1. Purpose

The purpose of this Policy is to set out the principles for Good Faith Disclosures of Improper Activity and to describe the University鈥檚 response to such disclosures. The Policy supports the ability of Employees to disclose concerns in good faith, without fear of Reprisal.

2. Scope and Application

2.1 This Policy applies to all Employees.

2.2 A Good Faith Disclosure will be addressed under this Policy and the associated Procedures where there are no other established University procedures governing the Improper Activity.

2.3 Any Employee having information or reasonable grounds to believe Improper Activity has occurred, is occurring, or may be reasonably foreseeable to occur or imminent, is encouraged to make a Good Faith Disclosure.

3. Definitions

For the purposes of this Policy,

Employee means a person who is an employee as defined by the Ontario Employment Standards Act, 2000 and for greater clarity includes any person who performs work or services for the University in exchange for wages. For clarity, a student who performs work or services for the University in exchange for wages is an Employee for this Policy.

Good Faith Disclosure means a disclosure made by an Employee under this Policy concerning any actual or perceived Improper Activity that is:

• Made under section 4.2 of this Policy;
• Based on a reasonable belief or information that the Improper Activity has occurred, is occurring, or may be reasonably foreseeable to occur or imminent in the workplace; and
• 聽Made in good faith.

Improper Activity means an act or omission that an Employee knew or reasonably ought to have known to be wrong or inappropriate. Improper Activity includes but is not limited to:

• Significant financial misconduct;
• Theft, fraud, and/or misappropriation of university assets;
• Forgery, falsification, and/or inappropriate alteration or destruction of University records (paper and electronic); and,
• The act of concealing or attempting to conceal an Improper Activity, and/or knowingly directing or assisting in the commission or concealment of an Improper Activity.

Reprisal means taking action or threatening to take action against an Employee because they have made a Good Faith Disclosure or because they have cooperated with the University鈥檚 response to a Good Faith Disclosure.

4. Policy

4.1 快播视频 aspires to high ethical, legal, environmental, managerial, professional standards by fostering a culture of honesty and accountability. It is equally committed to acting in accordance with all applicable legislation and regulatory requirements, as well as the University鈥檚 Policies and procedures.

4.2 The University will promote and maintain a means for Employees to make a Good Faith Disclosure regarding alleged Improper Activity that permits anonymous reporting and protects against Reprisal.

4.3 The University will take appropriate steps to carefully review all Good Faith Disclosures and respond and/or investigate as appropriate in accordance with this Policy and procedures.

4.4 The University will use reasonable efforts to keep the details of a Good Faith Disclosure confidential and will protect the identity of the Employee making the Good Faith Disclosure to the fullest extent possible if requested by that Employee. Employees may report a Good Faith Disclosure anonymously; however, the ability of the University to address a disclosure may be limited when the disclosure is anonymous.

4.5 Employees s who are found to have committed an Improper Activity may be subject to appropriate disciplinary action.

4.6 An Employee who makes a Good Faith Disclosure will be protected from Reprisal. Any Employee who knowingly makes an allegation of Improper Activity which is false, frivolous, vexatious, or made in bad faith may be subject to disciplinary action, up to and including termination, as appropriate.

4.7 The University will review, respond, and/or investigate and take appropriate action to address allegations of Reprisal.

4.8 This Policy does not modify or supersede any other Policies nor any collective agreement. Any Improper Activity subject to an existing Policy or collective agreement will be processed according to that other Policy or collective agreement and any applicable procedure.

4.9 The Vice-President Finance & Administration will provide an annual report to the Board of Governors.

5. Roles and Responsibilities

The Vice-President Finance & Administration will be responsible for the implementation, administration and interpretation of this Policy and has the authority to develop procedures to that effect.

6. Review

This policy will be reviewed every five (5) years. During the review, the policy will remain in full force and effect.

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快播视频 ("the University") is committed to the effective management and use of Data in support of its academic, research, and administrative activities.

This Policy establishes the governing rules, standards, roles, and responsibilities for Data usage at the University, in alignment with the University's Data Governance Framework. It lays the foundation for the successful operationalization of the University鈥檚 Data and Analytics Strategy and practical aspects of Data Management.

This Policy aims to achieve the following objectives:

1.1. To ensure that Data is recognized as a valuable institutional asset and governed according to established frameworks, policies, and guidelines.

1.2. To establish clear ownership of Data and formalize Data-related roles and responsibilities.

1.3. To promote a culture of responsible and skillful Data use as an integral part of institutional assessment, planning, and management practices.

1.4. To improve Data accessibility and usability across the University to achieve more effective decision-making.

1.5. To enhance Data quality and integration to ensure Data collected and used by the University is accurate and reliable.

1.6. To standardize Data definitions and formats for consistency and accuracy across departments and systems.

1.7. To mitigate Data security risks and privacy concerns.

2. Scope and Application

2.1. This Policy applies to University Employees and any third-party or other University affiliates who are authorized to access Data.

2.2. This Policy applies to the collection, storage, management, utilization and disposal of Data, and to the exchange, transfer, storage, and disclosure of Data between or by individuals, units, departments, or organizations, including external contractors, vendors, partners, or affiliates who access Data pursuant to agreements with the University.

2.3. This Policy covers all Data, regardless of its form, medium, or location, with the exception of Research Data which is managed by other relevant policies and procedures.

2.4. This Policy should be read in conjunction with the University鈥檚 associated policies, procedures, guidelines, and any relevant and applicable legislation, and any other policy that may become applicable and/or relevant.

3. Definitions

Data: for the purpose of this Policy, Data refers to Institutional Data, which includes all quantitative and qualitative information that is collected, stored, managed, analyzed, and utilized across various functions and activities of the University. Institutional Data encompasses any Data that is owned, licensed, or otherwise under the control of the University, including University administrative records and information associated with teaching and learning. This Data may appear in multiple formats and states, such as raw, aggregated, processed, analyzed, structured, semi-structured, or unstructured.

Data Asset: any entity comprising of Data from which value may be derived. A Data Asset may be a system or application output file, database, document, dashboard, web page, or another artifact.

Data Domain: a specific category or subject area of Data within the University. It is a broad area of Data that contains a set of similar or related Data Elements, such as student Data, financial Data, and human resources Data.

Data Element: a fundamental unit of information that represents, defines, or records a specific attribute, fact, or concept. A Data Element may be a field in a database, a column in a spreadsheet, or a property in a data object, which individually or collectively contributes to the understanding and interpretation of a Data Asset.

Data Governance: a function that outlines policies, processes, and roles and responsibilities to ensure the effective and ethical management of Data across the University. These standards are articulated in the Data Governance Framework, which outlines a system of decision rights and accountabilities for Data-related processes.

Data Management: a function that creates and implements architectures and processes to manage the full Data lifecycle needs of the University. This includes Data collection, storage, integration, security, quality, and usage to ensure that Data is accurate, accessible, and usable for decision-making and operations.

Data Sharing: the exchange, transfer, or disclosure of Data among different individuals, units, departments, or organizations.
Data Sharing Agreements: formal contracts or documents that stipulate the terms and conditions under which Data is exchanged, transferred, or disclosed.

Data Sub-Domain: a subset or a specific aspect of a Data Domain. It is a smaller, more specific area of Data that is part of a larger Data Domain, such as student profile Data, student advising Data, and student athletics Data.

Employee: any person who performs work or services for the University in exchange for wages.

Metadata: structured, descriptive information about Data Elements and Data Assets that provides context, facilitates understanding, and enables effective management, discovery, and usage of the Data Elements. For example, for a 鈥淪tudent ID鈥� Data Element, the Metadata might include a definition and a validation rule. For Data Assets, like the University鈥檚 Student Information System, the Metadata records ownership and creation dates, among other descriptive information.

Principal Data: the identifiers and detailed attributes that describe the core entities of the University. It represents the core information that is essential for the University's operations and decision-making processes. Principal Data includes information about students, alumni, staff, faculty, academic programs and services, organizational and financial structures, and physical space.

Reference Data: the sets of predefined, permissible values or categories that are used within the University鈥檚 systems and databases to classify, organize, and ensure the consistency of Data. It provides context and structure to transactional and operational Data, enabling accurate Data interpretation, reporting, and analysis. Reference Data includes country codes, currency codes, and program classification codes.

Research Data: Data produced as a result of research activities. Research data may be experimental, observational, operational, third party, public sector, monitoring, processed, or repurposed. This includes research proposals, publications including articles, conference papers, reviews, books and book chapters, Data sets, laboratory records, patents, and any other documented findings or innovations generated through research efforts.

4. Policy

4.1 Data Ownership

Data generated and collected by the University is an institutional asset that is governed according to established policies and frameworks. Each Data Asset must have a designated Data Trustee and Data Steward who are responsible for ensuring that the Data Asset is accurate, reliable, and relevant to the University's mission and goals.

4.2 Data Quality

a. Data should be accurate, complete, timely, and relevant to the University's needs.

b. Principal and Reference Data must be consistently defined and maintained to ensure the accuracy and integrity of Data throughout the organization.

4.3 Data Definition

Data Elements will be clearly defined to ensure that Data is usable, accurate, and consistently described.

4.4 Data Classification

Data must be classified according to its sensitivity and importance to the University. Classification categories, established in the Information Security Classification Standard, determine the appropriate access, transmission, storage, and destruction of Data.

4.5 Data Access and Sharing

a. Access to Data must be authorized in accordance with the Information Security Classification Standard and be consistent with other relevant university policies and procedures.

b. Data Sharing must be authorized based on operational and strategic needs, ensuring appropriate protection, use, and destruction of shared Data in compliance with applicable laws, regulations, and ethical standards.

c. Data should be securely shared among Employees whose work can benefit from Data availability, across departments, unless restricted by University policies or provincial or federal regulations.

d. Data Sharing Agreements are required where appropriate for sharing Data with external parties and in other special circumstances. These agreements must set standards for the protection, appropriate use, and destruction of shared Data, and must receive approval from the relevant authority.

4.6 Data Retention

Data must be retained only as long as necessary to fulfill its intended purpose, in compliance with the , Information, Privacy and Copyright Office policies and procedures, and legal and regulatory requirements.

4.7 Data Security

Data must be protected against unauthorized access, use, disclosure, alteration, or destruction in accordance with the Information Security Policy and Information Security Classification Procedures.

4.8 Data Privacy

The collection, use, retention, and disposal of Data must be in compliance with the University鈥檚 Policy on Access to Information and Protection of Privacy and other legal and regulatory obligations and should adhere to higher education institutions and other best practices where possible.

4.9 Data Ethics

Data will be collected, used, and shared in an ethical manner, consistent with the University's mission, values, applicable ethical standards, and principles.

4.10 Reporting

Reporting mechanisms will track the usage, quality, and security of Data Assets where possible.

4.11 Violations of Data Governance Policy

Any Data User who violates the University鈥檚 Data Governance Policy may have their Data access terminated. Violations of applicable statutes or laws may result in disciplinary or legal action.

5. Roles and Responsibilities

The roles outlined below contribute to promoting a culture of Data-informed decision-making at the University and to the operationalization of York鈥檚 Data and Analytics Strategy.

5.1 Data Trustee

The Data Trustee is a senior leader accountable for the Data in a specific and bounded Data Domain. Their responsibilities include:

• Setting strategic direction and governance for Data within their Data Domain in alignment with the Data and Analytics Strategy, ensuring that the University has adequate policies, processes, and practices in place to support its information needs.
• Overseeing Data Management practices within their Data Domain, including promoting proper access, accuracy, privacy, integrity, security, and availability of the Data.
• Making decisions about the authoritative sources of Data within their Data Domain.
• Authorizing Data Sharing Agreements.
• Approving Data definitions and classifications.
• Ensuring that their designated Data Stewards and their teams have the necessary Data Management tools and training, and appointing Data Stewards to manage specific Data Sub-Domains.

5.2 Data Steward

The Data Steward is a senior manager responsible for the Data in a specific and bounded Data Sub-Domain. As experts on the Data within their Data Sub-Domains, their responsibilities include:

• Overseeing and managing the integrity, quality, and relevance of Data Assets, including setting standards for Data collection and validation.
• Establishing and maintaining procedures for Data Sharing and Data access, including evaluating requests for access to Data in their Data Sub-Domain.
• Overseeing Data lifecycle procedures, including acquisition, storage, classification, retention, and disposal of Data within their Data Sub-Domain.
• Leading and approving Data definitions and classifications.
• Ensuring the proper use of Data within their Data Sub-Domain and providing necessary training and documentation to relevant Data Users.

5.3 Data Custodian

The Data Custodian handles the technical management, Data quality, and security within a specific system. Their responsibilities include:

• 聽Implementing Data lifecycle procedures, including the acquisition, storage, classification, retention, and disposal of Data within their system.
• Maintaining Data quality and integrity within their system.
• Ensuring consistent application of Data security and privacy considerations within their system, including managing access to Data and ensuring solution designs adhere to security policies and architecture principles.
• Working with Data Stewards to establish and promote policies, guidelines, and procedures for the responsible management of Data.

5.4 Data User

A Data User is any individual who accesses or uses Data, including Employees, contractors, partners, and affiliates. Their responsibilities include:

• Using Data only for official University business.
• Maintaining confidentiality of Data and complying with University policies, guidelines and procedures, and applicable laws, regulations, and ethical standards.
• Possessing the necessary skills to work with Data effectively and ensuring accurate Data presentation.
• Consulting Data Stewards for guidance on Data use and reporting any Data security or quality concerns to the appropriate Data Steward.

6. Review

The University will review the Data Governance Policy every two (2) years, or as necessary to ensure compliance with legislation or statutes, or when it is deemed necessary in the best interests of the University. The Chief Data Officer is responsible for initiating and overseeing the review and update process.

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1.1 This policy establishes principles for assessing and awarding transfer credits at 快播视频. It supports student mobility by recognizing prior learning from accredited institutions, for consideration of transfer credit where there is academic equivalency in content and rigour.

2. Scope and Application

2.1 This policy applies to all undergraduate applicants and students seeking transfer credit for prior learning completed at accredited or university approved postsecondary institutions, including international institutions and advanced secondary programs.

2.2 This Policy does not apply to academic programs in the 快播视频 School of Medicine (鈥淵USOM鈥�). YUSOM does not accept transfer credits.

3. Policy

3.1 The Senate of 快播视频 endorses the following principles:

3.1.1 Acceptance of transfer credits among Ontario universities shall be based on the recognition that, while learning experiences may differ in a variety of ways, their substance may be virtually equivalent in terms of their content and rigour. Insofar as possible, acceptance of transfer credits should allow for the maximum allowable recognition of previous learning experience in university-level courses;

3.1.2 Any course offered for credit by one Ontario university shall be accepted for credit consideration by another Ontario university when there is virtual equivalency in course content.

3.1.3 Courses completed toward a credential from an Ontario public college can be assessed for credit consideration where there is virtual equivalency in course content. Bachelor degree programs with Ministerial consent offered by Ontario public colleges will be evaluated for transfer credit equivalent to a University transfer student.

3.2 Accredited & Approved Institutions

3.2.1 If an educational institution is a member of, or is recognized by, the accrediting body for the highest level of (post-secondary) education in its home country, credits from that institution may be considered for transfer to York. Institutions which are not so recognized must be approved on a case-by-case basis through the Office of the University Registrar before credit can be granted to transferring students.

3.3 Transfer Credit Limits for Advanced Secondary Studies

3.3.1 Students who are admitted to the University and who have completed courses during high school in programs listed below (3.4), may be eligible for transfer credit. Transfer credits are assessed after admission and after the University has received the official final results directly from the respective examining board.

3.3.2 Faculties at the university may have varying transfer credit criteria. This means that the number and type of transfer credits awarded may differ depending on the Faculty or on the specific program.

3.4 Eligible programs or courses include:

• Caribbean Advanced Proficiency Examinations (CAPE)
• College Board Advanced Placement (AP)
• Diplome d鈥櫭﹖udes collegiale (CEGEP)
• French Baccalaureate
• General Certificate of Education (GCE) A levels
• International Baccalaureate (IB)

3.4.1 The maximum number of transfer credits and minimum achievement level for each program is set out in Appendix A.

4. Roles and Responsibilities

4.1 It is the responsibility of the Office of the University Registrar to implement this Policy and to inform students accordingly.

4.2 It is the responsibility of the Faculties to inform instructors and staff about this Policy.

5. Review

5.1 This Policy will be reviewed at least every five years.

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快播视频 values the contributions of Clinical Faculty in fulfilling the academic mission of the School of Medicine, particularly through their engagement in teaching, clinical service, scholarly and research activity, leadership, and service to the profession and broader community.
This Policy establishes the institutional framework for the appointment, renewal, and promotion of Clinical Faculty within the 快播视频 School of Medicine. It provides clear, consistent, and equitable guidelines and procedures to support the governance of Clinical Faculty relations and to ensure alignment with the academic standards, values, and strategic priorities of the University.

2. Scope

This Policy applies to all Clinical Faculty appointed to the School of Medicine who are expected to contribute to the School鈥檚 academic mission through Teaching & Education Activities, Clinical Services, Research & Scholarly Activities, Leadership & Administration. It governs academic appointments held by individuals affiliated with the School who engage in clinical, educational and/or scholarly/research activities, including those based in hospital, community, or clinical practice settings.

3. Definitions

Board of Governors: The Board of Governors is a governing body of 快播视频, responsible for overseeing the University鈥檚 business and financial affairs, property, and overall administrative operations. The Board exercises fiduciary oversight and approves key matters such as budgets, capital projects, and senior administrative appointments. Its authority is derived from the 快播视频 Act, 1965, and it operates in accordance with University policies and applicable legislation.

Clinical Faculty: A physician or healthcare practitioner holding a clinical appointment external to the University (e.g., hospital, clinic, or health authority) who is engaged by the School of Medicine to contribute to its academic mission.

Contributions: Academic activities recognized under this Policy, which may include teaching, clinical or community service, leadership, and scholarly or research output.

Continuing Appointment: An academic appointment with no specified end date that continues until resignation, retirement, or termination in accordance with University policy.

Cross Appointment: A secondary appointment of a Clinical Faculty Member to a Department within the 快播视频 School of Medicine, other than their primary Department, for a defined term. Cross appointments enable Clinical Faculty to contribute to teaching, research/scholarly, or clinical activities in more than one Department within the School of Medicine.

Department: An academic unit within the School of Medicine (e.g., Family Medicine, Psychiatry), established for the purpose of delivering clinical education, scholarly activity/research, and academic leadership.

Department Head: The administrative leader of a Department or designated unit within the School of Medicine.

Dean: The Dean of the School of Medicine.

Physician: A professional who holds a medical or equivalent degree (e.g., Doctor of Osteopathic Medicine [DO], Bachelor of Medicine, Bachelor of Surgery [MBBS]) and is licensed to practice medicine in Ontario by the College of Physicians and Surgeons of Ontario (CPSO) or another recognized medical regulatory authority.

Healthcare Practitioner: A regulated health professional who is licensed to practice in Ontario by their respective regulatory college (e.g., College of Nurses of Ontario, College of Physiotherapists of Ontario). This includes, but is not limited to, nurses, physiotherapists, occupational therapists, pharmacists, and other regulated practitioners as defined under the Regulated Health Professions Act, 1991.

Limited Term Appointment: A full-time academic appointment with a specified end date, eligible for reappointment in accordance with University procedures.

Promotion: The advancement of a Clinical Faculty Member from one academic rank to a higher rank, based on the criteria set out in this Policy.

Reappointment: The renewal of a Limited Term Appointment, subject to University review and recommendation procedures.

School: The 快播视频 School of Medicine.

4. Policy

4.1 Leadership Structure

The governance of Clinical Faculty appointments within the School of Medicine is supported by a defined leadership and committee structure to ensure equity, transparency, and academic rigour in decision-making.

4.2 Associate Dean, Clinical Faculty Affairs

The Associate Dean, Clinical Faculty Affairs is responsible for the oversight of Clinical Faculty appointments, reappointments, promotions, and career development processes. This includes ensuring compliance with University policies and promoting equitable and inclusive faculty advancement practices.

4.3 Department Heads

Each clinical Department (e.g., Family Medicine, Medicine, Psychiatry, Paediatrics, Obstetrics and Gynaecology, Surgery, Anesthesiology, Community and Population Health, Pathology and Laboratory Medicine, and Medical Imaging) is led by a Department Head.

Department Heads are responsible for:

• Academic leadership and administration within the Department;
• Overseeing faculty recruitment, faculty retention, evaluation, mentorship, and promotion;
• Ensuring departmental compliance with University and School policies;
• Serving as the recommending authority for appointments and promotions within the Department;
• Fostering the academic mission of the School with regards to Education and Research.

4.4 School Appointments Advisory Committee (SAAC)

The School shall establish a School Appointments Advisory Committee (SAAC) in accordance with the Procedures. The SAAC has a School-wide oversight mandate to:

• Review and assess appointment and promotion recommendations from Department Appointments and Promotions Committees (DAPCs);
• Ensure consistency, rigour, and fairness in the evaluation of Clinical Faculty;
• Consider structural inequities and systemic factors that may influence faculty career progression;
• Recommend appointments and promotions to the Dean.

The SAAC shall operate in accordance with established procedures, with a commitment to equitable, consensus-driven processes, and effective conflict-of-interest management.

4.5 Department Appointments and Promotions Committees (DAPC)

Each Department shall establish a Department Appointments and Promotions Committee (DAPC) in accordance with the Procedures. DAPCs are responsible for:

• Reviewing and recommending all Clinical Faculty appointments, reappointments, and promotions;
• Ensuring that recruitment and promotion processes are equitable and aligned with the School鈥檚 academic standards and values;
• Establishing fair, transparent decision-making procedures, including effective conflict-of-interest management.

DAPCs may determine their own decision-making methodology (e.g., consensus-based or majority vote), provided it upholds fairness, transparency, and equity.

4.6 Clinical Faculty Appointment & Promotions Appeals Committee (CFAPAC)

In the event of an appeal by a Clinical Faculty Member, an ad hoc CFAPAC shall be struck by the Dean, in accordance with the Procedures, regarding:

• A denied promotion;
• A non-renewal or termination of appointment.

The CFAPAC is mandated to hear appeals in accordance with the Procedures. Where possible, the CFAPAC shall reach decisions by consensus; if consensus is not possible, decisions shall be made by majority vote. The CFAPAC may make recommendations but cannot overturn decisions made by the President under the 快播视频 Act, 1965.

5. Faculty Appointments

5.1 Appointment Requirements and Decision Criteria

All Clinical Faculty appointments must meet the following institutional and regulatory standards:

• Licensure and Registration:
  • Physicians must hold a valid certificate of registration for independent medical practice issued by the CPSO, or an equivalent health profession regulatory body.
  • Individuals with restricted licenses or registrations (e.g., academic registration) may be appointed, subject to approval by the Dean.
• Professional Standing:
  • Non-physician health professionals must be in good standing with their relevant regulatory authority and eligible to practise in Ontario.
• Clinical Affiliation:
  • Appointees must maintain an active appointment to the medical staff of an affiliated hospital or healthcare organization.
  • The Dean may grant an exemption if the absence of such affiliation does not impair the individual鈥檚 academic responsibilities.
• Malpractice Coverage:
  • Clinical Faculty must maintain adequate malpractice insurance coverage for all areas of their clinical practice. For physicians, this typically includes membership in the Canadian Medical Protective Association (CMPA) or equivalent coverage that provides protection consistent with the scope of practice and institutional requirements. Other clinical faculty members must maintain malpractice or professional liability insurance coverage appropriate to their profession and scope of practice, as required by their respective regulatory bodies or institutional policy.
• Compliance:
  • Clinical Faculty must comply with applicable University, Senate, and Board of Governors policies and regulations.

It is understood that the above terms are required conditions for appointment. Accordingly, failure to meet these conditions may result in termination of appointment.

5.2 Appointment Authority and Process

Appointments are approved by the Board of Governors on the recommendation of the President, in accordance with the 快播视频 Act. The appointment process requires:

• Recommendation by the relevant Department Appointments and Promotions Committee (DAPC),
• Review and recommendation by the School Appointments Advisory Committee (SAAC),
• Final recommendation by the Dean.

Appointment ranks and categories are determined based on candidate qualifications, prior academic experience, and Department Head recommendation. The Dean may concur with, or suggest an alternative to, the recommended rank, with rationale provided in writing.

5.3 Appointment Categories

Clinical Faculty at the School of Medicine may be appointed to one of the following academic ranks. These ranks reflect the nature of contributions expected and the academic trajectory of the appointee:

a. Clinical Educator

This rank is intended for individuals primarily engaged in clinical teaching and person-centered care. It is recognized as a valid career rank. Appointees at this rank are not expected to engage in scholarly/research activity or administrative service, though such contributions are welcomed. Those who meet criteria for higher ranks are encouraged to pursue promotion, but are not required to do so.

b. Clinical Assistant Professor

This is the most common entry-level rank for individuals intending to pursue an academic career and further promotion. Appointees are expected to contribute substantively to at least two of the four academic pillars:

• Teaching and Educational Activities
• Clinical Service
• Research and Scholarly Activities
• Leadership and Administration

This rank reflects a faculty member鈥檚 readiness to engage meaningfully in multiple academic areas. Promotion to the next rank is based on growing academic impact, responsibility, and peer recognition.

c. Clinical Associate Professor

Appointees at this rank must demonstrate sustained contributions and increasing impact across at least two academic pillars, typically including excellence in clinical service, and teaching and educational activities. This rank builds upon the expectations of Clinical Assistant Professor, with evidence of peer recognition, leadership, and broader influence within one鈥檚 field or community.

d. Clinical Full Professor

This is the highest academic rank and is reserved for Clinical Faculty who have previously met the criteria of Clinical Associate Professor and have demonstrated national or international recognition in one or more academic pillars. Promotion to this rank requires clear evidence of exceptional achievement and sustained leadership over time, reflecting continued high-level impact and academic excellence across multiple domains.

e. Clinical Professor Emeritus/Emerita

This honorary title may be conferred upon retirement of Clinical Professors who have made meritorious contributions to the School of Medicine. The title is granted through recommendation by the Department Head and Dean, with final approval from the Board of Governors.

Note: The appointment category of Adjunct is excluded to avoid overlap and confusion with 快播视频鈥檚 existing use of that term under a different appointment framework. Other categories such as Visiting, Sessional, and Clinical Scholar are not introduced at this stage and will be reconsidered as part of a policy review no later than five (5) years following the School鈥檚 launch.

5.4 Promotion and Career Rank

Promotion within the Clinical Faculty ranks at the School of Medicine reflects recognition of increasing academic contribution, professional growth, and impact in one or more pillars of academic activity. This section establishes the general principles and expectations for career progression among Clinical Faculty.

a. Principles of Promotion

• Clinical Faculty may be considered for promotion based on demonstrated excellence and impact in one or more of the four academic pillars:
  • Teaching and Educational Activities
  • Clinical Service
  • Research and Scholarly Activities
  • Leadership and Administration

Promotion is not automatic and may be pursued when a faculty member meets the criteria for the next rank. Clinical Faculty may remain at their current rank indefinitely if they do not seek or meet promotion requirements. Promotion is based on merit, as evaluated through established Departmental and School procedures. Recommendations for promotion are initiated by the Department Head and DAPC, reviewed by SAAC, and finalized in a recommendation by the Dean.

b. Clinical Educator as a Career Rank

Clinical Educator is recognized as a valid career rank. Promotion is optional and may be pursued by those who meet the criteria for Clinical Assistant Professor or higher.

c. Promotion Across Ranks

• From Clinical Assistant Professor to Clinical Associate Professor: Requires sustained and substantive contributions in at least two academic pillars, building upon the foundation established at the Assistant level. Evidence of growing responsibility, peer recognition, and impact is required.
• From Clinical Associate Professor to Clinical Full Professor: Requires continued excellence and a record of national or international recognition, building upon achievements at the Associate level. Candidates must show ongoing leadership and high-level academic contributions across multiple pillars.
• Evidence for promotion may include, but is not limited to: teaching evaluations, peer-reviewed publications, leadership roles, clinical innovation, community engagement, awards, and other substantive contributions to areas which advance the mission and values of the School:
  • Decolonization, Equity, Diversity, and Inclusion (DEDI)
  • Indigenous engagement
  • Community-based scholarship
  • Advocacy for structurally marginalized populations

d. Consideration of External Promotions

• Clinical Faculty holding academic appointments at other institutions who receive a promotion externally may request consideration for equivalent promotion at 快播视频. Such requests will be reviewed through the DAPC and SAAC processes.

e. Leave Considerations

• In the evaluation of promotion, the School will consider any leaves taken under the Ontario Human Rights Code or other recognized compassionate grounds. Such leaves shall not disadvantage the candidate's review.

5.5 Deferred Appointment Types

At the time of the School鈥檚 initial launch, certain Clinical Faculty appointment categories will not be implemented. These categories have been identified for future consideration to ensure alignment with the evolving academic and clinical needs of the School and the broader institutional framework.
The following appointment types are deferred and will be revisited no later than five (5) years following the School鈥檚 launch:

• Clinical Scholar
• Visiting Clinical Faculty
• Sessional Clinical Instructor

These categories are excluded from the initial phase of this Policy to allow for a phased and deliberate implementation process. Any future consideration of these roles will be led by the Associate Dean, Clinical Faculty Affairs (or designate), in consultation with the Dean and the SAAC, and will require formal policy amendment and Board of Governors approval.

No appointments under these categories shall be made until a formal framework for their definition, eligibility, scope of responsibility, and evaluation has been established and approved.

5.6 Temporary Appointments

Temporary Appointments are used to meet short-term academic or clinical needs within the School of Medicine. These appointments are time-limited and non-renewable, unless otherwise specified under exceptional circumstances.

Eligibility and Requirements

Individuals appointed under a Temporary Appointment must:

• Be licensed to practise in Ontario by the appropriate regulatory authority (e.g., College of Physicians and Surgeons of Ontario or equivalent);
• Be in good standing with their professional regulatory body;
• Maintain appropriate malpractice insurance coverage for the duration of the appointment; and
• Comply with applicable University, Senate, and Board of Governors policies and regulations.

Scope and Purpose

Temporary Appointments may be used for:

• Specific teaching assignments;
• Limited-duration clinical contributions;
• Short-term project-based academic roles;
• Filling urgent or interim gaps in instructional or clinical service capacity.

Conditions

• Temporary Appointments do not confer entitlement to reappointment, promotion, or a Continuing Appointment.
• Appointees may not be eligible for certain internal resources or governance roles unless specifically authorized by the Dean.
• All Temporary Appointments must be clearly designated as such in the appointment letter, including defined start and end dates.

5.7 Cross Appointments

A Cross Appointment permits a Clinical Faculty Member to engage academically with a second Department within the School of Medicine, in addition to their primary appointment. This allows for collaborative teaching, clinical, and scholarly activity across departmental lines while maintaining clear reporting structures.

Scope and Eligibility

• Cross Appointments are available to Clinical Faculty who hold a primary appointment in one Department of the School of Medicine and who actively contribute to the academic mission (e.g., teaching, clinical service, research/scholarly activity, or leadership) of a second Department.
• Cross Appointments are limited to Departments within the School of Medicine and do not extend to other faculties or units of the University under this Policy.

Terms and Conditions

• A Cross Appointment does not replace or diminish the responsibilities of the Clinical Faculty Member鈥檚 primary appointment.
• All appointment decisions must be recommended by the Department Head of the secondary Department and approved by the Dean, upon recommendation from the relevant Department Appointments and Promotions Committee (DAPC).
• The appointment rank in the secondary Department shall be the same as the rank held in the primary Department.

Reassignment of Primary Appointment

• Where a Clinical Faculty Member contributes substantially to a secondary Department鈥攑articularly in clinical and teaching responsibilities鈥攖hey may request reassignment of their primary appointment to that Department.
• 聽Such a reassignment requires:
  • 聽Approval of the new Department Head,
  • 聽Recommendation from the new Department鈥檚 DAPC,
  • 聽Approval from the Dean.

Promotion and Evaluation

• Promotion applications must be submitted through the primary Department, even if a Cross Appointment exists.
• 聽Contributions made in the context of a Cross Appointment may be considered in promotion evaluations, with input from both Departments as appropriate.

5.8 Limited Term and Continuing Appointments

At the time of implementation, Limited-Term Appointments and Continuing Appointments are excluded from the initial faculty appointment structure for Clinical Faculty in the School of Medicine. This decision reflects the phased approach approved by the Faculty Appointments and Policy Committee (FAPC) and the need for further policy and procedural development before adopting these appointment categories.

Future Consideration

• Definitions and conditions for Limited-Term and Continuing Appointments may be reintroduced through a policy amendment following institutional review and consultation.
• Any future implementation will include clear eligibility criteria, evaluation mechanisms, and alignment with University policy frameworks.
• Until such time, all Clinical Faculty appointments shall be made using the approved ranks and categories listed in Section 5.3 of this Policy.

6. Pillars of Criteria for Promotion

Promotion within the Clinical Faculty ranks of the School of Medicine shall be based on demonstrated performance and academic contributions in one or more of the following four (4) recognized pillars.

6.1 Teaching and Educational Activities

Teaching contributions include the instruction, supervision, and mentorship of learners across clinical, classroom, and community-based settings. Teaching may occur within undergraduate, postgraduate, graduate or continuing professional education environments and should reflect excellence in content delivery, innovation, equity-informed pedagogy, and student engagement.

Assessment of teaching effectiveness may include:

• Learner evaluations (quantitative and qualitative);
• Peer assessments and teaching awards;
• Evidence of curriculum development or instructional innovation;
• Contributions to faculty development or mentorship;
• Integration of DEDI principles in teaching and assessment.

The School recognizes teaching that meaningfully incorporates Indigenous knowledge, culturally responsive practices, or educational outreach in underserved settings as vital to its academic mission.

6.2 Clinical Service

Clinical Faculty are expected to maintain exemplary standards of clinical care in their discipline, as appropriate to their professional licensure and scope of practice. Excellence in clinical service is demonstrated through:

• Clinical activities must align with the ethical, professional, and regulatory expectations of relevant licensing bodies and affiliated institution;
• Evidence of clinical competence and professionalism;
• Participation in quality improvement or person-centered safety initiatives;
• Development and implementation of innovative care models and practice guidelines;
• Recognition by peers, patients, or institutions;
• Service in clinical leadership roles or administrative functions related to care delivery.

6.3 Research and Scholarly Activities

Research and scholarly contributions may encompass a broad range of academic outputs, including but not limited to:

• Peer-reviewed publications, clinical guidelines, or scholarly books;
• Abstracts and presentations at academic or professional conferences;
• Participation on research ethics boards and research committees;
• Educational scholarship or innovations;
• Leadership in research collaborations or clinical trials;
• Creative and community-based scholarship (e.g., narrative medicine, graphic medicine, health policy writing, Indigenous methodologies);
• Public scholarship through media, digital platforms, or health advocacy.

Evaluation of scholarly activity shall prioritize substance and impact over volume or journal metrics. Peer-reviewed or community-endorsed outputs, especially those addressing health equity, primary care, generalism, or the needs of structurally marginalized populations, shall be highly valued.

6.4 Leadership and Administration

Leadership contributions include engagement in administrative, governance, or strategic roles that advance the academic, clinical, or community missions of the School and University. Recognized activities include:

• Service in academic leadership roles (e.g., decanal role, program director, department head, departmental committee chair);
• Participation on institutional, hospital, regional, or national committees;
• Leadership in clinical, educational, or policy development initiatives;
• Advocacy and service related to health equity, Indigenous engagement, or underserved communities;
• Mentorship of learners, peers, or junior faculty.

The School affirms the value of community engagement and leadership outside the academy, especially when such contributions reflect its core priorities, including DEDI and social accountability.

7. Faculty Appointments and Promotions Pathways

7.1 Clinical Faculty Appointment and Promotion Pathway

All appointments and promotions of Clinical Faculty within the School of Medicine shall follow a standardized pathway that ensures equity, consistency, and academic rigour. The pathway includes multi-level review and decision-making processes, as follows:

a. Department Appointments and Promotions Committee (DAPC)

Each Department shall maintain a DAPC, constituted in accordance with University and School procedures. The DAPC is responsible for:

• Reviewing all applications for appointment, reappointment, and promotion of Clinical Faculty;
• Conducting initial evaluations of qualifications, performance, and academic contributions;
• Making recommendations to the School Appointments Advisory Committee (SAAC) for further consideration.

b. School Appointments Advisory Committee (SAAC)

The SAAC provides School-wide oversight and is mandated to:

• Review all DAPC recommendations to ensure consistency with School and University standards;
• Assess the academic merits of each candidate, including consideration of structural inequities that may influence career progression;
• Make recommendations to the Dean for approval.

c. The Dean of the School of Medicine

The Dean is the final authority at the School level for endorsing appointments and promotions before submission to the Board of Governors.

The Dean may:

• Concur with SAAC recommendations;
• Return files for clarification or revision; or
• 聽Provide alternate recommendations with rationale.

d. Board of Governors

Final approval for appointments and promotions rests with the Board of Governors upon the recommendation of the President of the University.

7.2 Inter-Institutional Promotions

Clinical Faculty who hold concurrent academic appointments at other institutions may request consideration for equivalent promotion at 快播视频 under the following conditions:

• The external promotion must have been granted through a formal academic process at a recognized post-secondary institution;
• A request for promotion must be submitted to the Department Appointments and Promotions Committee (DAPC) within one academic cycle of the external promotion;
• The candidate may submit the same supporting documentation used in the external process for internal review;
• Final decisions shall follow the standard promotion pathway (DAPC 鈫� SAAC 鈫� Dean 鈫扨resident 鈫� Board of Governors).

8. Evaluation, Renewal, and Promotion

8.1 General Principles

Evaluation, renewal, and promotion of Clinical Faculty shall be guided by the principles of academic excellence, interpreted in a manner appropriate to the roles and responsibilities of Clinical Faculty. Processes shall be characterized by fairness, transparency, and commitment to equity.

Assessments shall recognize diverse contributions Clinical Faculty make across the pillars of academic activity, as outlined in Section 6.

The evaluation process shall:

• Be proportionate to the expectations and responsibilities associated with the faculty member鈥檚 rank and appointment type;
• Consider equity-related factors, such as leaves, career interruptions, and systemic barriers;
• 聽Recognize contributions that are community-based, equity-driven, Indigenous, and interdisciplinary.

8.2 Promotion Review Process

Candidates for promotion shall undergo a structured review as follows:

a. Initiation of Promotion Review

• Promotion may be initiated by the Department Head or the Clinical Faculty Member.
• 聽A Department Head may recommend early promotion if a candidate demonstrably exceeds the required criteria ahead of the typical timeline.

b. Department-Level Evaluation (DAPC)

• The Department Appointments and Promotions Committee (DAPC) shall evaluate the candidate鈥檚 dossier, referencing the performance standards and criteria outlined in Section 6.
• The DAPC may review peer assessments, teaching evaluations, scholarly outputs, and service contributions.
• 聽The DAPC shall prepare a recommendation to the SAAC.

c. School-Level Review (SAAC)

• The SAAC shall assess the completeness, rigour, and fairness of the DAPC鈥檚 recommendation, ensuring alignment with School-wide standards and sensitivity to individual circumstances.

d. Final Review and Approval

• Promotion recommendation(s) by the Dean shall be forwarded to the President, who will submit them to the Board of Governors for final approval and institutional appointment.

8.3 Renewal of Appointment

Renewal of Clinical Faculty appointments shall be based on:

• Evidence of sustained contributions aligned with the initial appointment expectations;
• Compliance with licensure, hospital affiliation, and malpractice insurance requirements;
• Continued engagement in at least one domain of academic activity (e.g., teaching, clinical service, research, or leadership).

While promotion is based on demonstrated excellence and progressive achievement, clinical faculty members are not required to pursue promotion and may remain at the same rank, provided their performance continues to meet acceptable standards.

8.4 Consideration of Leaves

In all evaluations for renewal and promotion, the School shall give due consideration to:

• Leaves taken under the Ontario Human Rights Code, including pregnancy/parental, medical, or compassionate leaves;
• Other career interruptions that may affect academic productivity or timelines.

Candidates shall not be disadvantaged by such leaves, and accommodations in the evaluation process will be applied, where appropriate.

9. Review

9.1 Review Cycle

This Policy shall undergo its first review prior to the admission of the School of Medicine鈥檚 inaugural class of learners, to ensure it reflects the operational realities, academic mission, and strategic priorities of the School at launch.
Subsequent reviews shall occur at least once every five (5) years to ensure continued alignment with:

• University-wide policies and frameworks;
• Evolving expectations in clinical education and academic medicine;
• DEDI priorities;
• 聽Feedback from Clinical Faculty, departmental leadership, and governance committees.

9.2 Responsibility for Review

The Dean will be responsible for initiating and coordinating the review of this Policy, in consultation with:

• The School Appointments Advisory Committee (SAAC);
• 聽Relevant University bodies (e.g., Office of the Provost/Vice-Provost, Faculty Affairs, where applicable).

Where substantive changes are proposed, a formal consultation process shall be conducted with interested and affected parties, including Clinical Faculty.

9.3 Amendments

All proposed amendments to this Policy must be approved through the appropriate governance channels, including:

• Recommendation from the Dean or Associate Dean, Clinical Faculty Affairs;
• Review and recommendation by SAAC;
• Approval by the Board of Governors, depending on the scope of change;
• 聽Amendments shall take effect on the date of approval unless otherwise specified.

10. Discipline and Appeals

10.1 Removal from Learner Contact Pending Investigation

Where serious allegations of misconduct, mistreatment, or professionalism violations arise, a Clinical Faculty Member may be temporarily removed from contact with learners. This measure may be taken:

• During internal or external investigations (e.g., CPSO, hospital, University);
• 聽At the recommendation of the Vice Dean, Medical Education, Undergraduate or Postgraduate Medical Education, with approval of the Dean.

This action is precautionary and administrative, not disciplinary, and shall be communicated in writing with a clear rationale. Restoration of learner-facing duties may occur following resolution and, if applicable, completion of remediation.

10.2 Suspension or Termination of Appointment

A Clinical Faculty Member may be disciplined up to and including termination of appointment where one or more of the following conditions apply:

a. Failure to Meet Appointment Requirements

The individual no longer satisfies the conditions of appointment as outlined in Section 5, including:

• Loss of licensure or professional certification;
• Suspension or termination of hospital or clinical privileges;
• Failure to maintain adequate malpractice insurance;
• 聽Cessation of academic or teaching contributions without approved leave.

b. Breach of Policy or Conduct Expectations

A breach of University or School policy, procedures, or professional codes of conduct has occurred, including:

• Misconduct or unprofessional behaviour in teaching, clinical, or academic contexts;
• Non-compliance with the School鈥檚 Standards of Professional Conduct;
• 聽Outcomes of disciplinary findings from professional regulatory bodies.

c. Non-Compliance with Investigative or Remedial Processes

Refusal or failure to comply with remediation, investigation, or disciplinary processes mandated by the School, University, or affiliated clinical institutions.

Suspension or termination shall follow principles of progressive discipline.

10.3 Appeals Process

Clinical Faculty Members who receive a negative decision related to:

• Promotion;
• Renewal or non-renewal of appointment;
• Termination or denial of an appointment;

may submit an appeal to the Clinical Faculty Appointment & Promotions Appeals Committee (CFAPAC) in accordance with procedures established by the School. A written appeal must be submitted within twenty (20) business days of the date of the written decision (where 鈥渂usiness days鈥� excludes Saturdays, Sundays, the days on which Statutory Holidays are observed by the University, and Grant Days as declared by the President).

The Clinical Faculty Appointment & Promotions Appeals Committee (CFAPAC) shall be convened as an ad hoc committee by the Dean and shall operate in accordance with the principles of:

• Procedural fairness;
• Conflict-of-interest management;
• 聽Consensus-based decision-making where possible (majority vote if consensus cannot be reached).

The Clinical Faculty Appointment & Promotions Appeals Committee (CFAPAC) may issue recommendations but does not have the authority to overturn decisions of the President.

11. Confidentiality

All members of any committee mandated under this Policy will respect the confidentiality of the committee鈥檚 deliberations, consultations and any other relevant committee activities or proceedings. This confidentiality obligation will also apply to all other individuals who may from time to time be required to appear before or otherwise be involved in the in-camera proceedings of any such committee in the capacity of consultant, counsel or academic colleague, witness or party. Limited exceptions exist to the requirement for confidentiality; for example, where a committee member is required by law or policy to report facts including, but not limited to, situations of harassment or discrimination or racism or where a person is at risk of doing harm to themselves or someone else in the University community.

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The University recognizes that a student鈥檚 ability to meet their academic obligations may sometimes be impeded by extenuating circumstances, and as such is committed to considering requests for temporary academic consideration.

2. Purpose

The purpose of this Policy is to establish the criteria and process for requests for academic consideration for missed assessments in a manner that balances student support with preservation of academic integrity of courses and programs.

3. Scope and Application

This policy applies to students in all undergraduate academic credit courses, and students in integrated (graduate/undergraduate) academic credit courses. The Policy does not apply to:

• Osgoode JD program
• 快播视频 School of Medicine
• requests for academic consideration for missed examinations during the scheduled formal examination period, or
• assessments that are worth more than 20% of the overall course grade.

4. Definitions

The following definitions apply to this policy.

Academic Consideration: the consideration of requests for temporary relief for missed assessments due to qualifying reasons outlined in this policy.

Academic Obligations: the expectation that students will regularly attend classes, be prepared for classes by completing readings and other assigned work, complete assessments, and submit assignments on time.

Attending Physician鈥檚 Statement: the that, when completed by a licensed physician or licensed medical practitioner who is recognized to be in good standing with the relevant medical professional governing body, attests to a student鈥檚 medical/health reason that explains why and for how long the student is/may be unable to meet their required academic obligations.

Consideration Period: a period of academic consideration during which the student, due to extenuating circumstances, is unable to attend classes or meet academic obligations across all enrolled courses. This period will be no more than seven (7) days, including weekends and statutory holidays, and only applies to self-reported absences.

Course Director: the course instructor.

Date for Resumption of Responsibilities: the day following the end of a consideration period, upon which a student will resume their academic responsibilities.

Extenuating Circumstances: are health conditions or other specified reasons outlined in this policy, that temporarily interfere with or prevent a student from meeting required academic obligations.

Self-Reported Absence: a student reported absence, due to extenuating circumstances, which renders the student unable to meet required academic obligations, including scheduled in-class assessments and assignment deadlines.

5. Policy

5.1. Requests for Academic Considerations

a. The following extenuating circumstances qualify for students鈥� requests for academic consideration under this policy:

i. A short-term health condition such as illness, physical injury, or scheduled surgery;

ii. Bereavement of an immediate family member; and/or

iii. An unforeseen or unavoidable incident beyond a student鈥檚 control that precludes a student from meeting their academic obligations.

b. The following circumstances do not qualify for students鈥� requests for academic consideration under this policy:

i. Personal social obligations;

ii. Travel unrelated to a student鈥檚 academic program;

iii. Technological issues;

iv. Non-medical circumstances such as family or employment obligations;

v. Ongoing physical or psychological illness or an existing disability;

o For ongoing illness or disability, students may contact Student Accessibility Services for support. Accommodation may be sought through Student Accessibility Services under the Policy, Guidelines and Procedures on Academic Accommodations for Students with Disabilities.

vi. Religious observances;

o Students may seek accommodation under the Policy, Guidelines and Procedures on Academic Accommodation for Students鈥� Religious Observances.

vii. Mandatory legal obligations such as jury duty;

o Students must inform instructors immediately on notification of legal obligation and discuss alternate plans, where needed, to meet academic obligations.

c. Students may submit up to two self-reported absence requests per 12-week term, and one self-reported absence request per six-week term, without needing an attending physician鈥檚 statement.

d. Requests for academic consideration will cover a maximum period of seven (7) continuous calendar days across all courses (hereafter the 鈥渃onsideration period鈥�). The seven-day window can be retroactive or proactive from the date of the missed assessment or assignment deadline.

e. An instructor, course department or Faculty may request supporting documentation, such as an attending physician鈥檚 statement, for academic consideration requests beyond what is permitted under 5.1.c. and 5.1.d. of this Policy.

f. Academic consideration, regardless of when requested or granted, will terminate at 08:30 Eastern Time (ET) on the day following the last day of classes in the term or at 23:59 ET on the Sunday before the start of the exam period, unless otherwise specified by a student鈥檚 home Faculty.

g. It is at the discretion of the course director, course department, or the Faculty, to determine appropriate accommodation options for academic considerations granted under this policy, which include but are not limited to:

i. Waiver of assignment
ii. An extension
iii. A modified schedule for assignments, projects, labs, or placements
iv. An alternative assignment
v. A re-weighting of term marks

h. Where built-in accommodations are established for the course for 5.1.a, the Course Director may decline providing additional accommodations as provided in 5.1.g.

i. Students must communicate with instructors about options for missed academic obligations no later than two (2) business days after the end of the consideration period covered by the self-reported absence/request, or upon their return following an absence supported by medical or other verifiable documentation.

5.2. Privacy

a. All requests for academic consideration and related communications will be maintained in accordance with the University鈥檚 Policy on Access to Information and Protection of Privacy; the Freedom of Information and Protection of Privacy Act; the Personal Health Information Privacy Act, and any other applicable laws. Personal information of students will be viewed only to the extent necessary to consider requests for academic accommodation as set out in this Policy.

5.3 Academic Conduct

a. Evidence that requests for academic consideration have not been executed in good faith, including but not limited to the submission of false statements or altered documents, may be subject to investigation under the Academic Conduct Policy and Procedures.

6. Roles and Responsibilities

6.1. All members of the University community bear responsibility for implementing this policy and should make themselves familiar with the policy and the related resources available to them.

6.2. Students are responsible for:

a. keeping abreast of their progress throughout their courses;
b. considering the implications of postponing tests or midterm examinations or delaying the submission of assignments;
c. being proactive and to communicate with their instructors, informing them of any known or foreseeable extenuating circumstances which may impede their ability to uphold their academic obligations, including performance in an assignment, test, examination, or other assessment, prior to the assignment, examination or assessment;

6.3. Course directors or relevant course/academic department or Faculty are responsible for:

a. acknowledging receipt of self-reported absences.

6.4. The Office of the University Registrar is responsible for ensuring the necessary supports are in place to implement this Policy and Procedure, and to inform students about the Policy, Procedure and supports, accordingly.

6.5. Faculties, departments, and academic programs are responsible for informing faculty, instructors, and staff about this Policy and Procedure, and related supports in place for implementation.

7. Review

7.1. This Policy will be reviewed at least every five years.

8. Procedure

8.1. Students who experience extenuating circumstances may request academic consideration by:

i. Submitting a self-reported absence/request form for academic consideration, as set forth in these procedures; and
ii. Informing their instructor(s), when possible, of the extenuating circumstance and discussing possible alternative arrangements for satisfying their academic obligations; or
iii. Informing the instructor(s) offering the course(s), and submitting an attending physician鈥檚 statement, where required by this Policy and Procedure (see Section 5.1.e).

8.2. Petitions

i. A student who has been denied a request for academic consideration, as set out in Sections 3 and 5.1 of this Policy, may petition the decision to the body designated with handling petitions in the student鈥檚 home Faculty, in accordance with the petition timelines, procedures, and processes of the relevant Faculty.
ii. The type of academic consideration provided by a course director (Section 5.1.g) is not subject to petition.

8.3. The following applies to requests for academic consideration due to extenuating circumstances where the conditions for self reported absence/request have not been met:

i. Unless otherwise specified by a student鈥檚 home Faculty, students must submit a completed, signed attending physician鈥檚 statement, to the course responsible unit/department. Documentation must indicate the period and severity of illness and the expected date to resume academic responsibilities, and must be submitted no later than seven (7) days after the date specified in the documentation for resuming responsibilities.
ii. If the request for academic consideration is granted, the consideration period will normally be that specified in the medical documentation. Absences are deemed to start at midnight on the first approved day and end at 23:59 ET on the final approved day.

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The temporary suspension of admissions to a degree program is a normal and
necessary step to manage the sustainability of programs. Administration may initiate a temporary suspension of admission for a variety of reasons, including low enrolments and a program falling below a position of financial sustainability. The step of temporarily pausing new admissions is intended to provide colleagues the time and space to review and/or renew a program鈥檚 curriculum, explore alternative programming options, or to move towards program closure. Resulting changes to curriculum and program requirements or decisions to close a program will be governed by the 快播视频 Quality Assurance Procedures and applicable collegial governance processes.

Administrative decisions to temporarily suspend admission to degree programs are made by the relevant Dean(s) / Principal in consultation with the Provost and Vice-President Academic. Temporary suspensions of admission shall be time-limited,
normally with a two-year maximum, with the possibility to extend the suspension a maximum of two further years. An Early Notice of Intent stage shall be provided by the Dean/Principal before a decision on temporary suspension of admissions for the
purpose of input and consultation with a program on the criteria and considerations guiding admission suspensions. Suspensions of program admissions do not imply closure of courses. Courses would be expected to continue to be taught based on the norms and practices for determining course offerings, and plans established to ensure the necessary supports are in place for the progression of students currently in the program.

Criteria for Administrative Suspension of Admissions

The following criteria are considered in a decision to temporarily suspend admissions to a degree program:

鈥� Concerns about the quality of the student experience and/or student聽 outcomes
鈥� Low and / or declining enrolments over several years
鈥� Low and / or declining applications over several years
鈥� Low financial sustainability given Faculty budgets
鈥� Insufficient human or physical resources to deliver the program

Additional Considerations for Administrative Suspension of Admissions

In considering a decision to temporarily suspend admissions to an academic program,other considerations may also be applied by Deans / Principal, including:

鈥� timely input from affected individuals and groups
鈥� timing related to recruitment and enrolment cycles
鈥� impact on other academic and non-academic units and/or programs
鈥� other circumstances that program colleagues may raise

Procedures for Temporary Suspension of Admissions to Programs at 快播视频

聽 聽 1. Definitions

鈥凄别补苍鈥� includes the Principal of Glendon College.

鈥淧谤辞驳谤补尘鈥� refers to a degree program established under the 快播视频 Quality Assurance Procedures (YUQAP).

鈥淪uspension of Admission鈥� is the temporary administrative suspension of new admits to a program.

鈥淔inancial unsustainability鈥� of a program occurs when there is evidence of continued low and/or declining student demand for the program, low and/or declining enrolment, and where the net revenue from the program is less than the total operating costs associated with the delivery of the program. Strong enrolment in individual courses alone does not necessarily make a financially sustainable program.

聽 聽 聽 2. Application

In聽fulfillment of their responsibility to manage the financial sustainability of their Faculty鈥檚 degree programs, Deans review program data annually to monitor enrolment trends, student outcomes and other resource considerations related to a program鈥檚 financial sustainability. Data reviewed include new and continuing applications, major (and minor) enrolment, retention, degrees awarded, time to completion, course enrolment, and other relevant indicators.

Decisions to temporarily suspend admission to degree programs can be made by the relevant Dean in consultation with the respective program and the Provost & Vice- President Academic. The following procedures guide the decision-making and implementation processes.

聽 聽 聽3. Procedures

A. Early Notice of Intent

Where the decanal assessment of program data indicates a position of financial unsustainability, a temporary suspension of admission to the program may be considered. In such circumstances, the relevant Dean will provide an Early Notice of Intent (NOI) to the program before any temporary suspension of admissions decision is made. Normally an NOI will be provided to a program at the start of the University鈥檚 main recruitment cycle for the subsequent academic year.ii A guiding principle of the NOI stage is that programs are provided an opportunity to understand the core challenges contributing to the program鈥檚 financial position and to provide input into a decision to temporarily suspend admissions.

Upon providing an Early Notice of Intent to a program, the Dean shall ensure:

a. that an opportunity for program representatives and the Dean (or designate) is provided to discuss and provide input on the program and revenue data, criteria and considerations that program colleagues want to raise.

b. exploration with program representatives regarding possible alternative program scenarios (e.g., optimal program design and offerings aligned with enrolment data; sustained course offerings for existing undergraduate certificates or graduate diplomas; a minor degree option versus a major degree option).

c. that there is an assessment of the impact a suspension of admissions could have on other academic and non-academic units and/or programs.

d. confirmation for the program what supports are available to assist with the Action Plan process.

B. Development of Action Plans

To support the development of an Action Plan the Dean shall ensure that relevant student data, including a market assessment about the demand for the proposed programming, and an assessment of future cost and revenue structures of the proposed program and/or or credential option are provided.

To that end, required Action Plans to be developed following an NOI to a program should:

a. address the recovery plan for the Major and/or define an alternative strategy to address financial sustainability and grow student demand for the program.

b. as appropriate to the program in question, define specific actions in response to:

鈥� low and / or declining enrolment and retention over several years
鈥� low and / or declining applications over several years
鈥� low financial sustainability given Faculty budgets
鈥� insufficient human or physical resources to deliver the program
鈥� the alignment with program demand relative to comparators in the sector and/or with workforce trends
鈥� student concerns about their program experience / challenges

c. incorporate relevant information / insights from the most recent Cyclical Program Review and the associated Implementation Plan.

d. be finalized within six months of the issue of the NOI, unless another timeline is agreed upon by the Dean in consultation with the Provost & Vice-President Academic.

e. confirm any curriculum proposals required to implement the Action Plan and the commencement of the proposal preparation and collegial governance review process at the earliest opportunity.

Action Plans are approved by the Dean in consultation with the Provost & Vice-President Academic. Following approval of an Action Plan, the Dean (or designate) shall provide oversight to support the program鈥檚 progress on the plan to the defined timeline for implementation. Programs are provided a minimum of two admission cycles following implementation to monitor and assess signs of progress.

C. Temporary Suspension of Admissions

When new admissions to a program are suspended, it shall normally be for a period of up to two years with the possibility of a further two years. When new program admits are suspended, courses continue to be taught based on the norms and practices for determining course offerings. The Dean shall establish a plan to ensure the necessary supports are in place for the progression of students currently in the program. The Dean shall also ensure that a communication plan regarding the decision to suspend admissions is developed in consultation with the program and Provost & Vice-President Academic.

Following the Notice of Intent and Development of Action Plan stages, a decision to temporarily suspend admissions to a program may be taken in one of two circumstances:

a. the absence of an approved Action Plan within the defined timeline

If a decision is taken to suspend admissions in the absence of an Action Plan, the program shall continue work to develop the Action Plan with the support of the Dean with the expectation that a Plan be approved within six months and work to prepare program changes / proposals required to implement the Action Plan begin immediately thereafter. Upon approval of an Action Plan, the suspension of admissions will be lifted for the subsequent F/W academic year. If a completed Action Plan is not received or approved by the Dean, the suspension continues for another F/W academic year.

b. a continuing financially unsustainable position after two admissions cycles with the program Action Plan implemented

If after two years of the Action Plan program changes being implemented, the program data continue to indicate financial unsustainability, admissions to the program will be temporarily suspended for a two-year period.
Following that decision, the Dean and program colleagues will meet to discuss next steps. Program options for discussion at this stage of the process are either:

a. preparation of a Revised Action Plan, with defined timelines for submission and approval

b. program closure through 快播视频 Quality Assurance Procedures.

If a Revised Action Plan for the program is to be developed by the program, it shall be submitted to the Dean within six months of the decision to suspend admissions. The Dean, in consultation with the Provost & Vice-President Academic will review the Revised Action Plan to determine whether to extend the two-year suspension to allow for the implementation of the Revised Action Plan to a maximum of two further years. If an extension of the suspension is not supported by the Dean, program proponents should expect to close the program through the
快播视频 Quality Assurance Procedures.

(i) A program may be deemed unsustainable on review of its revenues and expenditures and / or in the context of the Faculty鈥檚 overall budget and applications and enrolments. This assessment is best made at the Faculty level as operating revenue is attributed to Faculties. Each Faculty has accountability for the financial sustainability of the Faculty and can be expected to vary in the way that the revenues and/or costs associated with programs and/or departments and schools are calculated. In general, however, it is understood that the costs of a program involve not only the direct costs of the salaries and benefits associated with the delivery of the program but also associated costs including for program advertising and recruitment, space and other supplemental costs. Revenues similarly include monies associated with majors as well as teaching.

(ii) The annual F/W recruitment cycle typically commences annually in July for the subsequent FW academic year. If necessary, the NOI process could be implemented ahead of summer or winter term admission cycles.

(iii) As part of the recovery planning for the Major, colleagues may elect to explore a merger with another program, a redesign of the credential being offered, a Minor, Certificate or Diploma option, course planning options that make sense for the program鈥檚 enrolment context.

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1.1 The University personalizes its abstract ideals through the granting of honorary degrees to people whose achievements represent the values the University cherishes, whose benefactions have strengthened the community and the institution, and whose public lives are deemed worthy of emulation. The granting of an honorary degree provides a focal point for Convocation ceremonies. The citation of honourable deeds and the words of experience of the honorary graduand challenge and inspire the university and reinforce its links to the wider community. The granting of a degree honoris causa is the highest distinction the University can bestow on person. In granting the degree, the University engages its reputation before its community and the world and, at times, must act to protect that reputation from honourees who have discredited themselves such that they are no longer worthy of the honour.

1.2 This Policy establishes rules and procedures that frame the process to review an honorary degree bestowed upon a person by the University. Its aim is to protect the University鈥檚 reputation from harm caused by honourees whose actions have discredited them, while ensuring that the review of an honour, which can conclude in the recission of the honour, is conducted equitably.

2. Scope and Application

2.1 Scope

This Policy applies to the review of honorary degrees bestowed by the University. It does not encompass other distinctions conferred or bestowed by the University. The process to bestow honours is set in Guidelines established by the Senate Sub-committee on Honorary Degrees and Ceremonials and is not regulated under this Policy.

2.2 Application

This policy applies to all members of the University Community who submit a request to the effect that an honour be rescinded, honourees, officers of the University who have a role in the process of reviewing honours, members of the Senate Sub-committee on Honorary Degrees and Ceremonials, the Executive Committee of Senate, and the Secretary of Senate.

3. Definitions

For the purposes of this Policy, the term:

Honour: means an honorary degree bestowed by the University,
Honouree: means a person on whom the University has bestowed an honorary degree or their estate in succession

Secretary: means the Secretary of Senate as appointed by the President under section 2.5 of the Rules of Senate.

Sub-committee: means the Senate Sub-committee on Honorary Degrees and Ceremonials,

University Community: means a member of faculty, a student, an employee or an officer of the University.

4. Policy

4.1 A review of an honour shall be conducted where the Sub-committee receives credible information that an honouree:

a. has been convicted of any criminal offence (and all appeal options have been exhausted) which shall be held by the Executive Committee of Senate to be of an immoral, scandalous, or disgraceful nature;

b. has obtained the honour by fraud, deception, or any other inappropriate means;

c. has had their name removed for misconduct by a properly constituted legal authority from any official register of members of the profession to which they belong; or

d. has engaged in conduct which, in the reasonable opinion of the Executive Committee of Senate, constitutes a significant departure from generally recognized standards of public behavior and which is deemed to undermine the public reputation of the University, or is inconsistent with the University鈥檚 mission and values, or constitutes a breach of any agreement made with the University as a condition of the conferment of the honour.

4.2 All communications, information, records and documents regarding a review of an honour or in support of a decision to sustain or rescind an honour, are confidential. Only persons who have a role in the processes established under this Policy will be informed of such processes and only to the extent necessary to execute their role under this Policy.

5. Roles and Responsibilities

5.1 The Chair of the Sub-committee on Honorary Degrees and Ceremonials will ensure that the proceedings of the Sub-committee comply with the requirements under this Policy and that all matters brought before the Sub-committee for consideration under this Policy be resolved fairly and equitably.

5.2 The Secretary of the Sub-committee is responsible for providing guidance and advice, supporting the duties and responsibilities of the Sub-committee and Senate Executive Committee and diligently preforming all duties assigned to them under this Policy.

5.3 Members of the Sub-committee and of the Executive Committee of Senate are responsible for conducting deliberations in a fair and equitable manner, in accordance with all University Conflict of Interest policies, with consideration of the balance to be struck between the protection of the reputation of the University and the potential reputational harm to the honouree in all matters coming before it under this Policy.

5.4 The Executive Committee of Senate is:

a. responsible for the implementation of this Policy

b. granted authority to establish procedures:

i. To frame notices and communications under this Policy

ii. To further define the roles and responsibilities under this section of entities and officers of the University

iii. To define the processes and procedures to submit a request to review or reestablish an honour under sections 7.1 and 7.4.

6. Review

This Policy will be reviewed by the Sub-committee every 5 years with any following recommendations to proceed to the Executive Committee of Senate and, on the recommendation of Senate Executive, to Senate for approval.

7. Procedures

Initiation of a Review of an Honour

7.1 The Sub-committee will meet to consider whether to conduct a review of an honour:

a. Upon receipt by the Chair or the Secretary of a written request to that effect from a member of the University Community; or

b. At the Chair鈥檚 initiative, from information available to the Chair, including information provided by the Secretary; or

c. At the request of the Executive Committee of Senate.

7.2 In coming to a determination as to whether a review should be conducted, the Sub-committee will consider all information available in the public record, provided by the Chair or the Secretary of the Sub-committee, the Executive Committee of Senate or any other source of information deemed useful by the Sub-committee, and ascertain whether there is sufficient credible information to warrant a review.

7.3 If the Sub-committee, after considering all information available,

a. is of the opinion that the information is insufficient or spurious, it will declare that the honour is sustained, and the matter closed; or

b. is of the opinion that the information is sufficient and credible, it will initiate a review of the honour.

7.4 Following a decision by the Sub-committee to initiate a review, the Secretary will provide notice to the honouree, or a representative of their estate, of the review and describe to them the process of review under this Policy, in accordance with procedures established further to this Policy by the Executive Committee of Senate. The Secretary will also inform the President and the Executive Committee of Senate, in confidence, that a review will be conducted.

Conducting a Review of an Honour

7.5 To conduct a review of an honour, the Sub-committee will:

a. request that the Secretary investigate within reason and with the means normally available to the University, allegations brought to its attention regarding the honouree and submit to the Sub-committee a report of findings.

b. share the report of findings with the honouree and offer an opportunity to address the findings in writing or in person before the Sub-committee by a deadline established by the Sub-committee, while making it clear that the review will continue even if the honouree omits to reply before the deadline.

c. based on elements of the report of findings that the Sub-committee, after considering the rebuttal from the honouree (if any), deems credible, approve and submit a report to the Executive Committee of Senate with a recommendation as to whether the honour should be rescinded.

Rescission of an Honour

7.6 The Executive Committee of Senate, on a recommendation from the Sub-committee, will rescind an honour when an honouree:

a. has been convicted of any criminal offence (and all appeal options have been exhausted) which shall be held by the Executive Committee of Senate to be of an immoral, scandalous, or disgraceful nature;

b. has obtained the honour by fraud, deception, or any other inappropriate means;

c. has had their name removed for misconduct by a properly constituted legal authority from any official register of members of the profession to which they belong; or

d. has engaged in conduct which, in the reasonable opinion of the Executive Committee of Senate, constitutes a significant departure from generally recognized standards of public behavior and which is deemed to undermine the public reputation of the University, or is inconsistent with the University鈥檚 mission and values, or constitutes a breach of any agreement made with the University as a condition of the conferment of the honour.

7.7 If, on consideration of a recommendation from the Sub-committee, the Executive Committee of Senate determines

a. that the honour is sustained, the matter is deemed closed, the Secretary will inform the honouree of the decision to sustain the honour and that all rights and privileges remain. A matter that has been closed cannot be reopened unless, in the opinion of the Sub-committee, significant new information has come forth that warrants a new review; or

b. that the honour is rescinded, the Secretary will:

i. inform the former honouree that they may no longer style themselves as a recipient of an honour from the University;

ii. request of the former honouree that they return their honorary degree parchment and, upon receiving it, destroy it before witnesses (preferably the General Counsel or the University Registrar or their designates); and

iii. remove the name of the former honouree from the list of honourees.

Reestablishment of an Honour

7.8 The Executive Committee of Senate may reestablish an honour it has rescinded when, following a submission to that effect from the former honouree, it believes that there is sufficient evidence that the honour was rescinded in error. The process to reestablish the honour is similar to the process to sustain and rescind an honour under this Policy, and will be in accordance with procedures established further to this Policy by the Executive Committee of Senate.

Return of the Honour

7.9 At any time, an honouree may return their honour to the University. If an honour is returned to the University while a review in being conducted, the review immediately ends, and the matter is closed. On the return of an honour, the Secretary will implement section 6.8 b.

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Comment from CCAS in June 1998: This regulation is intended to clarify the distinction between two very different course grading systems.聽 Since Pass/Fail are grades awarded when a student elects to take a graded course on an ungraded basis, Credit-No Credit will be used when an entire course is being offered on an ungraded basis.聽 This will also distinguish the alternative Grading Option of Pass/Fail, which is not included in the calculation of a student鈥檚 grade point average, from Credit/No Credit, which, like an earned F grade, would count as zero in a student鈥檚 grade point average.

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1. This policy sets out the criteria for the Pass/Fail Grading Option, which allows students in undergraduate degree programs to receive credit for eligible courses without impacting their grade point average.

2. Scope and Application

1. Subject to limitations set out, this policy applies to all undergraduate students, except for those enrolled in the following degree programs

a. BEd degrees,
b. JD degrees, and
c/ BBA and iBBA degrees

3. Definitions

1. Applicable definitions are available in the Pan-university Academic Nomenclature.

4. Policy

1. The Pass/Fail grading option allows students in undergraduate degree programs to receive credit for eligible courses without impacting their grade point average.

2. Students complete course work as usual and must achieve a passing grade, in accordance with the Common Grading Scheme for Undergraduate Faculties, in order to receive a 鈥淧ass鈥� or 鈥淧鈥� under this option. The result is adjusted to a 鈥淧ass鈥� or 鈥淔ail鈥� by the Registrar鈥檚 Office based on the final grade submitted by the instructor,

3. Eligibility

a. Undergraduate students may elect to take up to 12 credits on the Pass/Fail grading option.

b. To qualify for the Pass/Fail grading option, students must:

i. be in good academic standing and have completed at least 24 credits, and
ii. submit a request to opt for a Pass/Fail grade to the Registrar鈥檚 Office before the last day to drop a course without receiving a grade.

c. Newly admitted students who have not yet completed 24 credits may submit a request for the Pass/Fail option for up to 3 credits. Students may not use the Pass/Fail option for the following categories of courses:

i. courses which satisfy major or minor requirements (including for-credit practica not already on a pass/fail grading scheme)
ii. required courses outside the major
iii. courses taken to satisfy Certificate requirements
iv. required 1000-level science courses for students in the Faculty of Science, the Lassonde School of Engineering and the Faculty of Health

d. Any courses covered by the Transfer Credit Guidelines must comply with the Guidelines and, consequently, must be taken on a graded basis, except in cases where the host institution employs a pass/fail or other assessment scheme.
e. Students who do not meet the required conditions will not be approved to take the course on a Pass/Fail basis.

4. Reversing a Pass/Fail Request

a. Students who elect to complete a course on a Pass/Fail basis may request to revert to taking the course on a graded basis up until the last date of classes corresponding to the term of the course.

5. Roles and Responsibilities

1. Students are responsible for reviewing degree program requirements prior to submitting a request for the Pass/Fail option and for submitting their request to the Registrar鈥檚 Office before the last day to drop a course without receiving a grade.

2. The Registrar鈥檚 Office is responsible for publishing sessional dates, including the last date to drop a course without receiving a grade, and instructions about submitting a request for the Pass/Fail option. The Registrar鈥檚 Office also is responsible for inputting 鈥淧ass鈥� or 鈥淔ail鈥� in the student鈥檚 record based on the final grade submitted by the instructor.

6. Review

1. This policy shall be reviewed every five years.

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The University鈥檚 housing policies and general information about housing options are provided on the University鈥檚 Housing website. These resources are easily accessed and often referred to in communications with students.
The University provides a diverse range of housing options that align with the institution's size and enrolment levels. The University is committed to delivering affordable housing services to its students, in particular first year and international students. Resources are available to provide support, information and guidance to students regarding both on and off-campus housing resources.

2. Purpose

This policy is intended to improve access to information and resources related to student housing services to better provide affordable and safe housing options to students and support their well-being and success.

3. Scope and Application

This policy applies to the delivery of student housing services on all University campuses and at University leased locations, by University staff.

4. Definitions

Accessibility: The degree to which physical, pedagogical, financial, social, and administrative structures are (re)designed to enable the full, meaningful, and equitable engagement of all community members.

5. Policy

5.1 The University will:

a. Provide students information on available housing services and resources in the form of dedicated web pages or resources that provide comprehensive information, resources, and contact details for students seeking housing. Information will be accessible and easily navigable;

b. Offer inclusive housing options that accommodate various student needs, including family housing and accessible accommodations;

c. Maintain a dedicated housing office or officer to offer support, guidance, and information to students;

d. Offer robust off-campus housing resources, including:

i. Institutionally endorsed third-party partnerships for housing databases;

ii. Support for housing searches, leasing, information on support for legal matters, and general housing education;

iii. Information on safety and other relevant resources;

iv. Details on short-term housing options; and

v. Information on financing opportunities and assistance programs.

6. Roles and Responsibilities

6.1 The Vice-President, Finance and Administration, in consultation with the Division of Students, is responsible for:

a. Implementation of this policy;

b. Establishing procedures pursuant hereto from time-to-time regarding any matter set out in this policy.

7. Review

The Vice-President, Finance and Administration, in consultation with the Division of Students, is responsible for the review of this policy every 5 years at a minimum.

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