Year 2 strengthened both entry into the PharmD program and the support system students encounter once they arrive. Recruitment produced a markedly larger applicant pool, academic-progress monitoring moved from concept into a built internal platform, a revised professionalism framework was drafted, and financial and access supports continued to reduce practical barriers to participation.
What advanced this year
Admissions & recruitmentThe completed admissions cycle reached nearly 600 PharmD applications following several years of targeted recruitment work with University and College partners.
Earlier academic supportAn internal student-monitoring platform was designed and built to support APMaSS. The next phase is feedback, testing and implementation so concerns can be identified and supported earlier.
ProfessionalismA revised undergraduate professionalism policy and framework was drafted. The work now moves into community engagement, refinement and implementation, with Education involved where policy connects to learning.
Financial & practical accessSupport continued through scholarships and financial assistance, rural-placement supports, targeted Indigenous student funding and Student Services engagement.
The student-success model is becoming more proactive. The direction is toward clearer expectations, earlier identification of concerns and support pathways that do not depend on students reaching a crisis before help is organized.
For your slides
Associate Dean, Student Academic Affairs
Year 2 strengthened both entry into the PharmD program and the support system students encounter once they arrive. Recruitment produced a markedly larger applicant pool, academic-progress monitoring moved from concept into a built internal platform, a revised professionalism framework was drafted, and financial and access supports continued to reduce practical barriers to participation.
- Admissions & recruitment: The completed admissions cycle reached nearly 600 PharmD applications following several years of targeted recruitment work with University and College partners.
- Earlier academic support: An internal student-monitoring platform was designed and built to support APMaSS. The next phase is feedback, testing and implementation so concerns can be identified and supported earlier.
- Professionalism: A revised undergraduate professionalism policy and framework was drafted. The work now moves into community engagement, refinement and implementation, with Education involved where policy connects to learning.
- Financial & practical access: Support continued through scholarships and financial assistance, rural-placement supports, targeted Indigenous student funding and Student Services engagement.
Where this work is taking us
Foundations established
Admissions redesign
Student Services supports
APMaSS requirements
Access initiatives
Admissions redesign
Student Services supports
APMaSS requirements
Access initiatives
→
Using, testing & refining
Expanded recruitment
Monitoring platform built
Professionalism draft
Engagement/support cycles
Expanded recruitment
Monitoring platform built
Professionalism draft
Engagement/support cycles
→
Moving toward
Earlier identification
Consistent support pathways
Inclusive access
Clear expectations & accountability
Earlier identification
Consistent support pathways
Inclusive access
Clear expectations & accountability
What we heard from faculty and staff
Faculty and staff asked for student monitoring and referral systems, accessible financial supports, accommodations, preventative and remedial support, and clear professionalism expectations. Work is already underway in each of those directions; several areas now need implementation and evaluation rather than additional design.
For your slides
Associate Dean, Student Academic Affairs
Where this work is taking us
- Foundations established: Admissions redesign, Student Services supports, APMaSS requirements, Access initiatives
- Using, testing & refining: Expanded recruitment, Monitoring platform built, Professionalism draft, Engagement/support cycles
- Moving toward: Earlier identification, Consistent support pathways, Inclusive access, Clear expectations & accountability
What we heard: Faculty and staff asked for student monitoring and referral systems, accessible financial supports, accommodations, preventative and remedial support and clear professionalism expectations. Work is already underway in each of those directions; several areas now need implementation and evaluation rather than additional design.
More detail behind this update
For strategic-lead review. The material below is provided to help you check the evidence, the proposed split of the former Associate Dean Academic portfolio, and proposed updates to the Student Academic Affairs monitoring record behind the community-facing brief above. It is not intended as presentation content. Portfolio assignments and record changes are working proposals to be confirmed after September reporting.
Candidate indicators for ongoing monitoring 13 candidates
This is a monitoring-development table, not a KPI scorecard. It brings together the evidence currently available for this portfolio and identifies where measures are strong enough to recur, where they are useful as context, and where new implementation or experience measures still need to be built. Final selections will be confirmed with the strategic lead for Year 3 monitoring.
| Indicator | Current evidence | What it measures | Evidence role | How to interpret it | Suggested use |
|---|---|---|---|---|---|
| PharmD applicants | 338 → 417 → 462 | Distinct fall-cycle applicants | concurrent outcome / demand | Demand influenced by external conditions | Strong recurring indicator annual |
| Offers of admission | 165 → 183 → 177 | Distinct offers | concurrent process/output | Interpret with applicant volume and class target | Supporting recurring indicator annual |
| Registered entrants | 137 → 137 → 137 | Applicants who registered after offer | concurrent program output | Reflects cohort target and yield | Strong recurring indicator annual |
| Offer rate | 48.8% (2023-24), 43.9% (2024-25); 2025-26 available in source | Offers / applicants | admissions process diagnostic | Lower rate may reflect stronger demand, not poorer performance | Supporting diagnostic annual |
| Registered as % of offers | 83.0% (2023-24), 74.9% (2024-25); 2025-26 available in source | Registered / offers | admissions yield diagnostic | Affected by offer strategy and timing | Supporting diagnostic annual |
| Student support contributed to success/wellness | 93.8% → 91.8% → 89.5% AFPC 2024-26 | Graduating-student favourable response | lagging outcome/context | Graduates mostly predate plan | Strong longer-term context annual |
| Student supports/resources accessible | 89.6% → 89.0% → 82.7% AFPC | Graduating-student favourable response | lagging outcome/context | Graduating cohort timing | Strong diagnostic context annual |
| Student supports promoted equity/inclusion | 95.8% → 94.5% → 96.1% AFPC | Graduating-student favourable response | lagging outcome/context | Graduating cohort timing | Supporting context annual |
| Retention/withdrawal outcomes | Governed annual one-year outcomes; current 2026-27 provisional | Return/graduate/withdrawal statuses one year later | lagging/current cohort outcome | Current-year timing uncertain; interpret categories separately | Strong portfolio diagnostic annual |
| APMaSS implementation coverage | System designed; implementation priority | Proportion of students/cohorts covered by monitoring/referral workflow | implementation / reach | Coverage does not equal impact | Indicator to develop now term/annual |
| Academic-support response | Not yet governed | Time/referral/closure or support uptake following identified concern | implementation / reach | Requires privacy-safe definitions | Indicator to develop term/annual |
| Professionalism process | Framework drafted; consultation/refinement next | Cases/education/review process measures, disclosure-safe | implementation / process | Case counts can rise with better reporting; avoid success/failure inference | Indicator to develop annual |
| Financial/access support reach | Active work, no governed series yet | Students receiving targeted financial/access supports | implementation / reach | Counts need denominator/context | Indicator to develop annual |
Full working inventory: download the candidate-indicator dataset →
Admissions, recruitment and access
The evidence supports a progression from admissions-policy redesign and targeted recruitment toward a much larger applicant pool. The second-year admissions evaluation remains important because it tests whether selection changes are producing the intended student outcomes, not just more applications.
Academic progress monitoring and support
APMaSS has a clear two-stage record: system design/build followed by operational implementation. The reporting update should preserve that distinction so the project is not marked complete simply because the technical platform exists.
Professionalism and student support
The professionalism framework was drafted during the period. Other supports—including accommodations, counselling, rural placement funding, Indigenous student funding and Student Services engagement—are better understood as the supporting ecosystem around proactive student success than as disconnected projects.
Proposed updates to the project monitoring record
These are proposed updates to the existing monitoring record, reconstructed from the full evidence review. They are not new assignments and remain pending lead confirmation after September reporting.
| Existing project/activity | Current record | Evidence found | Proposed updated description/status/note | Treatment |
|---|---|---|---|---|
| Develop Academic Progress Monitoring and Support Systems (APMaSS) Improve Student Support and Services | In progress. 1. data monitoring requirements defined - complete 2. canvas infrastructure and processes to collect and manage program level data established - complete 3. plan for integrating systems and processes into academic program operations defined (e.g. roles, responsibilities, timelines) - in progress 4. initial system and process feedback and revision complete - not started | An internal academic-progress monitoring platform was designed and built; the next phase is feedback, testing and implementation of APMaSS. | Update the row from design/build toward testing and implementation, keeping the project active until operational launch and feedback are complete. | Update existing row |
| Implement Academic Progress Monitoring and Support Systems (APMaSS) Improve Student Support and Services | Not started. 1. support and resource needs identified and integrated into systems 2. training and orientation requirements defined and implemented 3. system launch | An internal academic-progress monitoring platform was designed and built; the next phase is feedback, testing and implementation of APMaSS. | Update the row from design/build toward testing and implementation, keeping the project active until operational launch and feedback are complete. | Update existing row |
| PharmD admissions procedures review and update to align with principles of EDII Review and Revise Student Affairs Policies and Processes | Complete. Completed in Spring 2024 | | | | | | | | | | | | | | Research and Inovation | RI1 Faculty of Pharmacy and Pharmaceutical Science is committed to key research themes (existing and emerging). | 0 | RI1.1 Enhanced partnerships and international recognition in focused research themes. | … | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Appeals procedures review and update Review and Revise Student Affairs Policies and Processes | Complete. Completed. Appeals procedures were updated as part of the January 2025 Faculty Council. | Review and Revise Student Affairs Policies and Processes | Appeals procedures review and update | "3.1 Having a thriving and diverse student body, faculty, and staff in an inclusive, people-centred environment." | Sherif Mahmoud | Appeals Committee | | | co… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| PharmD admissions initial evaluation of how changes predict performance Review and Revise Student Affairs Policies and Processes | Complete. An analysis of student performance data was completed and presented at the May Faculty council. Results signal that the changes have resulted in students who performed better and whose admission metrics correlated better than in previous years. | The admissions-change evaluation continued into a second year, extending earlier analysis of how admissions metrics relate to student performance. | Record the second-year analysis as the current phase and confirm whether findings have been presented/finalized. | Update existing row |
| PharmD admissions evaluation of how changes predict performance (year 2) Review and Revise Student Affairs Policies and Processes | In progress. Year 2 analysis of admissions metrics ability to predict performance and select appropriate applicants | The admissions-change evaluation continued into a second year, extending earlier analysis of how admissions metrics relate to student performance. | Record the second-year analysis as the current phase and confirm whether findings have been presented/finalized. | Update existing row |
| Development of targeted recruitment strategies Review and Revise Student Affairs Policies and Processes | Complete. Completed. Student Services has been working closely with the CHS Recruitment Partner, the Student Recruitment Centre of Expertise in the Registrar's Office, and the Indigenous Enrollment Management Team. We saw huge upticks in our our applicant numbers, Indigenous applicants, and rural applicants this year. This has been the culmination of prior years work but especially this years work to increase application numbers and representation from underrepresented communities. Specifically, we received 464 applications, of which 9 were Indigenous, and 76 were rural. Last year we only had 418 apply with 3 of those being Indigenous. | A multi-part recruitment strategy continued to expand the applicant pool; the completed 2026 admissions cycle reached nearly 600 PharmD applications. | Update the row with the completed-cycle applicant result and retain recruitment as an ongoing access/recruitment activity. | Update existing row |
| Review and update of accomodations process and procedures Review and Revise Student Affairs Policies and Processes | Complete. Accommodations policies/procedures are in draft mode but due to be finalized in 2025 | | | | | | | | | | | | | | Research and Inovation | RI4 Increased interdisciplinary and international research. | 0 | RI4.1 Leadership in interdisciplinary and international research. | 0 | | Review and Revise Student Affairs Policies and Processes | Develop… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Verify status / ownership |
| Establishment of multi-faith prayer space for Pharmacy students Improved Student Support and Services | Complete. After hearing from students about the need for a multi-faith prayer space for our E2P PharmD students, the faculty reallocated space to establish a 24/7 dedicated space for students. | | | | | | | | | | | | | | Research and Inovation | | | RI5.2 Faculty satisfaction with research culture (e.g. promotion, connection, acknowledgement) | 0 | | Improved Student Support and Services | Establishment of multi-faith prayer space for Pharmacy stud… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Recruit Registered Psychologist for E2P PharmD and Graduate Students Improved Student Support and Services | Complete. In Spring 2024 we recruited and onboarded a Registered Psychologist dedicated to serving E2P PharmD students and Graduate students in the Faculty. We plan to report in Spring 2025 on the qualitative and quantitative data received from students about the efficacy of the program | A multi-part recruitment strategy continued to expand the applicant pool; the completed 2026 admissions cycle reached nearly 600 PharmD applications. | Update the row with the completed-cycle applicant result and retain recruitment as an ongoing access/recruitment activity. | Update existing row |
| Recruit Racial Trauma Expert to provide psychological services to Black Pharmacy Students' Association Members Improved Student Support and Services | Complete. In Spring, 2023 we began a pilot with MJB Psychological to provide racial trauma counselling to black Pharmacy students. In Spring of 2024, we extended that contract and this has something the BPSA has asked for on a continuing basis. | A multi-part recruitment strategy continued to expand the applicant pool; the completed 2026 admissions cycle reached nearly 600 PharmD applications. | Update the row with the completed-cycle applicant result and retain recruitment as an ongoing access/recruitment activity. | Update existing row |
| Expanded financial and non-financial support for rural placements Improve Student Support and Services | Complete. Completed. A multi-year plan has been established that will see $150,000 allocated anually to support students pursuing rural, suburban, and remote community placements in all six rotations. | | | | | | | | | | | | | | People and Culture | PC3 Mentorship plan implemented for new and existing academic staff. | 0 | PC3.1. Mentorship program evaluation completed and recommendations implemented. | 0 | | Improve Student Support and Services | Expanded… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Create and hire records coordinator to increase access to student services Improve Student Support and Services | Complete. Completed. Record Coordinator was hired in September 2024. | | | | | | | | | | | | | | Research and Inovation | | | RI5.2 Faculty satisfaction with research culture (e.g. promotion, connection, acknowledgement) | 0 | | Revise and/or create strategic and operational governance and decision making structures and system… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Expanded financial and non-financial support for Indigenous students Improve Student Support and Services | Complete. Working with the RO and the Student Financial Supports office we have reproportioned monies from tuition to be allocated towards merit-based entrance scholarships for newly admitted FNMI students. The first year allocation will be 30k/yr, and will increase to 60k/yr thereafter. | Dedicated entrance-scholarship funding for Indigenous students was established and remains part of the Faculty’s access-support infrastructure. | Retain as an implemented support and confirm current annual allocation/administrative process. | Update existing row |
| Adovcate to CHS to establish CHS Multi-Faith Prayer Space Improved Student Support and Services | Complete. Along with the Assistant Dean, EDI for FoMD, we advocated successfully to the CHS to establish a dedicated CHS multi-faith prayer space for all students in the College to access. This will alleviate stress on our one dedicated space and provide more access to our students. | | | | | | | | | | | | | | People and Culture | PC6 Communication strategy and Faculty Code of Conduct established. | 0 | PC6.1 Communication strategies and Faculty Code of Conduct evaluated and recommendations implemented. | 0 | | Improved Student Support a… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Identify engagement strategy and priorities Student Services Engagement Strategy | In progress. Need to work with Sponsor to draft an official plan and timelines | Student Services continued engagement and cohort-support activities during 2025/26, alongside orientation and practical-support initiatives. | Update the row with the 2025/26 engagement cycle and identify which activities will continue as routine Student Services operations. | Update existing row |
| CHS Clothing Swap Event Student Services Engagement Strategy | Complete. To address calls from students about financial insecurity and the requirement that they have to purchase professional clothing for placements, Student Services coordinated working with other CHS Faculties, the Library, and the College to faciltiate a clothing swap for our students. | Student Services continued engagement and cohort-support activities during 2025/26, alongside orientation and practical-support initiatives. | Update the row with the 2025/26 engagement cycle and identify which activities will continue as routine Student Services operations. | Update existing row |
| 2025-2026 engagement activities and events Student Services Engagement Strategy | Complete. Student Services plans to have a plan for engagement activities and events by Summer 2025 in improve participation, student support, and socialization amongst the cohorts for the 2025-2026 academic year. | Student Services continued engagement and cohort-support activities during 2025/26, alongside orientation and practical-support initiatives. | Update the row with the 2025/26 engagement cycle and identify which activities will continue as routine Student Services operations. | Update existing row |
| 2025 Post-Secondary Housing Options for 354/454 students Improve Student Support and Services | Complete. Student Services is working with partner schools (MHC, RDP, LP, and UofL) to offer housing on-site to our students doing practicums in those communities. This option creates more affordable housing options for our students and provides safe and accessible housing for our students. We had students interested in all those options but the only uptake was at RDP. With advanced communication next year, we will likely get more uptake resulting in cheaper, safer, more accessible housing for students. | Improve Student Support and Services | 2025 Post-Secondary Housing Options for 354/454 students | "3.1 Having a thriving and diverse student body, faculty, and staff in an inclusive, people-centred environment." | Trent Nabe | Project Specific Working/Advis… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Increase funded seats to address accrued gaps PharmD Program Resourcing and Sustainability | Complete. Proposal to increase funded student seats is approved. This includes four unfunded seats for the current year, with an additional five funded seats added annually—reaching up to thirty over several years. | TEE/funded-seat planning advanced at Faculty/DEC level and intersects admissions, education capacity and financial modelling. | Keep the row active but flag ownership as shared; confirm the Student Academic Affairs component after the September reporting cycle. | Verify / shared ownership |
| Develop implementation models for approved funded seats proposal and/or TEE implementation model PharmD Program Resourcing and Sustainabilty | In progress. A small working group will be established to model enrollment growth, instructional capacity, and related resource needs. | TEE/funded-seat planning advanced at Faculty/DEC level and intersects admissions, education capacity and financial modelling. | Keep the row active but flag ownership as shared; confirm the Student Academic Affairs component after the September reporting cycle. | Verify / shared ownership |
| Review and update of student professionalism policies and processes Review and Revise Student Affairs Policies and Processes | In progress. An initial reveiw of current professionalism, policies, and processes has been completed and feedback was generated on resulting report and recommendations. A professionalism working group will be struck and will use the initial review as a starting point to complete the update | An undergraduate professionalism policy and framework was drafted during the reporting period and is moving into engagement, refinement and implementation. | Update from policy review to drafted framework/policy; keep active for consultation, finalization and implementation. | Update existing row |
No separate new project row currently meets the strict evidence threshold. Download the working reconciliation dataset →
Former Academic portfolio allocation
The Student Academic Affairs / Education split remains provisional pending lead confirmation. The comprehensive re-audit did not identify evidence requiring a change to any of the 48 provisionally allocated legacy rows; the funded-seat/TEE implementation-model row remains intentionally shared/unresolved because it spans admissions, education capacity and Faculty growth planning. Review the re-audit →
Evidence completeness and reporting boundary
This revision was reconstructed from the explicit 387-file source inventory and six-portfolio evidence ledger rather than from the previous brief prose. The formal reporting boundary is August 31, 2026. September material is used only where it reports an outcome from the completed reporting period, corroborates work already underway, or describes next-cycle direction. Examples from newsletters illustrate the work but are not treated as additional strategic projects.