This BAC LVI. · This report contains supporting information for the recommendations made in BAC LVI. BUDGET ADVISORY COMMITTEE Supplemental Information to the …

This report contains supporting information for the recommendations made in BAC LVI.

BUDGET ADVISORY COMMITTEE Supplemental Information to the Operating Budget Plan for 2018‐19

March 28, 2018

Supplemental Information

Governance

University Roles in Relation to the Budget ..................................................................... 1 Budget Advisory Committee Terms of Reference .......................................................... 2 Feedback from Campus Community Opportunities for Feedback ........................................................................................... 4 Summary of Results from Town Halls ............................................................................ 4

Summary of Results from Student Survey ...................................................................... 5 Summary of Results from Faculty and Staff Survey ....................................................... 7 Documentation from Town Hall Discussions ............................................................... 10

Historical Operating Revenue Trends ..................................................................................... 12 Provincial Government Grant as % of Operating Income ...................................................... 13 Memorandum of Understanding ............................................................................................ 14

Proposed Tuition and Facilities Renewal Fees ....................................................................... 26

Tuition Surveys Undergraduate Arts Tuition Fees – Atlantic Universities .............................................. 29

Tuition Fees for Entering Students – Canadian Universities ........................................ 30 Comparison of Law, Medicine & Dentistry Tuition Fees .............................................. 31 Dentistry – Total Program – Tuition and Mandatory Fees Comparison ....................... 32 International Undergraduate Tuition & Differential Fees at Selected Schools ............ 33 International Masters Tuition and Differential Fees at Selected Schools .................... 34 International PhD Tuition and Differential Fees at Selected Schools ........................... 35

Enrolment Related Budget Allocations (ERBA) ...................................................................... 36

Enrolment Total Enrolment ........................................................................................................... 37

New from High School Enrolment ............................................................................... 37 International Supports ........................................................................................................... 38

Facilities Renewal Background .............................................................................................. 39

Strategic Priorities ................................................................................................................... 40 Strategic Initiatives 2017‐18 Commitments ............................................................................ 41

UNIVERSITY ROLES IN RELATION TO THE BUDGET The President is responsible to the Board for the University operating budget. Through its reports, the Budget Advisory Committee makes recommendations to the President on the operating budget that reflect the current priorities of the University. The BAC deliberations are grounded in the context of the medium and longer‐term objectives of the Board and of the University’s Strategic Directions. The BAC process has been in place since 1992. The Terms of Reference for the BAC are set by the President and are attached (page 2).

The BAC is responsible for engaging with faculty, staff, and students to better understand priorities and the impact of budget choices on those priorities. The role of the BAC is then to balance the benefits and burdens of budget choices and make recommendations to the President that will enable progress on our shared goals. Committee members are selected based on their knowledge of the University and do not serve as representatives of particular interest groups. Faculty deans and service unit heads are accountable to meet their budget targets by finding efficiencies, increasing revenue, reviewing programs and other means to achieve their academic plans within the context of the University Strategic Priorities.

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Dalhousie University

Budget Advisory Committee

Terms of Reference

1. The President is responsible to the Board of Governors for preparing the University operating budget.

2. The Budget should be informed by: - University Mission Statement - Board policies regarding:

- Deficits - Compensation - Other

- Enrolment trends (and management) - Available revenues - Government - Fees - Other (fund-raising, sale of services, etc.) - Longer term academic plans as determined by Faculties and Senate - Required service level - Financial Strategy Committee objectives - Available data, statistics, program and unit review - Co-operative arrangements with other institutions

3. The President should establish a Budget Advisory Committee (BAC), whose task is to advise on budget allocations for the upcoming fiscal period and subsequent fiscal periods, and also to recommend multi-year funding directions by unit (unit "level" e.g. Faculty, and service unit).

4. The BAC will advise the President of significant disparities or imbalances between and among unit budgets and recommend remedial adjustments.

5. The BAC will develop the appropriate mechanisms for seeking input from and engaging in dialogue with academic and support units, and with Senate and its committees, for identifying and assembling data and statistics, and for formulating its recommendations.

6. The BAC will respond to requests for advice from the President on the budgetary implications of pursuing alternative program and service strategies, staffing levels, enrolment targets, etc.

7. The BAC will review, and recommend changes as appropriate to, existing budget mechanisms (e.g. ERBA, Non-Space Capital allocation formula, Budget Carry-Forward Policy, research overhead distribution, faculty and staff turnover savings, etc.)

8. The Budget Advisory Committee shall be composed as follows: - Vice-President (Academic) and Provost - Vice-President (Finance and Administration) - Three additional members, one member each from Senate, Deans and administrative

Directors (which includes Heads of major academic support units). These three

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additional members shall be appointed by the President from a list of two nominees provided by each of the groups.

- One member appointed by the President. - Two students appointed by the President in consultation with the Dalhousie Student

Union and the Deans. The President shall appoint the Vice President (Academic) and Provost as Chair. The nominees should be selected on the basis that they have a good general knowledge of the University and will not act as advocates for particular programs or special interest groups. The length of term of appointments, normally 3 years, governed by the desirability to achieve a staggered turn-over pattern; members are eligible for a single re appointment . The BAC members do not serve as representatives of particular interests.

9. Meeting material and discussions are considered confidential and are not to be shared. There may be particular subjects where feedback from others is requested and Committee members will be specifically advised of those instances.

10. Senior advisors to the BAC will be the Assistant Vice-President, Financial Services, the Director of Budgets and Financial Analysis, the Executive Director of Dalhousie Analytics, and the Vice-Provost Planning. The BAC may consult with others as it deems appropriate.

11. Once the proposed budget has been finalized by the President, it will be presented to the Senate for comment and to the Board of Governors through its Operations Committee for approval.

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FEEDBACK FROM THE CAMPUS COMMUNITY Introduction The BAC seeks feedback from all students, faculty and staff across campus. Campus members were engaged in the following ways:

1. Two 2‐hour town hall meetings which were live streamed 2. Online Survey 3. Budget sessions were held on each of the three campuses to gather further feedback from the

community 4. Comments submitted via email at [email protected]

1. Townhall Feedback Facilitated town hall discussions were held on January 15, 2018 and January 18, 2018, to obtain input from students, faculty and staff on priorities for the BAC to consider in the development of the 2018‐19 budget recommendations with 51 individuals joining in person and online. The following are highlights from the town hall discussion. Detailed notes from the sessions are attached.

1. Students

Increased international student support

Student assistance specific to marginalized groups

Find better methods to communicate available supports to students

Work needs to be done to develop broader co‐op placement options

2. Teaching

Retirement and the impact on faculty renewal

Indigenous practices and teaching

Communication challenges in classrooms related to diverse student population

3. Research

Administrative burden on PIs is overwhelming; need resources in Faculties

Graduate students are at the heart of research

4. Service

Dalhousie should be engaging more with Indigenous communities

5. Infrastructure

Increase accessibility of classrooms

Gender neutral washrooms

Study space, particularly on Sexton campus

Forward view to construction for future enrolment increases

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6. Other

Increased advocacy for additional government funding

Need to look at efficiency and effectiveness through process improvement

Divest from fossil fuels

Physical and mental health services

FASS enrolment 2. Survey Feedback

An on‐line survey was sent in early December to students, faculty and staff, asking for the top five priority areas where an increase in resources would be most important and which item was the top priority. The survey also asked for any other comments in relation to the University operating budget. There was a strong response with 1,584 respondents to the survey; 684 responses from faculty and staff and 900 responses from students.

The perspectives and points of view expressed were generally consistent with the feedback received last year and support the University’s Strategic Priorities. The following list represents the items chosen as the top priority areas from the survey:

Students Faculty and Staff Financial assistance for students in need Teaching support/faculty renewal

Study space Research support

Physical & mental health services Financial assistance for students in need

Experiential learning Investment in technology

Classroom renovations Classroom renovations

Student Reponses From the Survey The top five priority areas identified by students with representative comments are as follows:

1. Financial Assistance for Students in Need “Looking for a mandate that is student‐focused, including tuition reduction strategies that ensure that post‐secondary education is an attainable goal for all Nova Scotians regardless of socioeconomic background. “ “Financial assistance for those who need it. Education should be accessible and not just for the most privileged.”

2. Study Space “I'd say study space. I know this is a rather sweeping generalization, but it seems like the great majority of study space available, excluding the Wallace McCain commons, are closed off and windowless. I know it is a big ask but I think it would be a good idea to work towards creating a larger study space in the same style as the Wallace McCain building ‐ open concept with lots of light.”

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“study space, accessible till late at night (some places are open late but do not have the required software like simulation tools)”

3. Physical and Mental Health Services “I think additional support for mental health services specifically (more so than physical health services) is needed ‐ need to improve accessibility of these services, decrease wait times”

4/5. Experiential Learning

“Experiential learning ‐ more emphasis on brightspace, online courses and use of existing online resources”

4/5. Classroom Renovations “Some of the classrooms that I attend class in are in appalling shape. They are rundown and dirty with broken or uncomfortable furnishings and bad lighting. The MacMechan and 2nd floor of the LSC stand out as being particularly terrible. “

Other comments include: “I would like to see more diversity in higher positions of the university (Ex. Deans of Faculties, Board of Governors, President of University, etc. Also, tuition increases make the university inaccessible to low‐income students and therefore, makes higher education an elitist pursuit. Dalhousie should endeavor to make education affordable to all potential students who wish to receive an education here.” “I think if there is anyway possible that helping out current and future students with their financial status would not only recruit new students but show that Dalhousie wants to make as many opportunities for the upcoming generations of students that want to go to Dalhousie but simply cannot afford it. Dal is an amazing school, and I could not be happier with my time here, but one of the ideas that swayed me away from Dal initially was tuition cost. It is one of the highest in the province and the province has some of the highest tuition rates in the country. This university produces amazing lawyers, doctors, teachers, engineers, novelists and so on because this school has incredible resources and dedication to their students. It seems awfully rude for us to not share these opportunities and by reducing tuition costs we can allow more students to enter the tiger family.” “Technology foundations have a huge role to play in every other area listed here.” “if the budget and tuition is going to be increased every year then more resources should be provided for the students” “lower tuition” “If money is invested in infrastructure improving accessibility in existing buildings should be a top priority. And more consideration should be given in the planning of new buildings. The LSC is particularly bad with heavy doors, labyrinthine staircases and long distances required to access elevators.”

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Faculty and Staff Reponses From the Survey The top five priority areas identified by faculty and staff, with representative comments are as follows:

1. Teaching Support / Faculty Renewal

“hire new/more faculty to both help keep Dal as a research institution (thereby bringing in dollars to Dal, including triagency overheads) and to cover teaching in a sustainable manner”

“At the heart of the university is the learning‐teaching relationships between learners and teachers. These relationships need to be protected and fostered by hiring not only great researchers but great teachers as well.”

2. Research Support

“Research is the cornerstone of the university. It is the quality of our research that attracts the best faculty members, and the best students.”

3. Financial assistance for students in need

“Financial Assistance for other Students in Need is very desirable. There is very limited funding available for students who need upgrading but who hope to come to Dalhousie University for their undergraduate experience. This is a missed opportunity. Prior Learning Acknowledgement (i.e. an established procedure) for defining experiential learning opportunities is non‐existent at Dal. Also a missed opportunity for growth in enrollments.”

4. Investment in technology

“Updating internal Dalhousie processes (i.e. financial services, hr, interdepartmental service requests, etc...) Less paper more digital processes.” “As class sizes and numbers (multiple sections of courses) continue to increase year over year, our commitment to maintaining classroom services with the best technology and giving students access to materials through the library are very important. However, without increasing the number of qualified faculty to teach these larger classes (often with multiple sections), investments in these resources are wasted.”

5. Classroom renovations

“Renovations for classrooms, particularly in computer science, we are in need of larger spaces to accommodate student growth, classrooms and labs are critical spaces for students and should be taken into consideration when planning the budget.” “On the Truro campus we need updated classrooms. We are still using chalk and blackboards!”

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Other comments include: “It is always very helpful when explanations are given in terms of the budget numbers for different areas ‐‐ for example breaking down increases in administration to be clear that this is one of the consequences of increased demand for programs and services at the university level. Increasingly it seems important that such services be provided on a collaborative basis with the community, province and other institutions rather than inventing a new wheel to meet each need within the university. Also it would be helpful to be transparent about those faculty (and how many there are) who carry little of no teaching load because of the nature of their department or program or because they cannot teach within the departments they are appointed or cross appointed to. This creates pressures on others to teach more or increase class sizes and it is not often clearly revealed in debates over faculty renewal or part time faculty. I believe we need to ensure faculty renewal on an ongoing basis but we need to do so clear about the need for everyone to share the responsibility for teaching and benefitting from time to research fairly.” “This university needs to invest in its core mission of achieving excellence in research and teaching. Isn't this what Dalhousie is all about?” “Given the province's new Accessibility Act, Dalhousie has a responsibility to work towards a fully inclusive campus for students with disabilities, and other under‐represented groups. This isn't a 'nice to do', it's a must do.”

3. Budget Sessions Feedback Following release of the BAC LVI draft report, four campus budget sessions were held, in addition to

presentations/discussions at Senate.

March 7, 5:00‐6:00 p.m., DSU and open session, live streamed.

March 8, 12:00‐1:00 p.m., open session on Sexton Campus.

March 8, 5:00‐6:00 p.m., open session on Studley Campus.

March 15, 4:30‐5:30 p.m., open session on Truro Campus

17 individuals attended; 11 were students. The following methods were used to promote the budget sessions:

Dalhousie’s budget microsite, dal.ca/budget, was updated with new content and graphics to reflect the draft report’s recommendations and promote the sessions.

All Dalhousie students, faculty and staff received direct emails about the sessions on March 2 including links to the draft report, tuition/fee recommendations, and the budget microsite.

Dal News published an overview of the report’s recommendations on March 2 that also served to promote the sessions.

Reminders for the sessions were included in Today@Dal. Ongoing social‐media promotion on the university’s primary Twitter account (@dalnews, 18,000

followers). All consultation sessions were listed on the Dalhousie Events Calendar, which receives 4,500

views monthly.

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Feedback from these sessions and via [email protected] mainly focused on the following topics:

Health and mental health, and education/support around sexual assault

Accessibility of buildingsand classroom design

Financial aid for students in financial need

Tuition fees – access to education

The importance of strategic initiatives funding as it touches on important initiatives; e.g., teaching and learning, diversity and inclusion, mental health support, classrooms

Food infrastructure and student study space on Sexton campus

Alignment of the BAC report with the work of the ad hoc committee

International differential fee

Student representation on BAC

200th anniversary spending

Cuts to Faculties make it difficult to commence new program initiatives

Extend government lobbying efforts and work in partnership with students

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BAC Town Hall Notes – January 15, 2018

Teaching Research Service Infrastructure *priorities

Other

Talk about challenges:

Non mandatory retirement - 100 faculty

Pension impact

Relationship with faculty renewal

Impact on junior staff/differences

Performance metrics for 100 faculty and innovative approaches

Indigenous practice/teaching o Dal as a

partner

Fee increases/tax on research grants o downward spiral

on research capacity

o too expensive decreases # of grad students

Prioritize research: grad students are heart of research

Research impact and relationship with students (recruitment/enrolment) – linked to Indigenous practice/teaching o Dal as a partner

Barriers - Grad studies and between faculties’ to taking students

Engaging with Indigenous communities

Classroom – effective renovation o accessibility*/sustainability

Gender neutral washrooms

Study space (Sexton in particular)

Sustainability of building construction for future increases in enrolment

Tuition - stop rising and student assistance to

International student support*

Student assistance specific to marginalized group*

Even more of an issue for international

Physical and mental health services

FASS enrolment

Alignment budget and SP 5.2

Efficiency in admin (delays in HR processing)

Don’t see increase in service despite increased numbers in admin units o unacceptable service o efficiency and effectiveness o faculty focus is missing

Quality control

Better communicating services available to students (fund better ways)

Holding administration accountable

Attendance:

16 in person

17 online

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Attendance:

10 in person

9 online

Teaching Research Students Other

Need resources in Faculties to improve retention

Communication challenging in classrooms with # of international students (disadvantage to international students)

Supports provided re communication lacking

Retirement age an issue/cost

Students see discentive to continue education as no opportunity for employment (faculty not retiring)

Retirement models that are a sliding scale (phased retirement/reduced loads)

Retirement is currently binary

Paperwork overwhelming to PI (need resources in Faculty to help or reduce paperwork)

Lots of opportunity/excitement around research but administrative impact is an increasing burden

Conflict of interest (Engineering)

Coop – broader perspective for placements

Highest debt/student

Marginalized groups impacted by fees o Find ways to support o reduce the rate of tuition

increases

Spectrum of tuition fees and scholarships based on need o Differentiate based on need

Increase advocation for increased government funding

Divesting from fossil fuels o $4M lost re fossil fuels o Reallocation strategy of

investing

Strategy in investing conservative?

Retirement age an issue/cost

Pension cost high

Services awards costly

BAC is formula to allocate resources but hard to see impact on ground in departments (return on investment – incentives)

Overall look at efficiency and effectiveness through process improvement

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HISTORICAL OPERATING REVENUE TRENDS Dalhousie relies more on tuition revenues to support the operating budget than it has historically. In 2017-18 tuition contributed 38.5% to the operating budget; in 2012-13 tuition contributed 35.7% to the budget. This represents an increase of 2.8%.

Source: Dalhousie Operating Budget Report.

55.1% 54.8% 53.9% 53.0% 52.6% 51.8%

35.7% 34.8% 35.9% 37.1% 37.7% 38.5%

9.2% 10.4% 10.2% 9.8% 9.7% 9.7%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Government grant, tuition and other revenue in %

Provincial Government Grants Tuition Other

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PROVINCIAL GOVERNMENT GRANT AS % OF OPERATING INCOME

As shown in the following chart, the percentage of the total operating budget provided to the Nova

Scotia University system by the Provincial Government is 44 %, which is among the lowest in the

country.

Source: Canadian Association of University Business Officers (CAUBO) Financial Information of Universities and Colleges 2015-16, Statistics Canada. (most recent data available)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

NL PEI NS NB QUE ON MN SK AL BC

Provincial Government Grant as % of Operating Income

13

14

15

16

17

18

19

20

21

22

23

24

25

EXAMPLE:

Undergraduate Arts Student

Tuition 7,638

Bursary ( 2017-18 rates) (1,283)

Tuition net of bursary 6,355

PLEASE NOTE: The fee rates listed below are before the bursary is applied.

Program

Per Billing

Hour Program

Per Billing

Hour

$ $ $ $

I UNDERGRADUATE

Agricultural Campus

Degree Programs 250.00 269.80

Technical 208.10 214.30

Animal Health 279.80 288.20

Veterinary Technology 279.80 288.20

Architecture, Community Design 258.30 266.10

Arts and Social Sciences 247.20 254.60

Computer Science ( incl. Informatics) 280.50 288.90

Dentistry

Dentistry 24,743 25,486

Dental Hygiene (Diploma) 9,264 9,542

Dental Hygiene (Degree) 312.50 321.90

Engineering 298.20 315.90

Health Professions

Health Services Administration 280.50 288.90

Health Science and Kinesiology 287.90 296.50

Nursing - Cohorts entering before 2016¹ 287.90 296.50

Nursing 301.90 311.00

Pharmacy 319.10 339.80

Recreation & Health Promotion 287.90 296.50

Social Work 273.20 281.40

Law 15,060 15,514

Management

Commerce Co-Op 283.10 291.60

Management & Public Administration 248.70 256.20

Medicine

MD 20,176 20,784

Post-Graduates 3,072 3,164

Science 280.50 288.90

1 The Nursing program was modified and fees restructured. Cohorts entering before 2016 are in the four year program which has been discontinued.

Fees (see note * above) Fees (see note * above)


Proposed Tuition and Facilities Renewal Fees for 2018-2019

(Effective April 1, 2018 unless otherwise noted)

* NOTICE TO READER: The Province of Nova Scotia has not yet confirmed any change to the Nova Scotia Bursary Program for 2018-2019 year.

Dalhousie has assumed continuation of the program at the 2017-18 rates. The program provides Nova Scotia students with an automatic bursary applied

directly to reduce tuition costs. The example below shows the impact of the bursary for Nova Scotia students enrolled for a full course load. Bursary

amounts will be prorated for students taking less than a full course load.

Nova Scotia

student

$

2017-2018 2018-2019

Approved Proposed

26

Program

Per Billing

Hour Program

Per Billing

Hour

II GRADUATE

Masters

Agricultural Campus 8,925 9,192

Architecture and Planning

Architecture 297.70 306.60

Post Professional 8,925 9,192

Environmental Design Studies 8,925 9,192

Planning 312.50 321.90

Planning Studies 8,925 9,192

Arts and Social Sciences 7,851 8,088

Computer Science

Computer Science 8,925 9,192

Electronic Commerce 9,894 10,192

Health Informatics 9,894 10,192

Dentistry

MD/MSc 25,452 26,217

MSc Periodontics 20,295 20,904

Engineering, Applied Science 8,925 9,192

Health Professions

Applied Health Services Research 7,968 8,208

Clinical Vision Science 9,672 9,963

Health Promotion, Leisure Studies 8,925 9,192

Health Administration 300.00 309.00

Human Communication Disorders, MSc Audiology

MSc Speech Language, Pathology

Years 1&2 11,208 11,544

Year 3 9,285 9,564

Kinesiology and Nursing 9,672 9,963

Pharmaceutical Sciences 11,205 11,541

Occupational Therapy (Post Professional), 11,205 11,541

Physiotherapy (Rehabilitation Research)

Occupational Therapy & Physiotherapy 13,017 13,407

Social Work 289.00 297.70

Law 7,851 8,088

Management

MBA Corporate Residency 23,382 24,086

Environmental Studies 7,944 8,181

Library and Information Studies 329.70 339.60

Public Administration 262.10 270.00

Resource and Environmental Management 262.10 270.00

Medicine

Community Health & Epidemiology 9,672 9,963

Medicine - Except Community Health 8,925 9,192

& Epidemiology

Science 8,925 9,192

Marine Management 7,944 8,181


2018-2019

Proposed

2017-2018

Approved

* PLEASE SEE NOTICE TO READER (PAGE 1) ABOUT THE PROVINCIAL BURSARY PROGRAM IMPACT ON NET FEES PAID BY THE STUDENT.

The fee rates listed below are before the bursary is applied.

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Program

Per Billing

Hour Program

Per Billing

Hour

II GRADUATE cont'd

Doctorate

Arts and Social Sciences 8,235 8,481

Computer Science 9,326 9,606

Engineering, Applied Science 9,326 9,606

Law 11,380 11,721

Health 9,326 9,606

Medicine 9,326 9,606

Nursing 10,070 10,371

Science 9,326 9,606

Other

Qualifying, Visiting or Special Graduate Students 297.50 306.40

Continuing Fee 2,442 2,514

III INTERNATIONAL STUDENT DIFFERENTIAL FEE

Agricultural Campus Programs (except Graduate - thesis based)

Degree Programs 225.10 231.80

Technical 208.10 214.30

Animal Health 279.80 288.20

Veterinary Technology 279.80 288.20

All Other Programs (except Graduate - thesis based) 9,234 9,510

Graduate - thesis based 6,381 6,570

IV FACILITIES RENEWAL FEE

Full-time (per term) 89.50 92.20

Part-time (per term) 29.75 30.65

* PLEASE SEE NOTICE TO READER (PAGE 1) ABOUT THE PROVINCIAL BURSARY PROGRAM IMPACT ON NET FEES PAID BY THE STUDENT.

The fee rates listed below are before the bursary is applied.

2017-2018 2018-2019

Approved Proposed

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Comparision of Tuitions

Undergraduate Arts Tuition Fees ‐ Atlantic Universities (2017‐18)

Without Nova Scotia Bursary Applied for Nova Scotia Students

University

Approved

Tuition Fee

Nova Scotian

Students ($1,283

bursary)

Other Canadian

Students

Memorial 2,550 3,700 3,700

Moncton 5,830 6,535 6,535

UPEI 6,030 7,082 7,082

UNB 6,626 7,507 7,507

St. Thomas 6,643 7,468 7,468

Saint Mary's 7,950 7,210 8,493

Mount Saint Vincent 7,267 6,951 8,234

CBU 7,370 6,986 8,269

Dalhousie 7,416 4th of 13 7,229 7th of 13 8,512 5th of 13

Kings 7,416 7,572 8,855

Mt. Allison 7,770 8,678 8,678

St. Francis Xavier 8,084 8,064 9,347

Acadia 8,182 8,241 9,524

1

Tuition and Auxiliary fees

In addition to the Approved Tuition Fee, students pay mandatory auxiliary fees which may include Dental and Health Plans, Campus

Renewal, recreation, bus passes etc.). For students at Nova Scotia universities tuition costs are reduced by an automatic bursary of

$1,283 from the provincial government.

29

UNDERGRADUATE

(6) Agriculture 6,217 2 7,500 1 -- 5,536 5,321 -- 6,121 4,246 -- -- -- -- -- -- -- -- 7,403 -- --

Arts 6,133 11 7,416 1 5,475 5,190 5,321 5,386 6,103 3,342 6,925 6,528 6,287 6,590 6,600 6,469 6,612 6,568 7,403 6,626 2,550

Dental Hygiene 7,981 2 9,264 2 -- 5,709 10,969 -- -- 7,244 -- -- -- -- -- -- -- -- -- -- --

Engineering 7,663 11 8,946 9 6,747 6,463 6,385 5,386 8,172 4,224 12,563 13,011 10,063 15,010 10,129 12,660 14,784 9,970 7,403 7,976 2,550

Commerce 7,210 10 8,493 4 7,464 7,690 6,999 5,386 7,411 4,480 10,306 -- 9,274 6,590 9,151 17,308 -- 7,982 7,403 6,826 2,550

Nursing 7,354 6 8,637 3 5,475 8,304 7,094 5,386 7,644 4,079 8,756 6,528 6,287 8,840 6,600 6,469 -- 6,568 7,403 6,626 2,550

Pharmacy 8,290 6 9,573 6 -- 18,178 9,987 -- 17,000 4,447 -- -- -- 19,120 -- 18,734 -- -- -- 3,939

Science 7,131 2 8,414 1 5,475 5,190 5,321 5,386 6,103 3,945 6,925 6,528 6,287 6,590 6,600 6,469 6,612 6,568 7,403 6,626 2,550

Social Work 6,913 3 8,196 1 5,475 5,190 -- 5,386 -- 4,212 6,925 -- 6,442 -- 6,600 -- 6,612 6,568 7,403 -- 2,550

GRADUATE

Occupational Therapy 11,734 3 13,017 1 -- 7,115 7,073 -- -- -- 10,993 11,952 -- 11,180 -- 11,939 -- 9,360 -- -- --

Masters in Arts 6,568 9 7,851 5 5,686 4,802 3,745 5,594 3,939 4,655 7,008 6,991 7,898 6,960 4,785 6,414 7,446 8,189 7,403 6,626 3,939

Footnotes: (1) , (2) (3) (1), (4) (1), (5) (1) (6) (7) (1)

Note: Amounts in table do not include auxillary fees. These fees are compiled using publically available information on university websites.

(1) UBC, Toronto, Waterloo, Memorial, Sasktchewan have the Pharm D Program other programs shown including Dalhousie are BSc programs.

(2) University of British Columbia offers Agriculture programs but does not have a Faculty of Agriculture.

(3) The University of Alberta includes a Market Modifier of $700 for engineering, $828 for Business and $532 for Pharmacy per term

(4) Effective Sept 2017, the bachelor of Science in Pharmacy has been replaced by the Doctor of Pharmacy(PharmD).

(5) University of Toronto Commerce 1st year students pay a general Arts & Science program fee. They begin to pay a specialized program fee in year 2. For 2017/18 this fee is $16,830

(6) University of Ottawa the Social Work and Occupational Therapy programs are offered only in French.

(7) University of New Brunswick tuition Includes a $1,350 Engineering Program Fee and a $200 Management Program Fee.

(8) Other comparators for the Faculty of Agriculture include Laval ($8,106); Guelph ($6,570) and Trent ($6,600). The University of Laval and McGill rates are for Canadian students from outside Quebec.

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Survey of Tuition fees for Entering Students at Selected Canadian Universities

2017-18 Academic Year

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( net of $1,283

bursary)

Dalhousie

Nova Scotia

Students

30

Approved

Tuition fees

Approved

Tuition fees

Approved

Tuition fees

Dalhousie:

Nova Scotia students (fee reduced by $1,283 for NS Bursary) 15,027 18,893 23,460

Dalhousie rank (1 is the highest fee) 7th

of 15 6th

of 13 4th

of 8

Other Canadian students 16,310 20,176 24,743

Dalhousie rank (1 is the highest fee) 7th of 15 6

th of 13 4

th of 8

Victoria 9,581 n/a n/a

UBC 12,149 17,755 17,755

Alberta(1) 10,221 12,044 21,885

Calgary 12,315 11,259 n/a

Saskatchewan (6) 13,003 16,642 32,960

Manitoba (3) 9,726 8,463 20,571

McMaster (2) n/a 21,151 n/a

Western 21,324 25,876 37,399

Windsor 18,578 n/a n/a

Toronto 34,980 24,440 39,240

York 26,246 n/a n/a

Queens 19,246 25,489 n/a

Ottawa 19,584 26,970 n/a

McGill (4) 7,403 15,546 15,793

UNB (5)

10,576 n/a n/a

Memorial n/a 8,250 n/a

Average (excl. Dal) 16,067 17,824 26,515

Universities. Internal policies and budgeting practices will vary by university and it is not possible to provide

a comprehensive enumeration of all such policies and practices.

(1) The University of Alberta Mandatory fees for Dentistry include equipment and Instrumentation rentals of $15,000,

a clinical fee and electronic textbook system.

(3) The University of Manitoba Law tuition rate includes a $4,739 surcharge.

(4) McGill University fees shown are for out of province students. McGill equipment fees for Dentistry are as follows:

(year 1 -$381, Year 2 - $18,289 Year 3- $3,756, Year 4 - $2,185).

(5) UNB has a differential fee included of $3,950.

(6) University of Saskatchewan Mandatory fees for Dentistry include an equipment fee of $8,752.

The BAC has endeavored to gather information on tuition fees for professional programs at comparator

(2) McMaster University Medicine is a three year program, fee shown is total fee for three years divided by four. Supplementary fee

include: Athletic & Recreation fee, Learning Resource Fee, Medical Student Society, Student Health Services, Student Services fee,

Communicable Disease Screening, Respiratory Mask Fitting, MSU Health and Dental Insurance Plan.

Comparison of Law, Medicine and Dentistry Tuition Fees for 2017-18

for Entering Canadian Students

Law Medicine Dentistry

2017-18 2017-18 2017-18

31

DENTISTRY

Dalhousie McGill Western ON Toronto Manitoba Saskatchewan Alberta UBC

4-year total 4-year total 4-year total 4-year total 4-year total 4-year total 4-year total 4-year total

Total Tuition and Mandatory Expenses $175,790 $61,873 $189,638 $209,668 $141,750 $163,154 $178,500 $240,784

[1] [2]

Computer, Maintenance, Staff Support YES NO NO NO NO NO NO NO

(mandatory laptop, didactic & clinic information system)

VitalSource Electronic Textbook Library YES NO NO NO YES NO YES NO

and Software * *

(no other texts/manuals required; includes

clinic information system -AxiUm)

Two Electronic Drug Databases YES NO NO NO YES/NO NO YES NO

(library link)

All Dental Laboratory Fees YES YES YES YES YES YES YES YES

(appliances for patients/pre-clinical teeth/cases)

Pre-Clinical Equipment YES some/most YES YES YES YES YES YES

(lockers, articulator, bp cuff) *

Preclinical Supplies YES some/most YES YES YES YES YES YES

(including magnification loupes, clinic jackets and laundry) * * * *

(phantom head teeth, course manuals, article copies)

Clinic Equipment YES some/most YES YES YES YES YES YES

(all patient care sterilized items, handpieces) * *

Clinic Supplies YES some/most YES YES YES NO YES YES

(including student/patient voice-mail/ *

e-mail interface)

does not laptop required includes optional laptop not includes textbooks laptop not includes NDEB

What costs are in place in addition include NDEB (not included in textbooks magnification included included fee ($2,500)

to published mandatory fees? (see *) (licensing fees) ($2500 loupes & light laptop not (licensing

exam) per year) (appx. $4200.) included exam)

additional pre-

("some/most" -- magnification clinic/clinic

note on website loupes & light experiences each student optional

that there may (optional - for students who pays $300-$400 magnification

be additional $4200.00) purchase supplies for additional loupes & light

costs for clinic/ practice teeth (appx. $4200.)

pre-clinical does not Opt out for

equipment/ include NDEB refund: laundry additional pre-

supplies) (licensing models, phan.heads clinic/clinic

fee) experiences

for students who

purchase supplies

includes NDEB

fee ($2,500.00)

(licensing

exam)

[1] Dalhousie: Includes $16,400 payment toward new clinical facility

[2] McGill: Total for non Quebec residents is $97,559

2017-18 TOTAL PROGRAM - TUITION AND MANDATORY FEE COMPARISON

32

Canadian

Students

International

Students

U15 Universities

University of Manitoba 3,945 15,368

Univesity of British Columbia 5,190 34,913

University of Alberta 5,321 21,010

University of Calgary 5,386 18,338

University of Saskatchewan 6,282 16,333

Queen's University 6,469 37,390

Western University 6,528 26,614

University of Ottawa 6,568 27,343

University of Toronto 6,590 45,690

University of Waterloo 6,612 28,168

McMaster University 6,925 27,674

Université de Montréal 7,402 21,592

McGill University 7,403 36,547

Université Laval 8,036 20,511

Dalhousie University 8,415 1 of 15 17,649 13 of 15

Atlantic Universities

Memorial University 2,550 8,800

University of New Brunswick 6,626 15,551

Mount Saint Vincent University 7,638 14,904

Mount Allison University 7,995 17,250

St. Francis Xavier University 8,084 16,168

Acadia University 8,182 16,380

Saint Mary's University 8,520 17,300

Rank (#1 is

highest)

Tuition Fees

International Tuition and Differential Fees at Selected Universities (2017-18)

(fee shown is for entering student in an Undergraduate Science Program)

Undergraduate

Rank (#1 is

highest)

33

Canadian

Students

International

Students

U15 Universities




University of British Columbia 4,802 8,436








University of Waterloo 7,446 19,914








Acadia University 8,136 16,540

Mount Saint Vincent University 9,638 16,905

St. Francis Xavier University 8,153 16,306

Mount Allison University 8,266 17,250

Rank (#1 is

highest)

Rank (#1 is

highest)

Masters

Tuition Fees


(fee shown is for entering student in a Masters Science Program)

34

Canadian

Students

International

Students

U15 Universities






University of British Columbia 4,802 8,436







Waterloo University 7,446 19,716







PhD

Tuition Fees


(fee shown is for entering student in a Doctorate Science Program)

Rank (#1 is

highest)

Rank (#1 is

highest)

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Cumulative

Distributions

2007-08 to

Faculty 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2017-18

Architecture and Planning -97 57 28 8 -55 53 -33 59 -4 4 -49 -29

Arts and Social Sciences -134 -660 -255 322 235 -63 -719 -541 -411 -729 -894 -3,849

Computer Science -122 35 27 -19 297 183 294 172 224 195 495 1,781

Dentistry 6 1 -4 56 -64 -35 27 -23 31 -34 -28 -67

Engineering 24 - 30 623 813 114 233 139 585 445 340 3,346

Graduate Studies 19 -10 30 -4 -32 -48 -35 14 8 42 -17 -33

Health Professions 502 157 88 173 566 939 361 44 -88 146 293 3,181

Law -128 4 75 35 119 -156 133 -107 4 -163 22 -162

Management 94 83 64 154 394 64 21 47 100 -174 90 937

Medicine -135 11 -14 119 154 73 -11 116 -135 357 30 565

Science -354 -119 -17 604 1,201 734 170 428 1,150 -166 -602 3,029

College of Sustainability - - - 329 177 64 -21 -49 -53 -30 -36 381

-325 -441 52 2,400 3,805 1,922 420 299 1,411 -107 -356 9,080


Summary of Enrolment Related Budget Allocations 2007-08 to 2017-18

( 000's)

36

ENROLMENT INFORMATION

Total enrolment over the last 10 years has increased by 3,469 students. 937 students relate to the 2012‐

13 merger with the NSAC.

Enrolment is flat for both domestic and international new from high school enrolment.

Source: Registrar’s December 1 statistics

‐

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

20,000

08‐09 09‐10 10‐11 11‐12 12‐13* 13‐14 14‐15 15‐16 16‐17 17‐18

Total Enrolment2008‐09 to 2017‐18

Domestic International

*Merged with the NSAC in 2012‐13 and added 937

0

500

1000

1500

2000

2500

2013 2014 2015 2016 2017

New From High School Enrolmentas of December 1

Total Canadian International

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INTERNATIONAL SUPPORTS The allocation of the $350,000 of funding to support Faculties and Major Service and Support Units most impacted by the increase in international students is as follows:

Faculty or Unit Funding

Agriculture 14,000

Architecture & Planning 5,200

Arts & Social Sciences 22,200

Computer Science 41,500

Engineering 73,200

Health 4,900

Management 58,500

Science 72,700

Dentistry 5,700

Law 2,100

Student Services 50,000

Total 350,000

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FACILITIES RENEWAL BACKGROUND Dalhousie has approximately 5.8 million gross square feet of building space in 162 buildings with a replacement value of $1.5 billion (2016‐17). In 2006 the Board’s Long Term Financial Planning Committee recommended the budget for facilities renewal be increased by $1.0 million per year until 2% of asset replacement value is reached ($30 million) based on standard for public institutions such as Dalhousie. Since that time, the University has continued to increase investment in annual facilities maintenance. The current allocation is $21.4 million (2017‐18) per year. The Facilities Condition Index (FCI) is a measure of the condition of buildings. A FCI of less than 10% means buildings are in good condition whereas an index of greater than 50% indicates very poor condition (i.e. demolition should be strongly considered). The following chart demonstrates the condition of University buildings and the amount of deferred maintenance associated with each category: As shown in the chart 40% of University buildings are in poor or very poor condition with an FCI of greater than 30%. Those buildings have a total deferred maintenance cost of $241 million or 65 percent of the current total deferred maintenance. Some of the buildings in these categories include the D Building, Campus Heating Plant, O’Brien Hall and parts of the Life Sciences Centre. In 2017‐18 the significant contribution from Strategic Infrastructure Funding from the Federal Government has supported the renewal on the Sexton Campus which will help lower the backlog of deferred maintenance on that campus including work on D building. The annual budget for facilities renewal work is reviewed by the Capital Projects and Facilities Committee. The budget includes funds allocated across the campus to complete work on all components of the building envelope. In 2017‐18 projects included classroom renovations, replacements of roofs, renewal of stone and brick work and exterior envelopes, replacement of windows, upgrading HVAC, transformers, fire pumping equipment, passenger and freight elevators. New construction is funded through a combination of donor contributions, new revenue streams, government contributions, cost savings and support from the existing facilities renewal budget for deferred maintenance items. The University has adopted an external debt policy that provides a framework for overall borrowing capacity of the University. All funding plans are approved by the Board Capital Projects and Facilities Committee and comply with the Capital Projects Governance Policy.

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STRATEGIC INITIATIVES FUND (SI FUNDS) Summary of 2017/18 Strategic Initiative Commitments The budget allocated for the 2017‐18 Strategic Initiative Fund was $2.7 million (an additional $450,000 was allocated from SIF carry forward, for a total SIF commitment of $3.15 million). The following identifies key allocations under the University’s key strategic priorities. SP 1.0 Teaching and Learning / Student Support

CLT – Indigenous Instructional Designer

Support teaching and learning in classrooms: Lecture Capture, Media Stream, AV Services, SIT, Video Technology

Enrolment Management – Retention Initiatives

Ombudsperson

International Partnership and Student Mobility Coordinator

FASS Indigenous Studies Minor

Indigenous Student Advisor SP 2.0 Research

Research Services – Communications / Data Officer,

Research Services – Administrator

CFREF Support

COREs Facilities Support (Materials Characterization, Medicine and NMR‐3)

ARDC Support SP 3.0 Service

IDEA project secondment SP 4.0/5.0 Infrastructure / Support

Executive Director, Diversity & Inclusiveness

Cineplex Theatre rental

Advancement Capital Campaign

Human Resources and Equity Services – Staffing and operational support

Internal Audit

Privacy Officer

Graduate Student Funding Process Improvement Project

Electronic Reference Admission System – Grad Studies

International Relations – Operational Support

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Documents

This BAC LVI. · This report contains supporting information for the recommendations made in BAC LVI. BUDGET ADVISORY COMMITTEE Supplemental Information to the …