the McMASTER STUDENTS UNION

the McMASTER STUDENTS UNION www.msumcmaster.ca

“It’s time for the University budget to be truly student-centered”

The University budget reflects the priorities and direction of the University. While the strategic mandate agreements, including direction-setting documents like Forward with Integrity, give an indication of the intentions of University leadership, the budget allows stakeholders to evaluate how these priorities are being implemented in a more comprehensive and accountable way. Though the McMaster Students Union sees flexibility and a shift towards strategic institutional priorities as a step in the right direction, the effectiveness of McMaster’s student-centered vision needs to be evaluated. As the 2016-2017 budget is being finalized, the MSU recommends that the University focus on three key areas of investment.

These are our priorities:

• TUITION AND FINANCIAL AID

• PAID TEACHING ASSISTANT TRAINING

• STUDENT SPACE

These priorities represent key components of the broader student experience that desperately need to be addressed before the University is ever able to achieve its aim of being a truly research-focused, student-centered institution. We have reached an unprecedented state in McMaster University’s history, wherein the 2015-2016 budget had tuition outpacing government grants for the largest share of the overall budget for the first time. In addition, as an institution that is laser focused in driving forward new pedagogy and quality learning, we are failing to prepare our teaching assistants, both undergraduate and graduate, with no mandatory paid training available. Lastly, un-programmed student space is overcrowded, insufficiently serviced, and rapidly deteriorating. McMaster University, for all its efforts to push forward and put students first, needs to take into consideration these key areas and make them a priority.

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A Fully Funded Tuition Freeze The University budget is not simply a good indication of institutional priorities for spending, but it also showcases the sources of University funding. For the first time in McMaster history, tuition represents the largest revenue share of theUniversity budget. The McMaster Students Union, in partnership with our provincial lobbying group OUSA, is working with provincial partners to establish a provincially mandated, fully funded tuition freeze. The cost of tuition in Ontario is the highest in the country [1]. In 1980, only 20% of overall university revenue was contributed by students, yet today the Ontario university average is over 50% [1]. The MSU recommends the University address the area of financial accessibility and tuition through four key priorities. These priorities include a provincially mandated fully funded tuition freeze, a removal of interest off delayed tuition payments for students who have demonstrated need, a shift towards an activity based funding model for university support services, and more needs-based institutional financial assistance.

How Much Does a Fully Funded Tuition Freeze Cost?

2016-2017 Tuition Revenue Total with freeze:

$249,597,000

2016-2017 Tuition Revenue Total without freeze: $257,085,000

FULL COST OF TUITION FREEZE IN 2016-2017

$7,488,000

“For the first time in McMaster history, tuition represents the largest revenue share of the University budget”

PHOTO C/O MATT CLARKE

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the McMASTER STUDENTS UNION www.msumcmaster.ca

Forward Together • In January of 2015, McMaster students voted to elect Ehima Osazuwa as President

of the McMaster Students Union, carrying a mandate for renewed tuition advocacy, and the commitment to make affordability of education a priority without compromising quality or opportunity.

The McMaster Students Union believes that the cost of tuition at McMaster and across the province is unsustainable at this level of student contribution and will ultimately inhibit the success of graduates as they move forward with substantial student debt [3]. Debt is not the only concern that tuition and financial assistance will address, however, as education quality and the ability for those to participate to their fullest should also be considered. As the necessity of a part-time job to afford tuition may inhibit academic performance, ways of alleviating cost pressures to students will allow them to more fully participate in their academics [3].

Working with provincial partners, the MSU hopes to see a provincially mandated, fully funded tuition freeze, where the province will provide additional operating funding to offset the costs of lost tuition revenue. Although this is not an institutional recommendation, we believe it is incredibly important that university leadership makes lobbying efforts on this front a priority. The University must prepare financial reporting and planning to ensure this freeze is sustainable and the quality of education will not suffer during this period.

With regards to financial planning for students, by using the McMaster University payment portal, students will accumulate interest if they are unable to make payment after September 1st, through a flat $35 fee and monthly interest calculated at 1.2% [4]. The MSU believes that a student who is struggling to make payments on their tuition should not be further burdened by an additional fee, thus compounding the accessibility issues of our financial aid system. Moving forward, the University should eliminate interest off of delayed tuition payments for students who have demonstrated need and consider alternative incentives to ensure adherence to payment schedules.

The MSU is pleased with McMaster’s commitment to developing a hybrid activity based funding model and believes it is conducive to developing student-centered institutional priorities [5]. Moving forward, the MSU recommends that the University continues its shift to activity based funding, which promotes transparency and efficiency in budgeting decisions and ensures student supports are appropriately funded based on student usage.

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Finally, although the majority of financial aid is provided at the federal and provincial level, institutional financial aid is incredibly important to the overall student finances. The McMaster Students Union recommends that all merit-based scholarships and in-course awards that are publicly funded should be eliminated and shifted towards needs-based bursary programs. A recent survey of OUSA member schools found that 32% of students surveyed received a scholarship or bursary based on merit in 2013-2014, compared to only 13% who received funding based on financ ia l need [6] . Fur ther, s tudents who demonstrated financial need noted that they were

likely to receive more money based on merit than they did based on need [6]. From 2015 data supplied by the Ministry of Training, Colleges and Universities, unmet OSAP need in the province has grown from $155,723,049 in 2010-2011 to $279,965,191 in 2015 [7]. In addition, many students in need are unable to qualify for merit-based awards because of a commitment to part-time work to fund their studies. This means access to merit-based awards is inequitable, as data suggests students who receive them are from higher income and more privileged backgrounds. In the eyes of the McMaster Students Union, this is problematic as it clearly demonstrates that in regards to scholarship, we are giving more to students who do not need it than to those who do. If McMaster were to shift just the Dr. Harry Lyman Hooker Scholarship and University Senate Scholarship to needs-based aid, we would see an increase of $987,000 to institutional needs-based financial aid [8]. Further, if the University were to shift all funding framework institutional financial aid to needs-based bursaries only, we would see $13,448,000 in institutional needs-based aid at McMaster University [8].

Recommendations • McMaster University, in partnership with the McMaster Students Union, should advocate

for a tuition freeze fully funded by the provincial government. • The University should remove the interest off of delayed tuition payments for students

who have demonstrated need to ensure greater affordability for students. • The University should focus on further implementing an activity based funding model to

improve transparency. • The University should transition all merit-based entrance and in-course award funding to

its needs-based bursary program. • The University should eliminate the $35 per-term Flex Plan Fee, as it creates an additional

financial burden for students who may be struggling to finance their education.

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Budget Critique - The Sunshine List

Over the past several decades, McMaster University has seen rapid and significant growth, becoming one of the most distinguished post-secondary institutions in Canada. Built on the principles of "research-focused and student-centered," McMaster continues to innovate both in academic research, teaching, and learning. However, the Institution's ability to deliver a high-quality, affordable education will be increasingly difficult if the unsustainable trend of inflated salary increases for professors and staff continues unrestrained.

In 2014, McMaster University had 1066 employees on the Ontario Sunshine List, meaning their earnings are over $100,000 per year [9]. This represents nearly 15% of all employees, but nearly 39% of all staff salaries and benefits [9]. On average, McMaster employees on the Sunshine List receive over $150,000 in yearly income, with aggregate salaries costing the University $160,404,343 per year [9]. These cost pressures are hampering the University's ability to enhance student life and invest in many aspects of the Institution, and it is an issue which compounds and worsens annually. From 2009 to 2014, salaries for academic staff and administrators grew on average 24.3%, while the cumulative inflation over that same period was 8.29% [10]. This reflects staffing increases of 4.44% per year, which projected into next fiscal period would increase the total University Sunshine burden to almost $164 million. In 2020, McMaster Sunshine staffing salaries would cost the University over $199 million, having compounded over 5 years. The MSU believes that these severe cost pressures are unsustainable. Such exorbitant salary increases, for those who are already the institution's highest earners, harm the institution and its students. These resources would be better invested in student services and other enhancements to student life.

“In 2014, McMaster University had 1066 employees on the Ontario Sunshine List, earning over $100,000 per year. This represents nearly 15% of all employees, but nearly 39% of all staff salaries and benefits.”

PHOTO C/O ALEXANDER YOUNG

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the McMASTER STUDENTS UNION www.msumcmaster.ca

It is important to address the concern that freezing University staff s a l a r i e s a t i nflat ion w i l l reduce McMaster's ability to attract top talent in academia. A 2014 HEQCO report on teaching and research outputs of university faculty indicated in 2011 that McMaster ranked third in Ontario with respect to median salary for full-time faculty at $131,696 with the next three closest institutions being the University of Guelph, the University of Waterloo, and York University at $127,307, $127,238 and $126,664 respectively [11]. Further, McMaster’s academic salaries as a percentage of operating expenses rank first among all research-intensive institutions at 38% [11]. The McMaster Students Union believes strongly that based on these statistics, a freeze at inflation for McMaster sunshine list staff will not adversely affect McMaster's abi l i ty to compete among other institutions to attract top talent.

The MSU therefore recommends that McMaster University freeze all salaries for staff on the Sunshine List at inflation. Using a 2% inflation target, this would only increase Sunshine salaries by $3.6 million over the next fiscal year, rather than by the much larger $7.1 million projected increase if the aggregate increase of 4.44% is given. Over a longer period of time, this problem compounds. Were a policy of inflation-only salary increases maintained, McMaster would save over $22 million in the 2020 fiscal year alone. This represents the largest problem facing McMaster and all post-secondary institutions in the province - unsustainable salary increases, which are monopolizing university budgets and dominating other areas of investment.

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In the approved Strategic Mandate Agreement between McMaster University and the Ministry of Training, Colleges and Universities, McMaster has identified that it will continue to demonstrate a "strong link between research and education through its vision as a research-focused student-centered institution” [12]. While McMaster remains a leader in post-secondary teaching quality, the unsustainable and continuing increases in staff and professor cost inflation will degrade the University's ability to be a student-centered institution.

the McMASTER STUDENTS UNION www.msumcmaster.ca

Recommendations • The University should freeze all sunshine list salaries at inflation for the

foreseeable future. • The University should ensure that cost savings from sunshine list salaries are

used to promote strategic investment in paid TA training, student space, and needs-based financial aid.

“Were a policy of inflation-only salary increases maintained, McMaster would save over $22 million in the 2020 fiscal year alone.”

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Paid Teaching Assistant Training

McMaster has demonstrated time and again that pedagogy is of primary importance to the institution. With the investment and development of the McMaster Institute for Innovation and Excellence in Teaching and Learning (MIIETL), we have seen an institutional priority prevalent in the University budget. What is not often seen, however, are the “innovations and excellence in teaching” translating to the classroom. Teaching assistants play a critical role in the leading of tutorials, labs, and creating an experience that is hands-on and relationship dependant for students. Teaching assistants are therefore a substantial and valuable educational component of the student experience. The MSU believes that teaching assistant training will provide better in-classroom instruction, more comfortable classroom environments, and a better student learning experience. A 2013 HEQCO study found that nearly half of interviewed teaching assistants felt they could benefit from more professional training in their role [13]. Further, this study noted that many TAs felt that practice in a training environment such as a tutorial is the most effective preparation for the classroom. Based on this information, the MSU recommends that the University work with CUPE 3906 to invest in paid TA training for both undergraduates and graduate students, while mandating instructors to provide course specific training. In addition, the University should continue investment and encouragement for McMaster teaching staff to use the resources provided by MIIETL.

“A 2013 HEQCO study found that nearly half of interviewed teaching assistants felt they could benefit from more professional training in their role.”

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the McMASTER STUDENTS UNION www.msumcmaster.ca

The value of TA training to the student experience is irrefutable from our perspective, but it is important to note the institutional value it can provide as well. Currently in Ontario, Carleton University and the University of Toronto both have paid Teaching Assistant training mandated for staff [14]. To keep its spot inside the top 100 institutions in the world, it is important that McMaster continue to be on the cutting edge of pedagogy and innovation in teaching and learning. Mandatory TA training is one such aspect.

Cost pressures have prohibited past collective bargaining agreements to include mandatory paid training. The MSU believes that the cost of this program is worth the investment. The cost to implement a 3 hour mandatory TA training program is approximately $220,000, of which some of the costs could be mitigated by only applying mandatory training to new teaching assistants each year.

What would it cost to implement a paid TA Training Program? 3 Hours of Training x $39.13* x 1893** = ~ $220,219 in year 15 Hours of Training x $39.13* x 1893** = ~ $370,365 in year 1

*Indicates estimated average per hour wage for McMaster teaching assistants ** Indicates the number of Teaching Assistants at McMaster University in 2014-2015

The MSU believes that the value Teaching Assistants contribute to the overall classroom experience cannot be overstated, and as such they should be adequately prepared in evaluating students and enhancing their learning of course content. A recent study by HEQCO emphasized the value of TA training and highlighted effective methods such as the peer-trainer model used at the University of Toronto [15]. This program utilizes the experience of senior level and highly effective TAs as mentors for new graduate and undergraduate TAs. The MSU believes that the implementation of a new TA training program should be created based on best practices from leading universities.

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the McMASTER STUDENTS UNION www.msumcmaster.ca

HELPFUL TANGENT THE INTRO-PSYCH MODEL

Students in the McMaster IntroPsych course are fortunate to receive instruction by one of the only courses at McMaster that is mandated to receive training for its teaching assistants. The model that they use in this course mandates undergraduate first time TA’s enrol in a seminar with their peers that establishes effective teaching methods in the classroom, best practices in assessment, and incorporation of feedback into the classroom. [16]

Recommendations • The University should negotiate with CUPE 3906 to implement 3-5 hours of

mandatory teaching assistant training, prioritizing anti-oppression, mental health, and quality of teaching practices.

• The University should mandate departments and course administrators to be responsible for facilitating a guided training for the course a TA is supervising with clear expectations for course delivery and evaluation.

• The University should continue to support the McMaster Institute for Innovation in Teaching and Learning (MIIETL) and enhance its effectiveness at implementing pedagogical innovations in the classroom.

What should McMaster do?

D e p a r t m e n t s a n d c o u r s e

administrators should be responsible for

facilitating guided training for courses

that TAs are supervising, which can be

mandated through university-wide

policies. Additionally, MIIETL may be a

tool to support this type of training by

faculties and programs. Further TA

training programs should be robust and

thorough such that senior TAs can act as

resources for new undergraduate and

graduate teaching assistants. The MSU

believes that it is unfair that student

grades could vary greatly depending

upon their TA, and as such the MSU

considers consistency a priority.

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Student Space

Student space on this campus is severely lacking, over-capacity and under serviced - a problem that needs to be addressed immediately. Everyday the McMaster University Student Centre is filled beyond capacity, with students studying while sitting on the ground with no empty seat. The 2011 Campus capacity study noted that McMaster is considerably below average in comparison to other G-13 universities with respect to Gross Square Metres of space, a ranking placing it in the bottom quartile [17]. In 2011, there was an immediate need for 12% more space, only to meet the needs of the day during that period, while current estimates project this number closer to 17% [17]. The MSU recommends that the University invest in additional recreational and un-programmed student space, prioritize deferred maintenance and renovations, and lobby for additional capital investment from the province.

Un-programmed student space and recreational student space were identified as the principal priority for the University in the 2011 Campus Capacity Study, a view shared by the McMaster Students Union. Such spaces include the Student Centre, program-defined student lounges, library study areas, and collaborative work places where students will spend the majority of their time. For these spaces to be over-capacity is problematic for students and creates barriers to success both personally, academically, and socially.

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“It is alarming to note that in McMaster’s 2015-2016 consolidated budget, the estimated deferred maintenance total has nearly doubled from 2013 to a staggering $285 million”

In 2013, the MSU passed a policy paper on deferred maintenance, which at the time estimated total costs at $150 million [18]. It is alarming to note that in McMaster’s 2015-2016 consolidated budget, the estimated deferred maintenance total has nearly doubled to a staggering $285 million [18]. Although the MSU is pleased to see an $8 million capital increase in deferred maintenance spending and increased MTCU funding for this portfolio, this will not be sufficient to address the growing gap. The McMaster Students Union sees this as a top priority for the University and province to address before more of these projects become critical and the deferred maintenance bubble bursts.

Recommendations • The University should invest in additional recreational and un-programmed student space to

meet with the shifting needs of the modern university. • The University needs to invest in deferred maintenance issues, repairing under-serviced

equipment and renovating existing spaces to better suit student need. • The University should use its lobbying resources to partner with strategic sector partners to

push for additional capital investment for projects aside from major buildings to meet the needs associated with a substantial increase in student enrolment.

the McMASTER STUDENTS UNION www.msumcmaster.ca

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REFERENCES [1] Carter, Jen, Jamie Cleary, Joyce Wai, and Colin Zarzour. 2015. Policy Paper: Tuition. Toronto. - http://www.ousa.ca/research-centre/

[2] McMaster University 2015-2016 Consolidated Budget - http://www.mcmaster.ca/bms/pdf/2015-16_budget.pdf

[3] Syed, Saad, 2015. Policy Paper: Tuition and Post Secondary Education Affordability - https://www.msumcmaster.ca/governance/bylaws-policies/general-policies

[4] “Interest - How it works at McMaster”, Student Accounts & Cashiers - http://www.mcmaster.ca/bms/student/SAC_interest.html

[5] McMaster University 2015-2016 Consolidated Budget - http://www.mcmaster.ca/bms/pdf/2015-16_budget.pdf

[6] Carter, Jen, Jamie Cleary, Joyce Wai, and Colin Zarzour. 2015. Policy Paper: Tuition. Toronto. - http://www.ousa.ca/research-centre/

the McMASTER STUDENTS UNION www.msumcmaster.ca

REFERENCES

[7] Ministry of Training, Colleges and Universities Data, Retrieved by OUSA. December 4, 2015.

[8] “2014-2015 Sessional Average Cut-Off for Dr. H.L. Hooker and the University (Senate) Scholarships”, Office of Student Financial Aid & Scholarships - http://sfas.mcmaster.ca/pdf/2015/1415_HookerSenate_Cutoffs_Published.pdf

[9] “McMaster University Public Sector Salary Disclosure”, Government of Ontario - http://www.workingatmcmaster.ca/med/document/PSSD---2014-1-46.pdf

[10] Bank of Canada Inflation Calculator - http://www.bankofcanada.ca/core-functions/monetary-policy/inflation/

[11] Jonker, Linda, Martin Hicks. “Teaching Loads and Research Outputs of Ontario University Faculty Members: Implications for Productivity and Differentiation”. Higher Education Quality Council of Ontario (HEQCO), 2014 - http://www.heqco.ca/SiteCollectionDocuments/FINAL%20Teaching%20Loads%20and%20Research%20Outputs%20ENG.pdf

[12] McMaster University, Ministry of Training, Colleges and Universities, “Strategic Mandate Agreement”. 2014.- https://www.tcu.gov.on.ca/pepg/publications/vision/McMasterAgreement.pdf

[13] C. Rolheiser, C., et al. “Developing Teaching Assistants as Members of the University Teaching Team”. Higher Education Quality Council of Ontario (HEQCO), 2013 - http://www.heqco.ca/SiteCollectionDocuments/UofT%20Teaching%20Assistants.pdf

[14] Wai, Joyce, Read Leask, Spencer Nestico-Semianiw. “Policy Paper: Teaching & Assessment”. 2015 - http://www.ousa.ca/research-centre/

[15] C. Rolheiser, C., et al. “Developing Teaching Assistants as Members of the University Teaching Team”. Higher Education Quality Council of Ontario (HEQCO), 2013 - http://www.heqco.ca/SiteCollectionDocuments/UofT%20Teaching%20Assistants.pdf

[16] Sana, Faria, Matthew V. Paschai, Joseoph A. Kim. “Teaching Undergraduate Teaching Assistants in a Peer Mentor Course”. 2011 - http://www.kpu.ca/sites/default/files/Teaching%20and%20Learning/TD.4.3.2_Sana_Pachai_Kim_Peer_Mentor.pdf

[17] Urban Strategies Inc., Rickes Associates Inc., MMM Group Ltd.. “McMaster University Campus Capacity Study”. 2011 - http://www.mcmaster.ca/avpira/documents/FINAL%20Report_McMaster%20Capacity%20Study_April%2012%202011.pdf

[18] McMaster University 2015-2016 Consolidated Budget - http://www.mcmaster.ca/bms/pdf/2015-16_budget.pdf