Hosted by Senate’s Academic Policy, Planning & Research Committee (APPRC), the forum aims to spark dialogue on development of the University Academic Plan (UAP) 2025-30.

The forum takes place on Nov. 27 from 9:30 a.m. to noon in the Dr. Robert Everett Senate Chamber, N940 Ross Building on Keele Campus. Online participation is an option for those who cannot attend in person.

The forum takes place at a pivotal stage in the development of the 2025-30 UAP, which will be finalized by Senate approval. Designed to be interactive, through real-time audience polling and feedback technology, participants are encouraged to bring computers, tablets or phones if possible, to facilitate participation.

Participants will be invited to offer feedback on APPRC’s recommendation to update the current UAP while retaining its core priorities and creating space for bold strategies that reinforce �۴ǰ���’s relevance locally and globally as a leading institution of higher learning.

Discussion questions will explore:

• What aspects of the current UAP are outdated and need updating?
• What work on priorities is progressing well and indicates potential for continuity?
• What are the most important opportunities for the University to seize over the next five years?
• What role should the United Nations Sustainable Development Goals (SDGs) framework play going forward in defining �۴ǰ���’s University Academic Plan?

APPRC Chair, Professor Monique Herbert, will moderate the event and will provide an overview of the UAP and the process for developing the next iteration. Provost and Vice-President Academic Lisa Philipps will offer brief remarks on the current academic planning landscape.

Information on the UAP renewal process, options for engagement in the consultation and background documentation, including the 2020-2025 UAP Retrospective Report, are available on APPRC’s UAP Renewal website.

Participants are asked to confirm attendance and mode of attendance through the

There are several ways to contribute to the University Academic Plan: attend the open forum, join a Faculty Council discussion or email input to Senate.

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The following is an edited version of the speech delivered by �첥��Ƶ President and Vice-Chancellor Rhonda Lenton to the Class of 2025 at the 2025 Fall Convocation ceremonies.����

To the exceptional Class of 2025, my warmest congratulations! It is a privilege and a pleasure to join you in commemorating this major milestone in your life.

I am proud to be standing here with you, and I know your family and friends are proud of you, too. 

In April 2024, �첥��Ƶ had the distinct honour of awarding an honorary doctorate to Dr. Jane Goodall, a trailblazer whose life’s work has transformed our understanding of the natural world.  

During her address, Dr. Goodall shared a message that continues to echo through our halls: “If you really want to do something important, then you have to work really hard, take advantage of every opportunity – and if you don't give up, hopefully you'll find a way.” 

She reminded us that perseverance is the key to success. It is not just about enduring hardship; it is about believing in possibility, even when others doubt you. 

At �첥��Ƶ, perseverance is not merely a virtue – it is a value embedded in our mission. We are a progressive, research-intensive institution committed to enhancing the well-being of the communities we serve.  

Our University Academic Plan challenges us to strengthen our contributions to the United Nations Sustainable Development Goals (SDGs), and our impact has been recognized globally, with York ranking among the top 40 universities in the world for SDG impact. 

This recognition is not the result of a single initiative or moment. It is the outcome of countless acts of perseverance – by our faculty, staff, students and alumni – who have refused to accept the status quo and instead pushed boundaries in science, health, engineering, social justice and sustainability. 

Perseverance is what drives our researchers to explore solutions to climate change, food insecurity and systemic inequality. It is what inspires our students to pursue knowledge, even when the path is uncertain. It is what empowers our community to convene ideas and people for meaningful action. 

Dr. Goodall’s story is a testament to what perseverance can achieve. She was told her dreams were unrealistic. She was laughed at for wanting to live among wild animals. But she did not give up. She worked hard, seized every opportunity, and found her way. 

Her journey mirrors the journeys of so many of you. You may have faced adversity, you may have been told “no,” but the fact that you are graduating today means that you never gave up. 

Perseverance is the thread that binds us. 

As you join a global network of more than 385,000 York alumni today, I hope you are inspired by Dr. Goodall’s words: “We must never give up.” 

I hope you carry forward the spirit of perseverance – not just as individuals, but as a collective – and that you do so with a sense of purpose, wisdom and compassion for others, working across differences that may at times seem insurmountable, to build a more just, sustainable and compassionate world. 

During my more than eight years as president of this fine institution, one of my greatest pleasures has been the opportunity to meet so many York graduates who are making a difference around the world. I look forward to seeing what each of you do next.   

Let us take a moment now to acknowledge the many individuals who have supported you throughout your higher education journey: your professors, teaching assistants, administrative staff, classmates, family, partners and friends who have encouraged and assisted you in reaching this significant milestone. All of that support has been incredibly important in helping you get here today. 

Let me close by simply thanking you for choosing York.  

Congratulations! Bonne chance! Miigwech! 

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Dear York community, 

With the fall term now well underway and new energy and promise animating our campuses, this is a meaningful moment to reflect on all we have accomplished together. On that note, I am pleased to share with you the 2025 President’s Report, a celebration of the progress we have made together over the past academic year that continues to strengthen the foundation for our future.  

At York, our vision remains steadfast: to provide a broad sociodemographic group of students with access to a high-quality education at a research-intensive university that is committed to enhancing the well-being of the communities we serve. Every day, our students, faculty, course instructors and staff bring that vision to life and make a lasting difference, both locally and globally. 

While the world faces complex and evolving challenges, this report is a testament to how our community is sparking positive change by advancing the University Academic Plan 2020-2025: Building a Better Future (UAP) and the United Nations’ 17 Sustainable Development Goals at its core – from shaping 21st century teaching and learning; pushing the boundaries of knowledge, innovation and creativity; ensuring no talent is left behind; fostering dynamic collaborations across sectors and disciplines; strengthening global engagement; and finding new ways of living well together. 

As I share these stories of our collective successes, I am confident that York will continue to develop solutions to the world’s most pressing challenges and embrace new opportunities to build a brighter future – both today and tomorrow – while preparing new generations of globally engaged citizens to lead with purpose. 

As you read the 2025 President’s Report, I hope you will find inspiration in the remarkable accomplishments of our community and take pride in what your contributions have helped us achieve. 

Read the 2025 President’s Report.

Sincerely, 

Rhonda Lenton 
President & Vice-Chancellor 

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The Better Together series of events returns to York Oct. 6, offering a space for staff, faculty and students to engage with pressing challenges worldwide. Co-led by Equity People & Culture, the Division of Students and the Faculty of Graduate Studies, this year’s programming builds on last year’s efforts to create opportunities for connection and growth. It also coincides with Fall Well-being Week, tapping into the week’s theme of social well-being as vital to thriving.  

Better Together was created in Fall 2024 to provide time, space and skills for the York community to engage across differences. “�۴ǰ���’s diversity is a source of strength, but it also presents the challenge of navigating a wide range of identities, histories, worldviews and priorities,” observes Vice-President Equity, People and Culture Laina Bay-Cheng. “This year’s programming reflects what we have learned as a university community and what we see in the world around us: that thriving as a diverse collective requires thought, care, skill and investments in equity and relational culture.” 

Programming begins Monday, Oct. 6, with Leading Through Differences: Supporting Faculty & Staff When Values or Views Diverge, an interactive session for faculty and staff leaders provided by Oliver Martin, director of workplace restoration and culture at the Centre for Human Rights, Equity and Inclusion (CHREI). The session offers practical strategies for guiding teams through tensions and fostering psychological safety, with a focus on constructive engagement and shared goals. 

Marian MacGregor, executive director CHREI, notes that “in order for us to continue to thrive as a healthy and diverse university community we must engage across our differences, allowing for our distinct views and perspectives, which can, at times, present challenges. CHREI is actively supporting the community with resources, training and supports to build a strong relational culture at York.” 

Wednesday, Oct. 8 will be the first meeting of the Third Rail Teaching Collaborative, a new community of practice designed to support faculty who teach courses that engage with politically sensitive, socially charged or otherwise controversial topics. These “third rail” subjects – such as race, gender, climate change, religion and geopolitical conflict – can place unique intellectual and emotional demands on instructors. The collaborative offers an environment for faculty to share experiences, exchange strategies and co-develop resources, while upholding the values of academic freedom, inclusivity and mutual support. As part of ongoing work led by Faculty Affairs, in partnership with the Teaching Commons and CHREI, the initiative aims to bridge the gap between the principle of academic freedom and its everyday enactment in the classroom.  

Programming on Thursday, Oct. 9 includes a lunchtime panel with York scholars on academic freedom, followed by Do the Work: Dialogue Across Difference, an online workshop offered to all York community members by educators from CHREI and which encourages thoughtful engagement with contentious topics. 

The week will conclude on Friday, Oct. 10 with two events. The first will be an Interfaith Gathering that welcomes all members of the University to participate and hear from a panel of faith and student leaders who provide support and care to �۴ǰ���’s diverse multifaith communities. The second event will be Toward a Fourth Culture: Dialogue, Healing and Collective Well-Being, a workshop for staff, faculty and student leaders focused on transforming conflict and fostering resilience. It is offered by Alicia Kuin, a dialogue facilitator and conflict management consultant and Osgoode Professional Development instructor.����

Yvette Munro, vice-provost students, emphasizes, “student well-being is foundational to our mission. Better Together events provide opportunities for us to learn how to build space for students – and faculty and staff – to connect in ways that support their academic and personal growth.” 

Alice MacLachlan, dean, Faculty of Graduate Studies, adds, “The University Academic Plan calls on us to make Living Well Together a priority. Better Together events are a direct expression of this commitment, helping us develop the skills and understanding needed to foster a campus where everyone feels they belong. By engaging with these opportunities, we are putting the University’s values into action and building a stronger, more connected community. 

Visit the Better Together website for details and to register. 

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Introduced by the Office of the Vice-Provost Teaching & Learning in collaboration with the Teaching Commons, these two-year teaching fellowships will support professors in exploring and developing innovative pedagogical approaches that will enrich student experience and enhance teaching and learning. 

The program features three fellowship positions that are open to full-time faculty members, with priority given to applicants in the teaching stream. Terms begin in January of 2026. 

“This program is designed to reinvigorate the opportunities we offer faculty members to hone their teaching expertise,” says Chloë Brushwood Rose, vice-provost teaching and learning and a professor in the Faculty of Education. “This is a vital way to support �۴ǰ���’s ability to enhance student retention and experience.” 

Faculty members interested in being a teaching fellow will be asked to create a teaching development plan in one or a combination of seven priority focus areas: 

• Indigenous pedagogies 
• Black-focused pedagogies 
• accessible and inclusive teaching 
• blended teaching and learning 
• teaching and learning with artificial intelligence (AI) 
• pedagogies for the undergraduate first-year 
• graduate supervision and mentorship 

Brushwood Rose says the first three priorities align with �۴ǰ���’s commitment to advance decolonization, equity, diversity and inclusion at York, including in the spaces, practices and processes of teaching and learning. The two priorities on blended learning and AI, she says, connect to the University’s objective to evolve education practices in step with new digital technologies affecting higher education. 

When it comes to pedagogies for first-year undergraduate education, Brushwood Rose says innovating in this area is critical to improving the experiences of students. 

“York has a unique population of students in that they are largely the first generation in their family to attend university,” Brushwood Rose says. “We want to encourage reflection about the significance of teaching first-year courses, so that we can enhance students’ learning experiences and promote their success.” 

The focus on graduate supervision and mentorship, she says, will bring needed attention to the complex pedagogical relationship of guiding grad students in their research and academic work. 

By investing in teaching innovation and supporting leadership in curriculum development, the Teaching Fellows program supports the goals of �۴ǰ���’s 2020-2025 University Academic Plan (UAP), which include diversifying who, what and how we teach, and supporting students of all backgrounds to successfully complete their studies and realize their full potential.  

Also influencing the program’s formation was the University’s 2023 Future of Pedagogy Task Force report, which recommended appointing teaching fellows to enhance professional development options and acknowledge innovation in teaching. This finding was reinforced by the results of the Fall 2024 survey of faculty on their perspectives and needs regarding teaching development. 

Recognizing the importance of providing sufficient time and resources for educators to develop new teaching approaches, the fellowship awards recipients a $15,000 teaching development fund over two years and a half-course teaching release, which supports them to: 

• develop and lead faculty-based and pan-university teaching competency-building activities; 
• participate in a Teaching Fellows community of practice to examine post-secondary education issues; and 
• collaborate with Teaching Commons staff on teaching and learning enrichment projects. 

“Peer-to-peer collaboration and learning is a key feature of this fellowship program because we know how much it can support professional growth,” Brushwood Rose says. 

The application process opens Sept. 26, and those interested can submit an by no later than 11:59 p.m. on Oct. 31. 

With files from Sharon Aschaiek

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�첥��Ƶ continues to make significant strides in its commitment to long-term financial sustainability and workforce support through the HR Initiatives project – one of 17 strategic projects under the Forward Action Plan. This comprehensive initiative, aligned with the University Academic Plan, is helping to shape a more resilient and responsive institution through enrolment, academic and administrative efforts. 

The overarching aim of the Forward Action Plan is to return the University to a balanced position by bolstering student enrolment, academic offerings and additional revenue streams, while also curbing administrative expenses. Although the plan’s HR Initiatives project is primarily focused on finding savings through workforce-related reductions, these steps have been guided by three principles: maintaining the integrity of the University's diverse workforce; preserving operations central to the University's core mission; and honouring collective agreements and equitable labour practices.  

Reflecting these priorities, the HR Initiatives project has largely relied on temporary and voluntary measures. For instance, in 2025, Confidential, Professional & Managerial (CPM) employees experienced a one-time deferral of any across-the-board (ATB) increases and all managerial employees (including the president, vice presidents, deans and relevant CPM) experienced a 25 per cent reduction in the performance-based component of compensation. These two initiatives yielded a savings of approximately $5.3 million in 2025-26. 

The greatest savings have been found through voluntary exit programs for various employee groups. This included programs for employees represented by YUSA, CUPE 1356 and CUPE 1356-1 collective bargaining units as well as CPM employees, which saw 173 participants exit the University over the 2024-25 fiscal year, resulting in savings of approximately $15.5 million in 2025-26 and $16.4 million in 2026-27. More recently, the University offered a Voluntary Separation Agreement (VSA) opportunity for full-time faculty who have reached their normal retirement date, which 13.6 per cent of eligible faculty elected. The exits of those 29 faculty colleagues, to occur between July 2025 and July 2026, will result in savings of approximately $8 million in 2027-28 (following payouts in 2025-26 and 2026-27). 

These initiatives, along with one-time savings of $3.3 million yielded by a renegotiated contract for the University’s robust and Employee and Family Assistance programs, and modest savings from a prior VSA offering to faculty in 2024, have led to substantial results. Projected total savings from HR Initiatives is expected to total $22.9 million in 2025-26, $14.9 million in 2026-27, and $24.6 million in 2027-28.  

President and Vice-Chancellor Rhonda Lenton emphasizes the positive momentum generated by these outcomes. “Through the HR Initiatives project and the broader work of the Forward Action Plan, we are ensuring �첥��Ƶ continues to excel in a rapidly changing post-secondary landscape by aligning efficiency measures with plans for enrolment growth and other top priorities in our academic plans, fulfilling our vision to drive positive impact and enhance our reputation as a leader in higher education.” 

Narin Kishinchandani, vice-president finance and administration, notes “these temporary and voluntary measures have allowed us to progressively reduce long-term costs while limiting the number of involuntary role closures. While these savings alone have not solved the University's budget problems, they are enabling steps, which when combined with other initiatives, are intended to help shape the journey towards a path to balance.” 

Laina Bay-Cheng, vice-president equity, people and culture, points out that the success has not come easily. “We should feel good about what we’ve been able to achieve, but we cannot treat it lightly, either. This success has not come easily, but it’s been made possible through hard work and through hard decisions, whether saying goodbye or making changes in how people work. We need to acknowledge and appreciate the efforts of all our colleagues.”  

Recognizing the importance of supporting employees through organizational changes, HR Initiatives has also included resources offered by the Organizational Learning & Leadership (OLL) team. OLL launched the well-received “Be Well in Change” learning series and for , which engaged nearly 900 employees, including close to 200 people managers. The series is comprised of 10 unique elective courses focused on leadership, change management and teamwork, with topics ranging from balancing workload and time to improving processes with artificial intelligence (AI), and will be relaunched in Fall 2025.  

In addition to learning programs, OLL also offers customized services to help teams navigate change, including team effectiveness surveys, change management consultations, organizational design support, coaching services and facilitated sessions focused on team well-being. More information about available support, services and guidance can be found on the HR Initiatives FAQ. 

As the University continues to implement the Forward Action Plan, faculty, staff and students are invited to stay engaged, explore available resources and contribute to shaping a strong and sustainable future for York. 

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The first graduate-level program of its kind at York, the new brings together faculty from across diverse disciplines to provide cutting-edge, interdisciplinary training in one of the most dynamic fields of health and science.

Offered through �۴ǰ���’s Centre for Vision Research (CVR) and housed in the Faculty of Graduate Studies (FGS), the specialization gives graduate students the opportunity to earn formal credentials in vision research, preparing them to tackle pressing scientific and technological challenges.

“This specialization marks a major step forward in graduate education at York and in Canada,” says Alice MacLachlan, vice-provost and dean, FGS. “It reflects our commitment to innovation, collaboration and preparing students for meaningful careers that address real-world challenges.”

Robert Allison, professor and CVR director, says graduate student researchers have been at the forefront of interdisciplinary vision research, but until now, have not had access to an organized program of study at �첥��Ƶ.

“This new specialization will recognize their contributions and provide the opportunity to learn the advanced theoretical and research skills underlying this highly interdisciplinary field,” he says.

The specialization is led by the graduate program in psychology and is open to graduate students in biology, electrical engineering and computer science, digital media, kinesiology, philosophy, physics and astronomy, and others affiliated with CVR. This inclusive model, says Allison, reflects the inherently interdisciplinary nature of vision science, which spans everything from physics to philosophy and artificial intelligence (AI) to neuroscience.

Students will study the biological and computational foundations of vision – human, animal and machine – and learn how these systems interpret the world. Training with researchers who use a broad range of experimental and theoretical approaches, students will gain the expertise needed to make meaningful contributions in academia, industry, health care, public policy and beyond.

Until now, Ontario lacked a formalized graduate program offering structured, cross-disciplinary training in vision science. While some universities provide clinically oriented programs in ophthalmology or optometry, none offer the systems-level, integrative focus that defines �۴ǰ���’s approach. This specialization fills that gap, says MacLachlan, establishing a principled framework for developing the next generation of vision scientists.

The launch builds on CVR’s strong foundation of internationally recognized excellence and breadth. With active collaborations across Faculties and strong ties to global institutions and industry, MacLachlan says York is uniquely positioned to lead in this space.

This initiative aligns with key priorities in �۴ǰ���’s University Academic Plan, including Working in Partnership and Global Engagement. Through this program, York will enhance the academic experience of graduate students while advancing research with real-world impact.

Vision is central to nearly every domain of life. Innovations from this program will inform advancements in health care, robotics, digital media, transportation, data science, assistive technologies and more.

Graduates will be prepared to address real-world challenges – from improving treatments for visual impairments to designing intelligent systems that interact with visual environments.

The program also supports technologies that enhance accessibility, contributing to more inclusive communities.

As the first University in Ontario to offer a dedicated specialization in vision science, York is supporting the advancement of research and academic development in the field and positioning researchers to contribute to a more perceptive future.

For more information, visit the Collaborative Specialization in Vision Research website.

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Dear York community,

Since 2002 I have had the honour to be a part of the �첥��Ƶ community. It has been an absolute joy to contribute to the trajectory of this unique post-secondary institution, first as dean, then vice-provost, provost and finally for the last eight-plus years as president and vice-chancellor.

What first attracted me to York holds true today and is reflected in the vision statement of the University – namely, the commitment to access, excellence, connectedness and impact that continue to enhance the well-being of the communities that we serve.

Last fall, I began a discussion with the Board of Governors Executive Committee about a possible timeline for completing my second term as president and vice-chancellor. It was important for me to know that the University was on solid footing and that plans were in place to maintain the incredible momentum that we have achieved.

Significant progress has been made in the case of all the priorities set out in the Building a Better Future: �첥��Ƶ Academic Plan 2020-2025. The community continues to accelerate research and innovation activities and enhance 21st century learning in a multitude of ways. The new Markham Campus was successfully launched this past fall, positioning York for future growth. We have realized a long-term ambition for a School of Medicine, opening up new opportunities for our students and for York that will meet the urgent need for family doctors and other primary health-care physicians, and we have developed the YorkU Forward Action Plan to further strengthen the University and the student learning experience while responding to the financial pressures facing the sector. Strategically important projects regarding program enhancements, enrolment growth, organizational optimization, administrative efficiencies and revenue diversification, among others, are well underway, continuing to enhance our financial sustainability and global reputation.

With that, I have let the board know that I will end my term as president and vice-chancellor on Dec. 31, 2025.

I remain committed to this University and the inspiring students, faculty, staff, volunteers and partners who comprise this community. Over the next six months, I will focus on consolidating activities that are advancing the University’s priorities including the YorkU Forward Action Plan, the evolution of the Markham Campus, the School of Medicine, �۴ǰ���’s financial sustainability and supporting the transition.

Following this, I expect to stay actively involved with York as a member of the community including fundraising for the School of Medicine and other strategic initiatives.

I am fortunate to be a part of the legacy of York and the amazing students that we graduate – many of whom I have the pleasure of meeting as alumni as they make a difference in multiple sectors around the world. I want to take this opportunity to thank the Board of Governors, Senate, the entire administrative team and the rest of the York community. I have learned a great deal over my 22-plus years at this institution, for which I will always be grateful.

Every success is a team effort and I look forward to seeing what we can do together over the next six months and into the future.

Sincerely,

Rhonda Lenton
President & Vice-Chancellor

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Last fall, Rhonda Lenton, president and vice-chancellor of �첥��Ƶ, began a discussion with the Board of Governors Executive Committee about her plans for completing her second term as president.

Ensuring the long-term success of the University has always been the most important priority for President Lenton and the Board and has guided her decision. President Lenton has advised the Board that she will be leaving her role, in her ninth year serving as �۴ǰ���’s president and vice-chancellor, effective Dec. 31, 2025.

While we will have further opportunities to celebrate President Lenton’s vast accomplishments, on behalf of the Board of Governors and the entire York community, we want to extend our sincere thanks for her exceptional service to the University, and we look forward to working together until the end of her term.

The Board of Governors is deeply proud that under her leadership, York secured a School of Medicine that will focus on the province’s critical need for family doctors and primary health-care physicians. President Lenton also facilitated the establishment of a new campus in Markham focusing on technology and entrepreneurship to meet the talent and innovation needs of York Region, one of the fastest-growing regions in Ontario. These projects reflect her commitment to students and the communities served by York.

She has continued to drive the evolution of a comprehensive, strategic planning process linking the University Academic Plan 2020-25 with �۴ǰ���’s operational and budget plans facilitating the advancement of institutional priorities. It is this work that has helped York respond to the financial challenges facing the sector and the development of the �첥��Ƶ Forward Action Plan initiating new ways of thinking to strengthen the University further.

Beyond these impressive achievements, President Lenton has provided thoughtful and visionary leadership centred on the mission, vision and core values of York, strengthening the international reputation of the University. Never losing sight of the importance of equity, York now has a Decolonizing, Equity, Diversity and Inclusion strategy that will continue to expand our commitment to access, creating an inclusive and welcoming university for all.

A strong proponent for the University, President Lenton will continue to stay engaged beyond the end of her term.

At today’s meeting (June 24), the Board of Governors appointed Lisa Philipps as the interim president and vice-chancellor, effective Jan. 1, 2026. The Board is confident that Professor Philipps’ understanding of York, experience in university leadership and strong skill set will serve the University well throughout the search period for the next president.

The board will commence an international search for the next president and vice-chancellor. Consistent with the principles governing a presidential search, there will be extensive consultation with Senate and the University community.

Paul Tsaparis (MBA ’84) has completed his final term as Chair of the board. Appointed as Chair in 2018, and having served as a member of the board since 2010, he has helped guide the University through many changes, challenges and opportunities. The board thanks Mr. Tsaparis for his service, his leadership and commitment to York.

Incoming Chair Antonio Di Domenico (B.A. (Hons.) ‘02, LL.B. ‘05) takes up his new role on July 1, 2025 after serving as a member of the Board of Governors since 2017. Mr. Di Domenico’s time at York began as a political science and law and society undergraduate student before he graduated from Osgoode Hall Law School. He served as an undergraduate student representative on both the �첥��Ƶ Senate and Board of Governors. He was also a member of the Senate Executive Committee, Chair of the Student Senate Caucus and vice-chair of the Student Centre Board of Directors. His volunteer commitments continued throughout his years at Osgoode Hall Law School, where he was Chair of the Student Caucus of Faculty Council. Prior to joining �۴ǰ���’s Board of Governors, he was a member and vice-chair of the �첥��Ƶ Alumni Board and a director of the Osgoode Hall Law School Alumni Board.

For more information about �۴ǰ���’s Board of Governors, please visit the Board of Governors website. 

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Moving up 29 spots globally, York is ranked 333rd among 1,501 institutions worldwide and 14th among those in Canada. 

A widely recognized evaluation system that assesses the performance of universities globally, the QS World University Rankings provides comparative data on various indicators of academic excellence. 

“�첥��Ƶ’s advancement in the QS World University Rankings reflects our unwavering commitment to academic excellence and continued improvement,” says �첥��Ƶ President and Vice-Chancellor Rhonda Lenton. “This recognition underscores our efforts to foster an inclusive environment and enhance research collaboration, vital elements in preparing our students for success in a globalized world. We will build on this momentum to continue driving positive change.” 

The increase in global recognition showcases �۴ǰ���’s sustained commitment to enhancing its global stature in the academic and research domains. 

The QS World University Rankings recently introduced new metrics aimed at measuring sustainability, employment outcomes and international research collaboration, reflecting a broader initiative to align academic institutions with evolving societal demands.

York was particularly successful in its global and national rankings for the following indicators: 
• Sustainability – 119th globally and 14th nationally 
• Employment Outcomes – 149th globally, sixth nationally and second in the GTA 

The University also and saw noticeable upswings for the following indicators: 
• International Faculty – increase of 111 spots globally 
• International Research Network – increase of 66 spots globally 

�۴ǰ���’s University Academic Plan aims to drive positive change through teaching excellence, innovative research collaboration and an inclusive environment. 

This latest ranking follows �۴ǰ���’s strong performance in the 2025 Times Higher Education (THE) Impact Ranking and the 2025 QS World University Rankings by Subject, which were announced earlier this year. 

York placed in the world’s top 40 for advancing United Nations’ Sustainable Development Goals (SDGs) in the THE Impact Ranking, with an impressive leap in its ranking for SDG 3: Good Health and Well-being. 

In the QS Rankings by Subject, the University landed in the top nationally 10 for 15 different subject areas. 

Since 2021, �첥��Ƶ has increased its global position in the QS World University Rankings by approximately 35 per cent. 

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