One key recommendation (Recommendation 8) called on Algoma to analyze the financial contribution of each academic program, identify options to improve the sustainability of programs operating at a loss, and implement changes to ensure their financial viability. In response to this recommendation, and following a thorough review and consultation, Algoma University conducted a financial contribution analysis of low-enrolment academic programs last year. This analysis was shared with both the Senate and the Board to ensure transparency across the internal community. 

Last December, the AG released a 2024 follow-up report measuring the progress Algoma U and other universities had made in implementing the recommendations from the 2022 report. The AG noted that Algoma U had made little to no progress identifying options to improve the sustainability of programs operating at a loss and implementing changes to ensure their financial viability.

At the same time, Algoma University’s 2025–26 budget has come under significant pressure due to sector-wide funding cuts, chronic underfunding, and a reduction in Provincial Attestation Letter (PAL) allocations—challenges faced by universities across Ontario.

In response to both the AG’s recommendations and current budget realities, the Board recently approved a one-year pause on first-year admissions to low-enrolment programs that are financially unsustainable due to low student demand: Geography, History, Music, Sociology, and Visual Arts. 

The purpose of this temporary pause is to allow academic departments, with support from the University, the time and space to undertake a thoughtful review of each of these programs and find solutions that will make them financially sustainable.

No. This is a temporary one-year pause to first-year admissions. It is not a program cancellation, nor are these programs being cut. 

Low-enrolment programs pose financial risks to universities because they do not generate enough tuition revenue to cover their costs. As a result, institutions must divert funds from other vital areas—such as financially sustainable programs, student services, research, and faculty development, to subsidize them.

Continuing to offer under-enrolled programs without thoughtful review puts the University’s long-term financial sustainability at risk. In a year of reduced budgets, it’s more important than ever that we work together to safeguard the university’s future.

The Auditor General (AG) already noted in their 2024 follow-up report that the university had made little to no progress implementing Recommendation 8, and will release another follow-up report in December 2026. The Board and University Administration feel strongly that this recommendation should be implemented before the AG begins preparing her follow-up report in early 2026.

• Music: 29 majors in 2023–24, decreasing to 20 in 2024–25
• Visual Arts: 26 majors in 2023–24 and 27 in 2024–25
• Geography: 29 majors in 2023–24, decreasing to 28 in 2024–25
• History: 38 majors in 2023–24, decreasing to 29 in 2024–25
• Sociology: 48 majors in 2023–24, decreasing to 27 in 2024–25

Yes. Under the Algoma University Act, the University, like most universities in Canada, has a bicameral governance model. This means that the Board is responsible for the finances and operations of the University, and the Senate is responsible for the educational policy of the University.

According to the Act, the Board has a fiduciary duty (or legal obligation) “to act in the best interest of the university,” which extends to protecting the University’s finances, and a duty of care to carry out its work with appropriate skill, diligence, and oversight. 

The Board’s decision was made for financial reasons and was informed by a financial analysis of low-admission programs and guided by the Auditor General’s recommendations to develop strategies that improve the financial sustainability of these programs. The decision was also grounded in consistent admissions data tracked over several years.

The purpose of this temporary pause is to give these low-enrolment programs an opportunity to find solutions and new ideas to make them financially sustainable and protect the long-term future of Algoma University. The University Administration and the Board are optimistic that this work will be done.

Academic committees will review the ideas, strategies, and relevant data brought forward by the affected departments to assess their recommended sustainability plans. After the academic review is complete, the proposed plans will be shared with university Administration and the Board.

Students currently enrolled in one of the five low-enrolment programs will not have their degree completion curtailed or restricted, and will continue their studies uninterrupted, with full access to the courses and academic support they require.

Specific course offerings (individual classes a student can take) remain at the discretion of academic departments, based on data provided by the Registrar’s Office, including admissions figures from the previous year. 

We expect many first-year courses offered by these programs to continue to be offered as they are popular electives for students in other programs.

This admission pause does not apply to 2+2 or transfer students entering directly into the third year of their programs. These students remain eligible for admission, provided they meet all standard program requirements.

While it is accurate that many of the low-enrolment programs are within the Arts and Humanities, this decision does not diminish the value or importance of these disciplines. Rather, it reflects low-enrolment trends and financial challenges associated with low-enrolment programs.

The Board has a legal responsibility to act in the best interest of the university, which includes a fiduciary duty to protect its financial health and a duty of care to carry out its work with appropriate skill, diligence, and oversight. There is no legislative or governance requirement for the Board to consult when making decisions within its mandate.

The decision to implement a one-year pause on admissions was driven by financial considerations, not academic ones, and reflects the Board’s obligation to ensure the university’s long-term sustainability.

While reducing costs is an important and valued part of supporting the university’s financial sustainability, it is not a substitute for a stable and consistent source of revenue. 

One-time cost savings, while impactful, will not make these five low-enrolment programs financially stable.

The issue of low-enrolment program sustainability has been raised and discussed on multiple occasions over the past several years with the Senate’s Academic Planning and Priorities Committee (APPCOM), following the Auditor General’s 2022 report. Despite these discussions, the committee was unable to make meaningful progress in supporting low-enrolment programs toward financial sustainability.

As a result, Algoma University’s former President formally requested that APPCOM take focused and substantive action to address the ongoing challenges associated with low-enrolment programs.

On December 4, 2024, a letter was sent to APPCOM with a list detailing the financial contributions of low-enrolment programs as well as the number of students majoring in each program for the academic years 2022-23 and 2023-2024. 

Aligned with Objective 3B and action item 3Bi) of the 2021-2026 Academic Plan and committee’s terms of reference, APPCOM was asked to prioritize work to make these programs financially sustainable and come up with an urgent short-term action plan and, ultimately, a longer-term strategy for low-enrolment programs at the University by February 2025. 

To date, APPCOM has not submitted a short-term plan or long-term strategy.

As presented in the budget, Algoma University’s overall student admission for 2025-26 is projected to drop by approximately 50%. 

When there are fewer students, the demand for courses and sections naturally decreases, which is reflected in hiring decisions.

Algoma University has made an institutional-wide commitment to fostering equity, diversity, and inclusion as a strategic priority in all aspects of our work, including in our Academic Plan and our EDI Charter.

The temporary pause in student admission does not reflect a shift away from the University’s EDI commitments.

Algoma University’s commitment to our Special Mission and Indigenization is woven through all our Key Directions of our Academic Plan. 

The temporary pause does not impact the University’s dedication to Indigenization or the support of Indigenous faculty and students.

Algoma University uses the Program-based Full-Time Equivalent (FTE) metric like other Canadian universities, the provincial government, and the Auditor General. 

This metric is based on program-level, not course-level, admissions metrics, often weighted by field of study and level (e.g., undergraduate or  graduate).

Simply put, we do not use course-based FTEs because it is not a recognized metric in the post-secondary sector. We use headcount data in individual courses for planning, rostering, scheduling and registration. 

Algoma University uses the program-based Full-Time Equivalent (FTE) metric, in line with standard practice across Canadian universities, as well as by the provincial government and the Auditor General.

Program-based FTE reflects enrolment at the program level—often weighted by field of study and credential level (e.g., undergraduate vs. graduate)—and is the sector-recognized standard for assessing institutional performance and reporting enrolment.

While it’s true that students pay fees per course, revenue is only one part of the equation. Course-based FTE is not a recognized metric in the post-secondary sector, and it does not accurately reflect the academic or financial structure of a university. For example:

• Course weights vary significantly by program.
• Graduate and professional programs may include fewer courses but with higher academic and resource intensity.
• Institutional costs vary dramatically between course types—e.g., a lab-based science course is more expensive to deliver than a lecture-based course.

Course-based headcount is used for operational purposes like scheduling and registration—but it is not suitable for institutional planning or program viability assessment.

Academic leaders and departments will be engaged in a review process to evaluate and renew the affected programs. The intent is to strengthen offerings in ways that are financially viable, academically rigorous, and aligned with student demand and Algoma University’s Special Mission.