.
Regards,
Don Aronovitch
I responded to Don:
But how are the monies that are transferred to the PCH treated on the financial statement?
Is everything simply rolled in as part of “Contributions from the Saul and Claribel Simkin Centre Foundation?”
On Jan. 22 Don responded:
Bernie,
I said previously and I repeat that the Simkin Centre has many sharp minds and therefore, it is eminently able to effect asset management strategies appropriate to the Simkin Centre’s ‘Big Picture’ which they understand fully. Having said that, please note that:
Other than the Simkin Stroll which brings in about $100k and goes directly into the Home’s operations to support the program being promoted, the annual contributions to the Simkin Centre are relatively nominal.
The suggestion that there may be a sub rosa plan to ‘starve‘ the PCH by stashing money in the Building Reserve Fund at the JFM is absurd, totally absurd!!
Don
I responded to Don:
Don,
According to the Simkin Centre Foundation’s filing with the CRA it received $205,797 in charitable donations in 2025 plus another $387,000 from other registered charities.
Would you describe those contributions as “relatively nominal?”
But – there is no way of knowing what portion of those donations was given back to the Simkin Centre for immediate use and what portion was invested by the Jewish Foundation.
Can you tell me why not? (Laurie says that is an “internal matter.” Why?)
By the way, I never wrote there was any plan to stash “money in the Building Reserve Fund at the JFM.”
I was simply asking what is the point of building up an endowment for future use when the Simkin Centre’s needs are immediate, viz., its accumulated deficit of $779,000.
Also, have you or any other members of the board had meals for a full week at the Simkin Centre? I have spoken to many residents during my time volunteering there who told me they find the quality of the food to be very poor.
Why I’m so persistent on this point Don is that Laurie Cerqueti has been making the case – quite often – that the amount of funding the Simkin Centre receives from the WRHA is far from adequate.
But, if it’s actually the case that the Simkin Centre receives a substantial amount in charitable donations each year, but chooses to invest a good chunk of those donations rather than spend them, then it’s hardly a valid criticism to make of the WRHA that it’s funding is inadequate.
Why is it so gosh darn difficult to come up with the amount Simkin has been receiving in charitable donations?
Could it be that it’s because a lot of people would be dismayed to learn the reason is that money is being invested rather than being spent?
-Bernie
Don responded:
Bernie,
I add the following to this, my last contribution to the thread below.
First, let’s stick with individual donors as those were the references you started with. Starting with the 2025 figure of $206,000 total, deduct $105,000 (from the Simkin Stroll) and also deduct the healthy 5 figure donation (from a longtime Simkin supporter). We then have approximately $60,000 from 20/30 individuals and YES, it is what I would call “relatively nominal”.
As an fyi, I am in Palm Springs and in the past several days, I have asked 4 individuals what would be their spending expectations of a charity to which they donated $25,000. The responses were almost identical and they can be summarized as “We only support organizations where we value their mission and trust their management. In trusting their management, we believe that they know best if our money should be used for current operations, for future operations or for both.“
Don
Does it make sense to say, as Don does, that when considering the amount of charitable dollars the Simkin Centre receives, one ought to deduct the proceeds from the Simkin Stroll and a “healthy 5 figure donation?” I don’t see the logic in that.
And, I’m still wondering: How much of the more than $500,000 in charitable donations the Simkin Centre received in 2025 came back to the Simkin Centre to fund its immediate needs and how much was invested?
Local News
New community security director well-suited for the challenge
By MYRON LOVE Despite his still-young age, William Sagel, our community’s newly appointed director of security, brings a wealth of experience to his new role.
“I have always been drawn to protecting others,” observes the personable Sagel. “It may reflect the difficult time growing up, being bullied throughout elementary school. I was small for my age, and I usually found myself breaking up fights.”
His early years, he recounts, were spent growing up in Nice, on the famed Riviera, where his father worked in construction management. At the age of 10, the family moved back to Montreal.
Back in Montreal, Sagel continued his studies, graduating from high school and CEGEP, then enlisting in the armed forces.
Following his army service, he began his career with the Dutch Diplomatic Security Service. While working abroad, a banking executive encouraged him to return to school and earn a university degree.
“I chose to come back to Montreal,” he says. “That is where my family is.”
Armed with a degree in political science, he embarked on a career in security consulting.
In 2023, after years of working in Canada, William began training security forces in Mali. “I was responsible for the training department. We had around 400 security personnel, providing them the tools and skills to be more effective at what they do,” he explains.
Sagel arrived in Winnipeg on December 1 to assume his new position.
“The major focus in our security program is to build resilience and empower the community,” he explains. “Developing a plan to be able to respond properly to future crises. We establish a baseline, where you are now and where you hope to be in five years’ time.”
He notes that our Jewish community can learn from the national network and security networks already established in Montreal and Toronto to provide security and peace of mind for community members.
“I plan to work on raising security standards,” he says. “With the rise in antisemitic incidents over the years and after October 7, we need to do more to mitigate threats. We must raise awareness through education and empower community members through training.”
He speaks about encouraging more people to contribute their time to strengthening our community in any way they can, especially through volunteering. He encourages anyone who is willing to participate to reach out to him directly.
“Over the next few months,” he reports, “I will be working with institutions to put programs in place that will build resilience. The goal is to provide long-term security not only for ourselves but also for future generations.”
When asked about the hostile environment for Jewish students on university campuses, he says that he has had positive discussions with both the Winnipeg Police Service and the University of Manitoba’s director of security, who are committed to providing a more conducive learning environment for students.
As to his impressions of his new Jewish community, he has only positive things to say. “I came here alone, but everyone has been super friendly and welcoming,” he comments. “A lot of people have reached out to me. I have had a lot of dinner invitations, but unfortunately have been very busy trying to get organized and settled.”
“I am looking forward to the next few months of exploring Manitoba, its parks and museums, and seeing what the city has to offer.”
Local News
Calvin Gutkin: more than just a family doc
By GERRY POSNER It staggers me often when I look at the careers of various people. Calvin Gutkin’s story is more than staggering. From West Kildonan to the pinnacle of family doctors in Canada, here’s a guy who has made a huge difference for many people. You wouldn’t know it to talk to him, but truth will out.
Calvin’s life began at 215 Rupertsland Avenue. Son of the late Danny and Dorothy Gutkin, Calvin, who recently became an octogenarian, was a graduate of West Kildonan Collegiate (home to so many illustrious Winnipeggers).
Even from his earliest school years, you had to know Gutkin would go far. At age 13, he won an oratorical contest sponsored by the Winnipeg Optimist Club. He then competed as the youngest of 200 entrants in the International Optimist Clubs Oratorical Competition for boys 13-16 and won the Bronze Medal.
That speaking ability continued at the University of Manitoba. During his third year of medical school, he became the first ever medical student to be selected as a member of of the University of Manitoba’s inter- university debating team, which consisted of three law school students and Calvin. Not surprisingly, they defeated the teams from the other western Canadian universities and won the debating competition in which they were entered.
Even though he then had offers to pursue a law career, Calvin continued with his medical education. He received his MD from the University of Manitoba in 1969 and then did his post- grad training at the Toronto Western Hospital/University of Toronto. In 1974, he earned his certification in Family Medicine (CCFP), awarded by the College of Family Physicians of Canada.
In 1982, he successfully achieved a second certification, this time in Emergency Medicine- this time becoming a CCFP again but with the added letters “EM”.
In 1984, Gutkin was awarded a fellowship in the College of Physicians of Canada. That was barely the beginning. Why do I say that? you might ask. Reflect on this list of positions Calvin has held over a period of years and you can get a glimmer of what he’s all about.
From 1973-1985 he both worked and taught at Toronto Western Hospital
Throughout that time, he was an Assistant Professor in the University of Toronto Department of Family and Community Medicine, as well as Director and Head of the U of T’s Emergency Medicine Residency Programme
From 1985- 1995 he was Chief of Emergency, Deputy Chief of Family Medicine and Occupational Health Physician at the Credit Valley Hospital in Mississauga
From 1991-1995 he was Chief of the Medical Staff and Chair of the Medical advisory Committee at Credit Valley.
From 996-2012 he was Executive Director and CEO of the College of Family Physicians of Canada (CFPC) as well as its Research and Education Foundation.
One has to appreciate just what this last title means. In essence, Cal Gutkin was the head honcho for over 35,000 family physicians across Canada for 17 years. No small job I say. During his tenure at the helm, he was in large part responsible for the evolution of the College’s annual scientific assembly into the Family Medicine Forum – the largest annual medical conference in Canada. He was also responsible for the establishment of the National Physician Survey, the launch of the Triple C Competency Based Curriculum for training family medicine residents and the introduction of the Patient’s Medical Home, an innovative new team-based model for family practice. To put his contributions to Family Medicine in a context that sports fans might relate to, you could say Gutkin was the MVP (Most Valuable Physician) in his specialty.
Along the way, Gutkin found time to be a physician for the Canadian Special Olympics, the Toronto Argonauts, and the Toronto Youth Athletic Club – which helps wayward boys. Moreover, he was a National Board Director of the Michelle Jean Foundation and currently serves on the board of the Writers’ collective of Canada, a charity that reaches out to disadvantaged individuals and populations.
In 2012, Gutkin was recognized by the Government of Canada when he was awarded the Queen Elizabeth 11 Diamond Jubilee Medal for his outstanding service to family medicine in Canada and abroad. In 2015, he received another honour, the W. Victor Johnston Award, named for the very first executive director of CFPC. This award recognizes Canadian or international family physicians who have made an outstanding leadership contributions to family medicine or abroad. He was, not so surprisingly, the first Jewish boy from the north end of Winnipeg to reach this lofty status.
Dr. Cal Gutkin has remained active as a board director at CarePoint Health – a new patient-centred team- based primary care centre in Mississauga – as well as on the Mississauga Health Team, which is the Ontario government’s model responsible for the oversight and integration of health care services in each community.
With all of these awards and honours accorded Gutkin, what really hit home for me was the fact that, in 2013, the CFPC created a special award, called the Calvin L. Gutkin Family Medicine Ambassador Award. This award, presented annually, recognizes a dynamic leader in Canadian Family Medicine who, by virtue of his or her vision, innovation and relationship building, has positively impacted the role of family physicians and the care provided by them for the people of Canada. You usually have to die before you get a medal or award named after you, but happily, Gutkin is an exception here. I would suggest that Rupertsland Avenue has never had such an esteemed alumnus.
Gutkin still traces his career and the many awards that it has brought to him as being in large part attributable to his growing up years in Winnipeg with a strong and nurturing support system from his parents and his younger sister Cheryl, whom Calvin says has now been married to three life partners: Dickie Dee, Salisbury House, and Earl Barish. He was also blessed with a network of great life-long Winnipeg friends with whom he grew up up, including Dane Hershberg, now in Toronto, along with David Stuart, Howard Malchy, and Lawrie Halparin, all now in Vancouver.
Most of all, Calvin is quick to point out that much of his good fortune was because of a happy and long marriage of nearly 50 years to his wife, the former Mary Waddell, who sadly passed in April 2025. Plus, he has three wonderful daughters: Michelle, Maia and Leah; their life partners, Cory, Andy and Matt; and four magnificent grandkids- Maddie, Declan, Jane and William.
I wondered aloud as to what Gutkin had to say about the state of family medicine today. In fact, he has a lot to say and The Jewish Post could devote a whole page to just that topic. But what Calvin Gutkin emphasized to me was that if you want to have a healthy population, it is essential to have access to a family physician and good primary/first line care. Cal states emphatically that “if our governments and health care systems hope to create better health outcomes, the best place to focus their resources is in primary care and family practice.”