Report Number 231 Of The Committee Of Academic Policy & Programs
Tuesday, OCTOBER 21, 2025
To the Academic Board,
University of Toronto,
Your Committee reports that it held a meeting on Tuesday, October 21, 2025 at 3:10 p.m. in the Council Chamber, Simcoe Hall with the following members present:
PRESENT: Walid Houry (Chair), Pier Bryden (Vice-Chair), Nicholas Rule (Vice-Provost, Academic Programs), Sheila Batacharya, Jordan Bear, Susan Bondy, Shai Cohen, David Gren*, Sandeep Gill, Giovanni Grasselli, Ania Harlick, Rita Kandel, Robert Kyle*, Eden Lavallee*, Marcus Law, Karen Reid, Kimberly Seaman, Sera Tulk
REGRETS: Joshua Barker (Vice-Provost, Graduate Research & Education and Dean, School of Graduate Studies), Leah Cowen (Vice-President, Research and Innovation, and Strategic Initiatives), Shakhriyor Bakhtiyorov, Carol Chin, Robert Cooper, Dinesh Christendat, Anuradha Prakki, Rosa Saverino, Kevin Temple
NON-VOTING ASSESSORS: Angelique Saweczko (University Registrar)
SECRETARIAT: Joanne Chou
IN ATTENDANCE:
Stephen Wright, Interim Dean, Faculty of Arts & Science
Gillian Hamilton, Vice-Dean, Academic Planning, Faculty of Arts & Science
Ebba Kurz, Interim Associate Dean, Unit-Level Reviews, Faculty of Arts & Science
Rafael Gomez, Director, Centre for Industrial Relations and Human Resources, Faculty of Arts & Science
Sebastian Jaimungal, Chair, Department of Statistical Sciences, Faculty of Arts & Science
Dana Seitler, Director, Mark S. Bonham Centre for Sexual Diversity Studies
Kevin O'Neill, Dean of Arts and Vice-Provost, Trinity College, Faculty of Arts & Science
Timothy Sayles, Program Director, International Relations, Faculty of Arts & Science
Bill Gough, Interim Vice-Principal (Academic) & Dean, UTM
Bryan Stewart, Vice-Dean, Academic Programs, UTM
Tanjum Hossain, Chair, Department of Management, UTM
Ilia Binder, Chair, Department of Mathematical and Computational Sciences, UTM
Karin Ruhlandt, Vice-Principal Academic & Dean, UTSC*
Katherine R. Larson, Vice-Dean Teaching, Learning & Undergraduate Programs, UTSC
Julia Nefsky, Chair, Department of Philosophy, UTSC
Andrea Benoit, Faculty of Arts & Science
Katherine MacIvor, Faculty of Arts & Science
Lachmi Singh, Director, Academic Programs, Planning and Quality Assurance, Office of the Vice-Provost, Academic Programs
Emma del Junco, Academic Reviews & Planning Specialist, Office of the Vice-Provost, Academic Programs
David Lock, Academic Reviews & Planning Specialist, Office of the Vice-Provost, Academic Programs
(*attended remotely)
OPEN SESSION
- Chair’s Remarks
The Chair welcomed members and guests to the meeting. He noted that they would be fulfilling one of the most important parts of the mandate, the Semi-Annual Reviews of Programs and Units. - Reports of the Administrative Assessors
The Chair remarked that there were no reports of the Administrative Assessors. - Amendment to the Policy on the Replacement and Reissuance of Diplomas
The Chair reminded members that it was part of the mandate of the Committee to recommend to the Academic Board, amendments to University-wide policies with respect to issuance of replacement diplomas.
Ms. Angelique Saweczko, University Registrar, began her report by stating that the university was proposing a few updates to the Policy on the Replacement and Reissuance of Diplomas. She noted that the revisions to the Policy were last considered by the Committee in 1985, and that two changes to the Policy were being considered. Given the diverse needs of the global student and alumni community regarding their academic credentials, the first change was adding the ability to remotely commission a declaration which gave students more flexibility, especially if overseas. The second change relates to the reporting requirement and reflects the structural adjustments to the convocation team, where they were now part of the University Registrar’s office. The Convocation team could now track the reissuance of diplomas directly in Repository of Student Information (ROSI) system, thus no longer requiring the need to track on a separate list.
On a motion duly made, seconded, and carried,
IT WAS RECOMMENDED,
THAT the proposed amendment to the Policy on the Replacement and Reissuance of Diplomas 1985 be approved, effective immediately.
Members had no questions. - Reviews of Academic Programs and Units
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Semi-Annual Report on the Reviews of Academic Units and Programs
The Chair noted that the Committee had received eight Decanal reviews of units and programs. All were brought forward for information and discussion. The submissions included the signed administrative responses from each Dean, which highlighted action plans in response to reviewer recommendations.
The Chair reported that members had been placed into four reading groups and that each group had been assigned up to four reviews. To guide their work, members of these groups were asked to consider four questions:-
Does the summary accurately tell the story of the full review?
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Does the administrative response address all issues identified?
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Are there any questions, comments or substantive issues that the Committee should consider?
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Is there a need to ask that the Vice-Provost, Academic Programs bring forward a follow-up report?
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The Chair also noted that, as part of their review, each of the reading groups had submitted comments to the appropriate Deans’ Offices for their consideration in advance of the meeting.
The Chair invited Professor Rule to make general remarks about the reviews.
Professor Rule noted that the Committee played a critical role in the reviews of all academic programs and units at the University. The goals of these reviews were to:
- to obtain expert advice of leaders in the field concerning academic and administrative issues,
- to measure performance against leading international programs, and
- to obtain guidance and input from peers on key strategic decisions.
Recurring and new themes were identified in the reviews: the strong quality and reputation of the programs, the high caliber of our students, the scholarly and professional contributions of the faculty, the impressive ways that units connect theory to practice through research opportunities, experiential learning, partnerships beyond the university, broad commitment to advancing equity, diversity, and inclusion (EDI), and fostering vibrant intellectual and social communities for students.
Professor Rule noted that as always, the reviews indicated areas for development. The reviews identified opportunities for units to strengthen coordination across cognate programs to ensure the sustainability of teaching and program delivery, ways to augment supports and mentorship for students and faculty, addressing enrolment pressures, strengthening experiential and career supports, and ensuring that diversity and accessibility goals were reflected in curricula, faculty hiring, and student opportunities.
Faculty of Arts & Science (FAS)
Industrial Relations & Human Resources
The spokesperson for the reading group reported that the review summary accurately described the full review and that overall, they had found the review to be positive. The Dean’s administrative response adequately addressed all identified concerns and included a comprehensive, forward-looking plan. The group had no additional questions or comments.
Stephen Wright, Interim Dean, Faculty of Arts & Science thanked the reading group for their careful evaluation and was highly supportive of the review and its conclusions, as well as the recommendations.
No follow-up report was requested.
Faculty of Arts & Science (FAS)
Department of Statistical Sciences
The spokesperson for the reading group reported that the review summary accurately reflected the full review. The administrative response was adequate in addressing all identified concerns and included a comprehensive, forward-looking plan. The group had no additional questions or comments.
Stephen Wright, Interim Dean, Faculty of Arts & Science thanked the reading group for their careful evaluation and the department for the self-study. He noted that they had a good plan for moving forward.
No follow-up report was requested.
Faculty of Arts and Science (FAS)
Sexual Diversity Studies program
The spokesperson for the reading group reported that the review summary had accurately reflected the full review, and that the administrative response fully addressed the issues identified. The group requested further explanation regarding the change of status to an EDU-A, if this were achievable, and if it would address the reviewers’ recommendations.
Stephen Wright, Interim Dean, Faculty of Arts & Science acknowledged that the proposed approach could help address several challenges, but noted potential difficulties due to the unit’s small size, such as maintaining a critical mass for tenure and promotion. The primary implication of transitioning from an EDU-B to and EDU-A was that the unit would be able to hold majority or 100% faculty appointments. The Deans Advisory Committee on Academic Change (DACAC) would review the proposal, assess its strengths, and consider if it was the best solution. They would also explore alternative options, including partnerships with other units. Overall, he noted that the Faculty supported moving the proposal forward while remaining open to other strategies.
No follow-up report was requested.
Faculty of Arts and Science (FAS)
International Relations
The spokesperson reported that the reading group found the summary to accurately reflect the full review. The group reported that the Dean’s administrative response adequately addressed issues identified by the review, however they asked that the department further comment on the justification for the decision to end, rather than improve the Certificate in International Affairs (U of T Global Scholars), and the curricular changes that were being considered.
Timothy Sayles, Program Director, International Relations reported that the Certificate in International Affairs was created in 2019, with the expectation of increased international opportunities and student travel funding. However, the COVID-19 pandemic in 2020 severely limited these opportunities, preventing students from fully engaging in the program as intended. Although some students completed the certificate, others reported frustration due to the lack of available international experiences. Furthermore, maintaining the program had become an administrative burden. Consequently, the program team was discussing the future of the certificate with the Dean’s administration, including the possibility of closure.
He then explained the curriculum changes noting that while the current curriculum worked well, the team was eager to explore new opportunities and improvements. An example was the proposal to move the existing fourth-year methods seminar to the second year, allowing students to build research and analytical skills earlier and apply them in later courses.
A member suggested collaboration with the European Affairs Program, which faced similar challenges with international opportunities but had found ways to address them.
No follow-up report was requested.
Faculty of Arts and Science (FAS)
Digital Humanities
The spokesperson reported that the reading group found the summary to accurately reflect the full review. The group reported that the Dean’s administrative response adequately addressed most of the issues identified by the review and requested further clarification on several matters: faculty staffing levels, commitments from Woodsworth College and FAS for dedicated space and administrative support, and ongoing or upcoming hiring processes.
Stephen Wright, Interim Dean, Faculty of Arts & Science provided an update on administrative staffing, space, and faculty appointments for the Digital Humanities program.
- Administrative staff and space: Progress was strong, and a full-time administrative staff member was now dedicated to the Digital Humanities program, and the Woodsworth College renovation was underway. By 2027, the program was expected to have dedicated space and shared meeting areas within the College.
- Faculty appointments: Current teaching positions relied on contractually limited appointments, with possible extensions under consideration. To strengthen long-term stability, the program was leveraging growing expertise in related humanities departments. These cognate units were supportive and interested in contributing to course offerings and collaboration, helping ensure permanent teaching and tenure-stream faculty involvement over time. Overall, the collaboration between Woodsworth College and cognate humanities departments would sustain and enhance the program’s teaching capacity and future growth.
No follow-up report was requested.
University of Toronto Mississauga (UTM)
Department of Management
The spokesperson for the reading group reported that the review summary had accurately reflected the full review. The reading group reported that the Dean’s administrative response had largely adequately addressed the issues identified by the review and noted several areas that required clarification and updates: implementation timelines for a UTQAP review of the Institute for Management & Innovation (IMI) and the activity-based budget model; administrative support for student clubs, extracurricular activities, and faculty recognition; career and internships through collaboration with central university career services; curriculum management between UTM and IMI, and whether the admissions criteria for the Master of Management in Professional Accounting (MMPA) and Master of Management of Innovation (MMI) programs had been reviewed.
Bill Gough, Interim Vice-Principal (Academic) & Dean, UTM addressed multiple topics related to staffing, budgeting, and student support for the UTM Department of Management, dividing the discussion into four key areas:
- Staffing and Administrative Support:
- Departments requested more staff due to growing student needs, though budget constraints limited expansion.
- Some programs benefitted from deregulated tuition fees, but rising staff costs have eroded the funding’s impact.
- The budget decisions followed a campus-wide adjudication process, which limited short term commitments.
- Deferred or Contingent Action Items:
- Some issues were pending outcomes of the graduate program review within the Institute for Management and Innovation (IMI).
- The review was nearly complete, and its findings would guide structural and administrative decisions for the department.
- Career and Internship Supports:
- The experiential education portfolio at UTM had expanded and included research opportunity programs (ROPs) and a growing co-op program—from 247 students last year to a goal of 1,000 students annually within 10 years. The Department of Management joined the co-op program this year with 10 students, marking a promising start.
- Plans to enhance career service collaboration and acknowledgement that management students had distinct professional pathways that required tailored support.
- Transparent Budget and Staffing Data:
- Faculty hiring was affected by reduced international enrollment. UTM was 40 faculty positions behind and launched a three-year hiring plan to restore the complement, including five positions in Management.
- No new growth positions were planned until financial stability improved.
- The benchmarking study comparing UTM, UTSC, and Rotman staffing levels illustrated structural differences (e.g., co-op funding sources), making direct comparisons unreliable. He expressed willingness to revisit data-sharing across divisions for transparency.
Bryan Stewart, Vice-Dean, Academic Programs then provided comments on the remaining matters below:
- Equity in Teaching Stipends and Support:
- Comparing UTM Management (primarily undergraduate, 19-unit division) with Rotman (single department, mostly graduate teaching) was complex due to structural and workload differences.
- Teaching stipends were governed by collective bargaining agreements, but there was room for additional divisional negotiation.
- Divisional leadership was sensitive to differences across divisions and would continue to manage them where appropriate.
- Curricular Representation and Governance:
- MMPA and MMI programs were administered by IMI, a separate unit from the Department of Management, that was undergoing its own distinct UTQAP review.
- Curriculum reviews and program decisions for IMI-administered programs were considered within IMI though their own UTQAP processes, and UTM faculty participating in IMI programs were included in relevant discussions.
- Urgency of MMPA Admissions Review:
- Bryan Stewart clarified that the MMPA program was part of IMI and separate from the review of the UTM Department of Management.
- The MMPA received focused attention through the IMI UTQAP review process, and the UTM Dean’s office was fully committed to addressing any issues identified.
No follow-up report was requested.
Department of Mathematical and Computational Sciences (UTM)
The spokesperson for the reading group reported that the review summary accurately described the full review and that overall, they had found the review to be positive. The reading group reported that the Dean’s administrative response had adequately addressed issues identified by the review and had presented a clear forward-looking action plan to address the identified issues. The reading group requested further clarification on several matters: job stability for Part-time and Contractually Limited Term Appointment (CLTA) faculty, Equity, Diversity, and Inclusion (EDI) initiatives, and space allocation for the Robotics group.
Bill Gough, Interim Vice-Principal (Academic) & Dean, UTM responded to the questions below:
- CLTAs / LTAs:
- Part-time faculty could achieve continuing status after six years, providing job security.
- Converting part-time roles directly into full-time faculty positions was not allowed under collective bargaining agreements; all full-time hires went through a rigorous search process.
- Units could consider creating full-time and part-time positions for ongoing work, allowing current staff to apply.
- Mentorship programs existed to support part-time faculty, prevent overwork, and help career development; historically, some part-time staff eventually moved into full-time roles.
- EDI:
- UTM implemented targeted hiring initiatives to increase Black and Indigenous faculty representation, though progress was discipline-dependent and pipelines remained a challenge.
- Broader diversity work included gender and racial equity, with efforts to encourage underrepresented students from high school through undergrad to consider careers in STEM fields.
- Emphasis on continuous sensitivity and sustained effort in implementing EDI initiatives.
Bryan Stewart, Vice-Dean, Academic Programs then addressed space concerns related to the Robotics research cluster, commenting that a planned new building was halted due to financial constraints, causing the robotics group (and others) to lose promised space. Since then, a robust plan had been developed to provide the necessary research space, which was not fully in place during the external review. Five dedicated research labs would be built across two adjoining buildings, designed through collaborative input from the robotics researchers and the facilities management and planning group (FMP), and managed through an external consultant. Additional flexible space was also planned for multiple users. Current occupants of the space would need to be relocated, and these negotiations were ongoing to ensure fair allocation. The space reallocation was expected to be completed by summer 2026, with construction starting summer 2026, and expected completion by 2027.
No follow-up report was requested.
University of Toronto Scarborough (UTSC)
Department of Philosophy
The spokesperson for the reading group reported that the review summary had accurately reflected the full review, and that the Dean’s administrative response fully addressed the issues identified with an outlined plan to address both short-term actions and long-term plans to address the reviewers’ recommendations.
Karin Ruhlandt, Vice-Principal Academic & Dean and Katherine Larson, Vice-Dean Teaching, Learning & Undergraduate Programs both expressed their thanks and appreciation for the reading group for their thoughtful review and the research excellence of the department.
No follow-up report was requested.
CONSENT AGENDA
On a motion duly moved, seconded, and carried
YOUR COMMITTEE APPROVED
THAT the consent agenda be adopted and that Item 5, the Report of the Previous Meeting, be approved.
- Report of the Previous Meeting
The report of the previous meeting was approved. - Business Arising from the Report of the Previous Meeting
There was no business arising from the report of the previous meeting.
- Date of the Next Meeting: Tuesday, February 10, 2026
The Chair confirmed that the next meeting of the Committee would be held on Tuesday, February 10, 2026, in the Council Chamber. - Other Business
There were no items of other business.
The meeting adjourned at 4:20 p.m.
October 23, 2025