Approved by the Board of Governors
7 November 2008
Message from the Board of Governors 1
Message from the President 4
Executive Summary 6
Year in Review 7
The University in 2007-08 7
Notable Accomplishments in 2007-08 8
Financial Report 2007-08 13
Perspective: Opportunities and Challenges 15
Alberta Government Key Priorities 15
The Flagship Role of the University of Alberta 16
Building Partnerships with Government 17
Building Partnerships with Alberta’s Post-Secondary Education System 17
Building Partnerships through U of A’s other Urban and Rural Campuses 18
Building Partnerships with Alberta Health Services Board 18
A Call for Daring Investments 19
Investing in Facilities and Infrastructure 20
Managing the Risks; Daring to be the Best 20
University of Alberta Performance Indicators 23
Cornerstone 1: The University of Alberta will attract and retain talented people 24
Indicator 1.1: Student/Faculty Ratio 24
Indicator 1.2: Undergraduate/Graduate Student Ratio 25
Indicator 1.3: Full Load Equivalent (FLE) Enrolment Projections 25
Indicator 1.4: Faculty and Staff Honours 26
Cornerstone 2: The University of Alberta will represent excellence in learning, discovery
and citizenship 27
Indicator 2.1: Graduate and Undergraduate Completion Rates 27
Indicator 2.2: Student Satisfaction with Educational Experience 28
Indicator 2.3: Innovative Learning Approaches 29
Indicator 2.4: Scholarly Publications and Creative Works 30
Indicator 2.5: Students per Study Space 30
Indicator 2.6: Sponsored Research Revenue 31
Cornerstone 3: The University of Alberta will forge strong connections with its community
locally, nationally and internationally
Indicator 3.1: Graduate Employment Rate 32
Indicator 3.2: Faculty and Librarians Community Engagement 32
Indicator 3.3: Technology Transfer Activities 32
Cornerstone 4: The University of Alberta will exemplify transformative organization and
Indicator 4.1: Administrative Expenditures 33
Indicator 4.2: Alumni Support 33
Indicator 4.3: Library Quality 34
Indicator 4.4: Endowment Market Value 34
Indicator 4.5: Faculty and Staff Survey Responses 34
Message from the Board of Governors
The University of Alberta is in the midst of celebrating its centenary. The response has been tremendous. We
hosted the largest homecoming in U of A history with nearly 8,000 alumni from around the world taking part.
The public has been warmly welcomed to participate in centenary celebrations, including the Prime Ministers
Conversation Series—a Canadian first. This has been a time to look back at the sometimes astonishing
achievements of U of A people, but also to look ahead to the University’s second century.
The following report outlines many of the achievements from the last fiscal year and illustrates the many ways
that the University of Alberta serves Albertans and has impact across the province and around the world.
These achievements and impacts are a solid platform for the U of A’s next century.
This annual report, for the year ending March 31, 2008, has been prepared under the Board’s direction in
accordance with the Government Accountability Act, the Post-Secondary Learning Act and all associated
ministerial guidelines. All economic, environmental, or fiscal implications of which we are aware have been
considered in the preparation of this report. You will find a summary financial report drawn from the University
of Alberta’s financial statements and a discussion of the key challenges, risks and opportunities faced by the
University over the past year. We end with a progress report detailing how well the University performed as set
out in our University Plan.
The U of A embraces the responsibilities that go along with being the flagship university within the province’s
Roles and Mandates framework. Under the leadership of President Indira Samarasekera, the University has
worked to play a leadership role in postsecondary education provincially and nationally. In fact, the leadership
team was recognized this past year for its effective and strategic leadership with a Conference Board of
Canada award for governance in the public sector.
As the University of Alberta pursues excellence in teaching, research, and service—on behalf of the public
good—significant challenges lie ahead. Deferred maintenance liabilities are mounting, the demand for student
housing is growing, and the academic and Alberta labour markets are driving costs up dramatically. The
underlying demands for student access and for public research excellence highlight the dual purpose of
continuing and expanding investment: major long-term gains in outstanding graduates together with
exceptional research contributions to Alberta’s economy and society.
Yet the future is bright for the University of Alberta. Our downtown campus, Enterprise Square—a partnership
with all three orders of government—opened to serve thousands of students and professionals through the
Faculty of Extension, the School of Business’s Executive Education and Lifelong Learning programs, and the
Alberta Business Family Institute. In the last year, the Alberta Diabetes Institute, which is taking an
interdisciplinary approach in efforts to find a cure for Type-1 diabetes, moved to new state-of-the-art facilities
built with support from government. In partnership with Alberta Health Services-Capital Health, the
Mazankowski Alberta Heart Institute also opened and ground was broken on the Edmonton Clinic, a centre that
will change the face of health-care delivery and education in Alberta. Together we are building an academic
health centre that is known internationally for its excellence.
At the University of Alberta we remain committed to the vision set down 100 years ago by our first president,
Henry Marshall Tory, to build a great research university for the good of all Albertans. We will continue to strive
toward that goal of greatness by making effective use of the province’s investment.
Chair, University of Alberta Board of Governors
1 2007-2008 University of Alberta Annual Report: Final Edition
2007-08 Board of Governors
Brian Heidecker (June 2006 to current)
Marc de La Bruyère Yvonne Myrehaug
Public Member Public Member (to March 2008)
Julianna Charchun George Pavlich
Graduate Students’ Association President General Faculties Council
(to April 2008)
Paul Chiswell Samantha Power
Undergraduate Student (to April 2008) Students’ Union President (to April 2007)
Gordon Clanachan Gerard Protti
Public Member Public Member
Christine Delling Sol Rolingher
Graduate Students’ Association President Public Member
(to April 2007)
Louise Hayes Oliver Rossier
Senate Member Non-Academic Support Staff Member
John Hoddinott Ivor Ruste
Association of Academic Staff Members Public Member
J.D. Hole Christopher Samuel
Public Member Undergraduate Student (to April 2008)
Agnes Hoveland Bruce Saville
Public Member (from September 2007) Public Member
Doug Irwin Don Sieben
Alumni Member (to June 2007) Public Member
Micheal Janz Dick Wilson
Students’ Union President (to April 2008) Alumni Member (from June 2007)
Alumni Member (to June 2008)
2007-2008 University of Alberta Annual Report: Final Edition 2
3 2007-2008 University of Alberta Annual Report: Final Edition
Message from the President
In his first convocation speech, the University of Alberta’s first president Henry Marshall Tory spoke of his
vision of the modern university: it would be an institution that would be for the “uplifting of the whole people”.
Over the last 100 years, the faculty, students, and alumni of the University of Alberta have been guided by this
vision, making transformative contributions in every imaginable field from diabetes to carbohydrate chemistry to
Canadian aboriginal history, contributions that have benefited people in all walks of life, all over the world.
We have been able to do so because of the steadfast and strong support of Albertans and the Alberta
government. As we look forward to our second century, the University of Alberta aims to provide the highest
level of research and teaching excellence as well as service to the community. Our aspirations closely align
with those of all Albertans, who look forward to a new century in which our province has a rich, diverse
economy and high quality of life fuelled not only by abundant natural resources but also primarily by knowledge
Alberta and its flagship provincial university are poised to make a major leap forward. The University of Alberta
has set an ambitious goal to be among the world’s best public universities in little over a decade, a goal
founded upon a shared vision in Dare to Discover and a focused strategic plan in Dare to Deliver. We have a
plan and we can achieve it. This report demonstrates how much we have accomplished in the 2007-08 cycle
and shows our commitment to continue moving forward without delay.
We are also keenly aware that much more needs to be done and that much more is possible with help from our
staunchest supporters: Albertans. The University of Alberta’s vision of its second century will need strong
commitment from all of it stakeholders and transformative investment from its most important funder, the
Government of Alberta. Together, we have the capacity to propel the university and province onto a new level
of international engagement and influence.
Indira V. Samarasekera, OC
President and Vice-Chancellor
2007-2008 University of Alberta Annual Report: Final Edition 4
5 2007-2008 University of Alberta Annual Report: Final Edition
Late in 2007, Alberta Advanced Education and Technology released its Roles and Mandates Policy Framework.
As Alberta’s flagship post-secondary institution, the University of Alberta welcomes the vision of a publicly
funded advanced education system that acknowledges important, distinctive characteristics among Alberta’s
post-secondary institutions in the pursuit of excellence and efficient resource allocation. It positions the province
for continued prosperity. The university embraces the opportunity to work with its post-secondary peers and the
Government of Alberta in realizing this vision.
Kicking off its Centenary celebrations early in 2008, the U of A looked back over its first century with pride. For
100 years, the university has provided Albertans—both students on campus and students and citizens
throughout the province—with access to globally competitive education and knowledge. While success stories
abound, some stand out. The history of U of A inventions and discoveries comes full circle with early and
contemporary diabetes research. James Collip, who joined the university in 1915, was one of its earliest stars.
He played a critical role in the discovery of insulin in 1921 working with Frederick Banting, Charles Best, and
J.J.R. Macleod while on sabbatical at the University of Toronto. The team’s breakthrough has improved and
saved countless lives, and earned a Nobel Prize in Medicine for Macleod, who shared it with Collip, and for
Banting, who shared it with Charles Best. Then at the end of the century, U of A was at the centre of diabetes
research again with the emergence of the internationally acclaimed Edmonton Protocol, a non-surgical islet
transplantation process that frees severe Type 1 diabetics from their dependence on insulin injections via a
dramatically less invasive procedure than full pancreas transplant.
The pages of this annual report sample the broad accomplishment that marked the university in 2007-08 in both
learning and research. By way of example: “Homer,” a breakthrough online learning system created for the
Faculty of Medicine and Dentistry, encourages interactive discovery learning in a community of fellow students,
professors and practitioners. On the research side, a team in the Department of Earth and Atmospheric
Sciences completed a map of Alberta using satellite imagery that pinpoints forest fires as well as water, oil, gas
and woodlot management details.
Continued stellar achievements require special attention to fundamental operational challenges. The current six
per cent annual base grant increases from Alberta Advanced Education and Technology are critical for simple
maintenance of the university’s operating health. The university also needs to eliminate its backlog of deferred
maintenance and ensure that buildings old and new receive “lights on” funding sufficient to manage risks
associated with building shutdowns or major system failures.
Truly transformative investment could multiply the university’s impact in several ways. Improving the
graduate/undergraduate ratio and the student/faculty ratio at the U of A in the next few years by adding
professors, graduate students and infrastructure support, would be a bold initiative amplifying both learning and
research. At the same time, attracting talent from outside Alberta and Canada and building international
connections will broaden the experiences of Albertans, in turn drawing more leading-edge enterprise to Alberta
and advancing economic diversity. U of A graduates and research innovations will move into Alberta’s
communities and economy with dramatic effect.
The U of A is primed to act on initiatives that will enable Alberta to take advantage of its unmatched potential.
One of three fundamental pillars guiding the Government of Alberta’s 2008-11 Business Plan emphasizes
“Creating and Protecting Our Opportunities.” The U of A’s vision document, Dare to Discover, reinforces this
aspiration and offers a blueprint for building an outstanding university that will jump-start an integrated system
of learning, research, and discovery in Alberta.
2007-2008 University of Alberta Annual Report: Final Edition 6
Year in Review
The University in 2007-08
Since its doors opened in 1908, the University of Alberta has become one of Canada’s premier comprehensive
research universities. For 100 years, the U of A has engaged Albertans in a world of discovery on a scale that
delivers huge dividends on commitments and investments.
In the fall and winter sessions of 2007-08, the U of A’s facilities were occupied by approximately 37,000 full-
and part-time undergraduate and graduate students in approximately 200 undergraduate and 170 graduate
programs encompassing more than 300 research areas. Eighty-two per cent of undergraduate
students enrolled at the U of A hailed from Alberta, with another 12 per cent from other
provinces in Canada. The remaining six per cent were international students, a proportion higher than at
the University of Calgary (five per cent, full-time only) but much lower than the nine per cent at the University of
Toronto and 10 per cent at the University of British Columbia. Enrolment growth at the U of A has exceeded
full-time faculty growth in the past several years. The ratio of students to faculty is 22:1. By comparison, McGill
University has a ratio of 16:1 and the University of British Columbia a ratio of 17:1. Some top public four-year
universities in the United States have 15:1 ratios or better.
Depending on program and load, students paid a variety of tuition fees set by the Board of Governors under the
province’s tuition fee policy. For the 2007-08 year, a full-time Canadian undergraduate arts or science student
taking five three-credit courses at the U of A paid $4,686 in tuition fees, compared to $6,512 at Acadia
University, $4,526 at the University of Toronto and $4,257 at the University of British Columbia. The ratio of
tuition fee revenue ($151.4 million) to net operating expenditures ($783.9 million), calculated according to
Alberta’s tuition fee policy, was 19.3 per cent.
The U of A’s endowment (as at June 30, 2007) is still in its infancy relative to the majority of its North American
peers, but ranks fourth highest in Canada. The U of A is working to move its endowment levels on a per
student basis to the top in Canada and closer to levels seen at comparable U.S. institutions.
In 2007-08, the U of A owned 1,131 hectares of land, including property outside the City of Edmonton, and
used another approximately 22,720 hectares under various lease agreements. The U of A occupied
approximately 1.4 million gross square metres of building space, including residences and parkades. The North
Campus alone featured 149 buildings (about 1.2 million gross square metres) on 92 hectares of land. The
university can accommodate 4,666 students in dormitory-style residences, apartments and houses in
Edmonton and Camrose. The average age of the university’s buildings is 46 years, with an estimated
replacement value at $5.5 billion*. Current marketplace conditions with respect to construction inflation and
labour shortages would necessitate an ongoing review of the replacement value. In 2007-08, some 14,146 full-
time and part-time faculty and staff members worked for the university.
The U of A is a billion dollar operation, but the scope of the U of A’s activities in the past year indicates that it is
growing quickly and will require $6 billion in capital funding over the next 12 years with a variety of delivery
models. In 2007-08, there was unprecedented building and upgrading to reduce the critical shortage of research,
teaching, and administration facilities. In addition to several renovation projects and various energy management
projects undertaken to improve existing facilities, a broad range of major construction projects were launched to
fulfill a number of strategic plans.
• Agri-Food Discovery Place: promoting national and international recognition in meat-safety processing
and crops utilization;
• Augustana Campus Forum: serving as a gathering place for students, faculty and staff;
• Augustana Campus Library: supporting campus growth and enhancing student study areas;
• Cameron and Law Libraries: enhancing the student learning experience, by transforming spaces into
vibrant and much needed centres of student activity;
• Centennial Centre for Interdisciplinary Science: positioning scientific, business and community leaders
at the interface between traditional scientific disciplines, creating space for innovation and discovery;
2006-07 estimate as per American Appraisal Canada Inc. for insurance purposes. 2007-08 estimate not available.
7 2007-2008 University of Alberta Annual Report: Final Edition
• Enterprise Square: creating a vibrant hub in downtown Edmonton that fosters research, partnerships,
learning, and discovery;
• Environmental Engineering Building: redeveloping the facility for the Alberta Centre for Prions and
Protein Folding Diseases;
• Health Research Innovation Facility and The Katz Group-Rexall Centre for Pharmacy and Health
Research: linking research with health outcomes for Albertans (includes an overall integration plan for
• Jubilee Auditorium Car Park: replacing surface parking stalls in the existing parking lot of the Northern
Alberta Jubilee Auditorium that will be lost through the construction of The Edmonton Clinic project;
• Killam Centre for Advanced Studies (Triffo Hall retrofit): creating a visible focal point for advanced
studies on campus;
• Pembina Hall: retrofitting an existing building to accommodate academic programs;
• The Edmonton Clinic (a joint project with Alberta Health Services): creating a state-of-the-art facility for
integrated, patient-centered clinical care, interdisciplinary education, and research;
• Utility Expansion: increasing utility capacity to meet the needs of new facilities.
Notable Accomplishments in 2007-08
The University of Alberta kicked off its Centenary celebrations at the beginning of 2008 with a host of signature
events including Centenary Road Trips by the U of A Senate that recreated the Tory Tours initiated by founding
president Henry Marshall Tory; the Prime Ministers' Conversation Series; visiting lectureships; and the Choir of
Choirs, to name a few. Amidst continuing expansion and Centenary celebrations, the U of A made bold new
advancements on various academic, research, and community frontiers.
One such achievement was the introduction of a new 100 per cent online platform called "Homer”, which has
revolutionized how students learn within the Faculty of Medicine & Dentistry. Developed in-house at the U of A,
the program is a one-stop nerve centre for aspiring physicians, offering electronic versions of all course
materials and a selection of educational extras. Lead
inventor Robert Hayward spent nearly a decade Achievement: PhD student Christine Schreyer
developing the platform and named it after the (Linguistic Anthropology) developed a new board
ancient Greek poet. He asserts that it is much more game called “Haa shagóon ítx yaa ntooatt,” or
than a delivery system for digital-age content; it is a Walking Our Ancestors' Path, which is making waves
way of embracing two emerging trends in medical in the Taku River Tlingit First Nations community in
education: (1) discovery learning, where students can northern British Columbia. The game was created by
decide for themselves how best to absorb the Schreyer while working on her research about the
curriculum, and (2) the creation of a learning connection between language and land claims, but it
community that encourages students to teach each has turned out to be an educational and community-
other and allows for closer collaboration with building resource for the Taku River community with
professors and practitioners. its endangered Tlingit language. As the game has
gained popularity within the community, Schreyer and
A new course on Aboriginal Gangs (NS 403) was her team have found that people are using it to learn
offered by the School of Native Studies for the first about their language of origin.
time in 2007-08. The curriculum for the course was
developed in conjunction with the Edmonton Aboriginal Gangs Prevention group and drew students and guest
experts from Native Studies, criminology, and urban and reserve organizations to examine the particular
characteristics of gangs in aboriginal community settings, both urban and on-reserve.
The Faculty of Engineering provided 101 undergraduate students with the opportunity to participate in leading-
edge research projects for a period of four or eight months under the supervision of a faculty member. Students
who completed a research project gave a public presentation on their project and several participating students
have been included as co-authors on refereed journal publications.
Responding to industry’s needs, the Faculty of Science developed a new specialized, interdisciplinary course-
based masters program in integrated petroleum geosciences to prepare student with the cross-disciplinary
training required to contribute effectively in petroleum geosciences. It awaits only the Government’s approval
before getting underway.
The September 2007 Celebration of Teaching and Learning honoured excellence in instruction in many
categories. The William Hardy Alexander Award for Excellence in Undergraduate Teaching recognizes
2007-2008 University of Alberta Annual Report: Final Edition 8
teaching excellence by academic staff who are not necessarily continuing faculty. Award recipients are
individuals who provide constant encouragement to students, promoting outstanding teaching and learning.
The U of A Students’ Union and Student Services joined forces to help new students transition to university life
by creating T2U, a new online workshop to help students and their parents answer questions about transition
issues and to help improve long-term success at the university. The online tool is the first of its kind in Canada
and allows students who log on to learn about the cultural differences between high school and university, plus
the "nuts and bolts" of campus living, including how to get around campus, where to meet people and how to
deal with the stress of exams.
Achievement: Richard Stein (professor U of A International announced 15 new country/region-specific
emeritus, physiology) has received scholarships that were created in conjunction with the Office of
international recognition with a 2007 da the Registrar & Student Awards. These scholarships will help
Vinci Award for his revolutionary "WalkAide strengthen international recruitment efforts to attract the best
System," which helps patients suffering and brightest young people from around the world to the U of A.
from a stroke, multiple sclerosis, cerebral The first recipients were selected by the Office of the Registrar
palsy or spinal cord injuries to walk. The and Student Awards from among new international students
WalkAide alleviates "foot drop" by beginning their studies at U of A in 2008.
triggering stimulation of the appropriate
muscles that pick up the foot as it did On the research side, a unique map developed at the U of A
before the central nervous system can now record every nook and cranny of the province, from its
disorder. The da Vinci Award was forests to its foothills. The project, led by Arturo Sanchez-
established by the U.S. National MS Azofeifa (Department of Earth and Atmospheric Sciences),
Society, Michigan Chapter, to recognize was nine years in the making and marks the first time the entire
the most innovative developments and province's land cover has been mapped in satellite imagery.
research in adaptive and assistive The map will be vital to helping the province face growing
technology. challenges of integrated resource management, from helping to
pinpoint the impact of forest fires, to plotting water, oil and gas management, to helping forestry companies
plan woodlot management.
Achievement: Marsha Trites, PhD student and
In 2007-08, the U of A completed new capital and Killam Memorial Scholar, is researching a new way to
infrastructure renewal projects that open up an array reduce greenhouse gases and combat global
of new possibilities and opportunities. One new warming by restoring peatlands (an area of wetland
opportunity is the Alberta Nanotechnology Strategy with 30–40cm of peat accumulated at the surface) to
(nanostrategy), launched to support graduate sites in the High Level region of Northern Alberta
students and scholarships at Alberta’s universities. where oil sands mining has disrupted the natural
Forty million dollars of the $130 million nanostrategy environment. Peatland restoration is especially
investment will come from Alberta Ingenuity. important because the plants take carbon dioxide
from the atmosphere and convert it into their tissues.
Through a combination of funding from the When plants die in peatlands, they decompose so
Government of Alberta, the Killiam Trust Foundation, slowly that carbon is trapped as peat instead of going
the Graduate Students Association and private back into the atmosphere. Globally, peatlands only
donors, the 1915 built South Lab was completely cover three per cent of land, but they store 30 per
renewed and repurposed into Triffo Hall, a fully cent of the terrestrial carbon.
modernized facility that is in the process of obtaining
Leadership in Energy and Environmental Design (LEED) certification. This will be the first LEED certified facility
on University of Alberta campuses and now serves the growing academic needs for graduate students by
providing functional space for the Faculty of Graduate Studies and Research. Dedicated space is also
provided for the Graduate Students Association offices, student lounge and meeting spaces.
The new Agri-Food Discovery Place (AFDP) supported 103 days of pilot plant activity across a diverse range of
projects and industry partners. Even with current limited capabilities, the base activities have already directly
9 2007-2008 University of Alberta Annual Report: Final Edition
Achievement:: Agri-Food Discovery enabled $2.8 million worth of research activity at AFDP and the
Place researchers within the meat safety Department of Agricultural, Food and Nutritional Science. AFDP
and processing research unit have also supports the Poultry Research Centre, the Canadian
provided expert insight and opinion all over Triticale Biorefinery Initiative, the Alberta Lipid Utilization
the world on E. coli, Listeria, and spoilage Program, many graduate students and the Bio-Industrial
organisms, to develop novel strategies to Technologies Division of Alberta Agriculture, Food and Rural
improve food safety and enhance storage Development.
life. The Meat Safety and Processing
Research Unit receives support from the Forging strong connections with its Alberta communities is a
Value-Added Meat Program of the Institute foundational priority at the U of A. In October 2007, a cutting-
for Food and Agricultural Sciences, Alberta edge digital resource for all Alberta learners was launched at
to ensure safe operations and to facilitate the U of A. The Lois Hole Campus Alberta Digital Library greatly
access for partners to conduct research in expands information accessibility for students in 35 different
an efficient and safe manner. AFDP Alberta post-secondary institutions. It contains more than 4.5
provides researchers with a facility for million licensed items including academic journals,
meat safety research that is unique in encyclopedias, magazine and newspaper articles, literary
North America. critiques, and video clips, and is accessible 24 hours a day,
seven days a week.
Each year the Faculty of Engineering, through its week-long summer “DiscoverE” camps, exposes students in
grades 6 to 12 to the excitement of engineering, technology, and science. Participation in DiscoverE camps
reached an all-time record in summer 2007: over 1,648 students participated, up from 630 10 years prior.
Researchers from the Faculty of Extension and the Department of Rural Sociology have partnered with the
Seniors Association of Greater Edmonton and the multicultural Health Brokers Co-op to examine how
involvement in urban agriculture could address social, health, and economic issues experienced by senior
The Faculty of Physical Education and Recreation launched its Inner City Summer Campus in 2007, aimed at
providing quality physical activity opportunities to disadvantaged children and youth. They attracted
approximately 150 children in their inaugural year.
Building strong overseas partnerships works to the benefit of students here in Alberta. The U of A hosted 14
professors from Iraq from October 30 to November 22, 2007, to connect them with U of A Faculty of Education
professors, in an effort to help rebuild the Iraqi education system. The Iraqis, who teach subjects ranging from
fine arts to physics, work with students who want to teach, conduct research, or work in Iraqi hospitals. They
participated in biology and chemistry education workshops. With the Western approach to engaging students in
their own learning through an atmosphere of openness and independence, the Iraqi teachers experienced a
great departure from the way classrooms operate in Iraq.
The U of A signed a Memorandum of Understanding with the Petrotech Society and Oil and Natural Gas
Corporation at New Delhi in December 2007. Under the MOU, the signatories will exchange academic
information, conduct academic progress, and integrate respective strengths to promote closer business and
professional exchanges between the two bodies. Among Achievement: Jonathan Schaeffer
other possibilities, specialized programs on drilling as well (Computing Science) "solved" checkers this
as clean coal technology have been identified. year and his achievement was named one of
2007's top ideas by the New York Times, which
Flourishing international partnerships include a joint PhD listed 70 of the ideas that "helped make 2007
program with the Ludwig Maximilian University in Munich, what it was." After running a computer program
Germany. Campus Saint-Jean signed an agreement with almost nonstop for 18 years, Schaeffer
the University Chouaib Doukkali’s Faculty of Science in calculated the result of every possible
Morocco for three of our professors to supervise Moroccan endgame that could be played, all 39 trillion of
PhD students in the areas of applied mathematics, them. He revealed a sober fact about the
theoretical chemistry, and biology. The Faculty of Law game: checkers is a draw. As with tic-tac-toe, if
both players never make a mistake, every
established an exchange agreement with the University of
match will end in a tie.
Copenhagen. The Faculty of Nursing has formal
agreements with universities in eight countries. It also administers a visiting scholar program with four Thai and
two Brazilian universities that allow for international supervisory, co-teaching, and research opportunities for
nurses. The School of Public Health recently formed a partnership with the Johns Hopkins School of Public
2007-2008 University of Alberta Annual Report: Final Edition 10
Health to participate in the Joint Indigenous Summer Research Institute. The U of A hosted the 2007 institute in
Achievement: The Kenya Ceramic Filter Project—the brainchild of four U Partnerships in health areas
of A medical students—has brought simple U of A technology to people in were prominent throughout
Kenya who do not have access to clean drinking water. The medical 2007-08. The official
students traveled to Kenya to introduce their revolutionary water filter to groundbreaking for the
underdeveloped communities to help stop the spread of E.coli and fecal Edmonton Clinic in October 2007
marked a new step on Alberta’s
bacteria in drinking water sources. The filter is a simple pot made out of
journey in patient care,
wet clay that is blended with a specific ratio of organic material (or temper)
education, and research. A
that burns off in the firing process, creating a porous pot that lets water but partnership between the
no bacteria through. University of Alberta, Alberta
Health Services, and the
provincial government, the Edmonton Clinic will be a national leader in innovative outpatient care, teaching and
technology, with a focus on service to patients. When fully operational, the Edmonton Clinic will increase
outpatient clinic capacity by 50 per cent compared to current rates, allow 140 beds to be added to the
University of Alberta Hospital and Stollery Children's Hospital, teach an additional 800 health-sciences students
each year, and enable rural Albertans to stay in their communities by keeping them connected, via new
technologies, to the latest advances in diagnosis and treatment. Leading-edge electronic record systems will
make the Edmonton Clinic a virtually paperless "digital building," avoiding duplicate testing and supporting fast
and accurate decision-making, with an empowered patient at the centre of the process.
The Alberta Diabetes Institute officially opened in 2007-08. The ADI is a research facility dedicated to
discovering new methods to prevent, treat, and cure diabetes through scientific excellence and teamwork. With
a vision to be the world leaders in curing diabetes and rapidly translating new knowledge and discoveries into
patient care, more than 35 principal investigators and their scientific teams now collaborate with different U of A
faculties and with other research colleagues around the world.
Two new collaborations between the U of A and Alberta Health Services aim to increase investment in clinical
trials undertaken in Edmonton from $10 million to $75 million per year. A new clinical trials unit enables
researchers to perform first-in-human testing of new molecules for medical treatment in Edmonton. Previously,
local companies had to go outside the province or the country to conduct research with new molecules. The
phase 1 unit is the first of its kind in Alberta; it is one of only four in Canada and is the most advanced facility of
its kind in the western provinces. It has the further advantage, unique in the country, of being under one roof
with a major adult research hospital, a leading children's hospital, and the new Mazankowski Alberta Heart
Institute. On a related front, the Northern Alberta Clinical Trials and Research Centre, also a joint venture
between the university and Alberta Health Services, has partnered with the City of Edmonton to offer biotech
and pharmaceutical companies leading-edge services and infrastructure for clinical research. It already does
that for more than 275 university and Alberta Health Services principal investigators and scientists.
One barometer of university success is the increasing
Achievement: The Bocock family of St. Albert,
national and international recognition received by U of A’s
Alberta sold 777 acres to the U of A at a
talented people: four U of A professors were awarded
fraction of its appraised value. The land, to be
Canada Research Chairs (CRC) with funding totaling $2.9 known as the St. Albert Research Station, will
million. David Hik (Department of Biological Sciences) host a variety of crop research projects and
was re-appointed as CRC in northern ecology; Ken provide the university with the added ability to
Cadien (Department of Chemical & Materials Engineering) grow and expand. At the same time, the
was awarded the CRC in atomic layer deposition for university announced the creation of a chair in
nanotechnology; Jens Herrle (Department of Earth and agriculture and the environment in
Atmospheric Sciences), was named CRC in appreciation of the transaction.
micropaleontology; and Nadir Erbilgin (Department of
Renewable Resources) was awarded the CRC in forest entomology.
11 2007-2008 University of Alberta Annual Report: Final Edition
The U of A's School of Business rose strongly in global standings of MBA faculties in early 2008, bucking the
generally downward trend for top Canadian schools. In
the closely watched Financial Times 2008 standings, the Achievement: The U of A Bookstore's new
U of A School of Business ascended 14 places, putting it Espresso Book Machine, one of four in the world
in a tie for 88th among the world's leading MBA programs. and the only one in Canada, prints as many as
In contrast, the University of Toronto's Rotman School of four custom-ordered books every two minutes. It
Management dropped to 40th place from 27th in 2007. offers digital reprints of out-of-print or self-
published books at a fraction of the price
On the administrative side of the university, one significant charged by publishers. Savings are passed onto
achievement was the launch of a new U of A bus pass, students. Using Espresso, publishers can simply
known as "U-Pass". The U-Pass provides full transit send PDF files to the Bookstore, which will print
access to approximately 46,000 students from Edmonton, the books, pay royalties to the publisher, and
St. Albert and Strathcona County. This was followed in deliver the books to students with a lead time of
July 2007 by an agreement between the U of A and the two minutes, instead of eight weeks.
Edmonton Transit System that allows university
employees to travel on the LRT between Enterprise Square downtown and the North campus free of charge,
using their employee identification cards.
Achievement: The U of A's Augustana The U of A established a new fund to help support doctoral
Campus has become the first Canadian students. The President's Doctoral Prize of Distinction will serve
institution to join the 25-member Council as a "top-up" award that is designed to help attract the best and
of Public Liberal Arts Colleges. The brightest doctoral students to the University. Starting in fall 2008,
council includes small campuses of the $10,000 prize will be made available to all Tri-Council Agency
several major universities in the U.S. graduate scholarship and Trudeau Scholarship winners. Further,
such as Wisconsin (Superior) and the university will provide follow-up support after the first year. In a
Minnesota (Morris). Like the U of A, doctoral student's second, third and fourth years, the university will
these institutions have a dual identity: cover tuition and fees.
one, to be public and therefore
responsive to public interests and needs The U of A was chosen as the Conference Board of
of regional communities; and two, Canada/Spencer Stuart 2008 National Awards in Governance
provide a superior undergraduate public-sector winner. The U of A surpassed notable groups such
experience for students. as Canada Revenue Agency and the Ontario Trillium Foundation.
This annual award is designed to recognize innovations in
governance that yield tangible results and can be applied to other organizations.
The U of A Advantage Program was recognized by the Achievement: The Golden Bears
Honourable Jean-Pierre Blackburn, minister of labour and won their third national hockey
minister of the Economic Development Agency of Canada, for championship in four years. The
its innovative approach to creating a safe and equitable work Edmonton Oilers have signed the team
environment. The program is a customized, personalized captain, Harlan Anderson, to an
American Hockey League amateur try-
workplace learning experience that promotes partnership
out agreement. The Golden Bears also
between support staff members and their supervisors. It won the national championship in
enables learning through problem- and project-based activities, volleyball.
real-world relevance, peer and mentor collaboration, self-
assessment, and reflection.
2007-2008 University of Alberta Annual Report: Final Edition 12
Financial Report 2007-08
The following summary is included for information only. A complete discussion of the revenue and expense of the
university is contained in the audited University of Alberta Financial Statements. The university ended the 2008
year with a $50.3 million deficiency of revenue over expense (2007: $65.8 million excess), and $51.8 million in
unrestricted net assets (2007: $40.9 million). The decrease of $116.1 million, from an excess of revenue over
expense to a deficiency, is due to a number of factors. The biggest contributor is the $65.4 million decrease in
investment income. Other significant factors include: an increase in expenditures during 2007-08 compared to
spending lags in 2006-07 due to a six per cent operating grant increase and enrolment planning envelope
increases from the Province of Alberta that year; an increase of $8.8 million in vacation pay for 2007-08 as
compared to 2006-07 which reflected a reduction in the vacation pay liability due to a change in estimation, and
an increase in the university’s provision for a site remediation project by $7.2 million.
Revenue 2007-08 (in thousands of dollars)
Federal and other government
Credit course tuition and related fees $188,988
Sales of services and products $196,224
Grants and donations
Amortization of capital contributions $56,971
Expense 2007-08 (in thousands of dollars)
Materials, supplies and services
Scholarships and bursaries
Utilities and maintenance
Amortization of capital assets
13 2007-2008 University of Alberta Annual Report: Final Edition
Sponsored Research Funding 2007-08
(before deferrals) (thousands of dollars)
Government of Alberta (excluding $6.4 million in operating budget for indirect costs) $207,336 $166,817
Government of Canada $164,436 $175,874
Municipalities, other provincial governments, hospitals and universities $8,431 $5,927
Canadian associations, foundations, institutes, etc. $31,898 $26,135
Total Canadian Government and Non-Government Organizations $412,101 $374,753
Foreign governments and public institutions $2,930 $5,882
Foreign associations, foundations, institutes, etc. $2,147 $5,981
Total Foreign Government and Non-Government Organizations $5,077 $11,863
Canadian business $30,847 $35,649
Foreign business $4,683 $5,024
Total Business $35,530 $40,673
Endowment and investment income for research $5,913 $23,560
Other revenue $12,950 $10,548
Total Endowment and Other $18,863 $34,108
SUBTOTAL SPONSORED RESEARCH FUNDING: AUDITED FINANCIAL STATEMENTS $471,571 $461,397
Clinical trials and related research - Alberta Health and the Alberta Cancer Board $20,656 $20,230
TOTAL SPONSORED RESEARCH FUNDING $492,227 $481,627
*Some 2007 sub-values are restated due to changes of related parties from the municipalities, other provincial
governments, hospitals and universities category to the Province of Alberta category. The total for 2007 has not
2007-2008 University of Alberta Annual Report: Final Edition 14
Perspective: Opportunities and Challenges
The 2007-11 University Plan charts the future direction of the University of Alberta to the year 2011, with
particular attention to key opportunities and challenges for 2007-08. The following section revisits the
environment in which the University faced these opportunities and challenges, and the impact they had upon
the University’s capacity to fulfill strategies and achieve expected outcomes.
In November 2007, Advanced Education and Technology released its Roles and Mandates Policy Framework
for Alberta’s Publicly Funded Advanced Education System, based on extensive stakeholder consultation
through the Alberta advanced education system. The Framework provides a strong foundation to guide the
advanced education system and harness human talent and strategic investments in innovation. Differentiation
of the roles and mandates of institutions is considered to be an important step in the creation of post-secondary
education system that is focused and efficient, and avoids duplication. Through articulation of more clearly
defined institutional roles, the Framework is intended to develop a more collaborative advanced education
system that can ensure the best program and institutional mix to meet the needs of learners, the economy, and
society, while also ensuring the strategic long-term planning for advanced education in Alberta.
In a global economy where knowledge, ideas, ingenuity, and innovation are the determinants of success, the
University of Alberta is well positioned to play its part. For 100 years, the U of A has helped to create economic
and social prosperity for all Albertans and to educate great leaders. Dare to Discover: A Vision for a Great
University recognizes the University’s strong tradition of leadership, scholarship and teaching and seeks a new
prominence in the national and international scenes. Dare to Deliver, the U of A’s accompanying academic
plan, outlines several strategies for turning the ambitious vision of Dare to Discover into reality. This will lead to
the dramatic advancement of fundamental elements of the university’s scholarly environment by fostering
discovery learning, incubating scholarship, engaging local, national, and international communities, and
building transformative organization.
Both Dare to Discover and Dare to Deliver evolved through extensive consultations with all university partners,
students, staff, and faculty, strengthening the campus community’s already solid commitment to building an
Alberta-based, world-class post-secondary education system.
Alberta Government Key Priorities
The Government of Alberta has consistently and explicitly expressed Alberta’s need to use the prosperity of its
current resource-based economy to build a diverse, knowledge-based economy for the future. As the
province’s flagship university with a well-defined vision and detailed strategic plans, the U of A is well-
positioned to contribute. In its 2008-11 Business Plan, the Alberta Government identifies “creating and
protecting our opportunities” as one of three fundamental pillars guiding the Government’s long-term strategies.
To support this pillar, the business plan recognizes that the province will need to build a next generation
economy, a capable and well-educated workforce, and a business environment recognized around the world.
The Government’s business plan also identifies several other goals that complement the U of A’s academic
and strategic plans:
• Goal 1 – Alberta will have a prosperous economy.
• Goal 2 – Albertans will be prepared for lifelong learning.
• Goal 3 – The high quality of Alberta’s environment will be sustained.
• Goal 5 – Albertans will be healthy.
Out of the strategic planning and goal-setting in the business plan have emerged the Government’s top
five priorities for 2008-09. Priority 4, to “enhance value-added activity, increase innovation and build a
skilled workforce to improve the long-run sustainability of Alberta’s economy,” is of particular
importance to the post-secondary sector. As a result, seven other ministries are mandated to work with
Advanced Education and Technology to move Priority 4 forward, a clear indication that the Alberta
Government is committed to developing a truly value-added, knowledge-based, innovative economy,
based on a skilled and talented workforce.
15 2007-2008 University of Alberta Annual Report: Final Edition
Alberta Advanced Education and Technology has set out its own priorities in the context of the broader
government set. They include:
• commercializing technology;
• increasing post-secondary spaces;
• continuing to increase the affordability of the learning system;
• developing a research and innovation framework and implementing the roles and mandates
• continuing to lead the comprehensive labour workforce strategy, Building and Educating
These priorities feed into the five goals and the many strategies for achieving them. On the learning
side, two goals aim to ensure that “Albertans are able to participate fully in lifelong learning” and
“Alberta has an affordable advanced learning system.” These are, of course, closely linked in
university settings to two research goals: “enhanced excellence in research and innovation in strategic
areas” and increased “value from research and innovation.” Together, these four goals support
Advanced Education’s primary goal of ensuring that “Alberta’s advanced learning and research
capacity aligns with learner and labour market demand and serves the needs of a knowledge-intensive
Several recent documents address specific aspects of the Government’s strategy: Alberta’s 2008 Climate
Change Strategy; The Alberta Nanotechnology Strategy; the Health Workforce Action Plan; Building and
Educating Tomorrow’s Workforce (and its sector-specific updates); The Spirit of Alberta: Alberta’s Cultural
Policy; Alberta’s Rural Development Strategy; and International Education: Linking Alberta to the World. In
June 2008, the Alberta government released Alberta’s Action Plan for Bringing Technology to Market,
emphasizing that the economy of the future will be based on “the resource that never depletes – knowledge”.
The plan proposes nine concrete actions that will see Alberta become a technology commercialization
destination for both innovators and investors.
As it has for 100 years, the U of A continues to play a leading role in positioning Alberta as a national and
global hub for innovation through the education and recruitment of creative people and the creation of
knowledge. Development of a world-class Alberta talent pool that can function in the international context and
has the right mix of science, engineering, business, and arts graduates, builds and attracts more talent. This
kind of dynamic is common to outstanding universities that cultivate exciting corridors of innovation and
enterprise (such as Massachusetts, California, and North Carolina).
The Flagship Role of the University of Alberta
The University of Alberta works to ensure that Alberta has access to the highest-value post-secondary
education and knowledge-based enterprise. To do this will require increased investment from the 2007-08
operating base on several fronts. The University of Alberta’s student-to-faculty ratio of 22:1 is not, for example,
on par with the 15:1 ratio at such top North American public research universities as the University of Michigan
and the University of California, Berkeley. Nor does the University’s graduate-to-undergraduate student ratio of
1:5 rank with the ratio of 1:3 at leading public North American universities. The U of A student-to-faculty and
graduate-to-undergraduate ratios must become competitive to ensure an enriched undergraduate student
experience and an enhanced research and teaching environment.
World-class student experience and research programs drive the development of new opportunities in
the economy, and keep graduates and researchers in close connection to the University’s culture and
knowledge base. Sustained advancement of knowledge generates a steady stream of new practical
applications and attracts capital, market creation, and talented people. The impact ripples through the
post-secondary system, the economy, and Alberta’s communities.
The U of A welcomes opportunities to engage communities at all levels from local to global, to learn
from the communities that it serves, and to contribute to a better world. Thus, international elements
are a part of every U of A activity: student and faculty recruitment, undergraduate learning, graduate
study, research, community interactions, and alumni connections. One of the most important
contributions the University of Alberta can make to all Albertans—students, graduates, and citizens—is
to be a truly international place of learning and research.
2007-2008 University of Alberta Annual Report: Final Edition 16
Building Partnerships with Government
The University of Alberta’s long-standing tradition of engaging with communities starts with many successful
and synergistic relationships with the Government of Alberta. Some are ongoing, like the critical financial
support provided for Alberta students through a wide range of Government scholarship and bursary programs,
and its extensive student loan program.
Others are evolving in unique new directions. Late in 2007, for example, Alberta Ingenuity launched a bold
$100 million research program aimed at significantly changing the research funding landscape in Canada.
Similar to approaches taken at elite institutions around the world, the Ingenuity Accelerators Program is based
on providing significant levels of financial support to encourage outstanding researchers to work in areas
important to Alberta’s economic future, the first area being nanotechnology with its headquarters at the National
Institute for Nanotechnology at the University of Alberta.
The institute is an excellent example of the U of A’s collaborations with both the provincial and federal
governments as it is the result of a U of A partnership with the National Research Council and the Government
of Alberta. NINT is a world-class centre that is attracting a core of the world's best minds in nanotechnology
capable of revolutionizing everything from computing and communications to medicine, energy, and
manufacturing. The U of A embraces the opportunity to position Alberta as a global nanotechnology leader.
In addition to NINT, the U of A collaborates with other top research universities in Canada in almost all of the
Networks of Centres of Excellence, which are coordinated by the federal government to bring together
researchers from universities, the public sector, and industry. The U of A is the administrative headquarters for
two NCEs: the Sustainable Forest Management Network and the Canadian Obesity Network. The U of A’s new
Northern Initiatives Team is collaborating with the U of A-based Canadian Circumpolar Institute to contribute to
effective decision-making in the North, assist in the development of sustainable communities, and advance the
understanding of circumpolar regions.
Building Partnerships with Alberta’s Post-secondary Education System
The U of A leads many Campus Alberta innovations, collaborating with a number of rural colleges to offer
university degree opportunities to students living in rural Alberta and smaller centres. The U of A has entered
into such agreements with the Blue Quills First Nations College, Grande Prairie Regional College, Keyano
College, Lakeland College, Medicine Hat College, Northern Lakes College, Olds College and Portage College.
The U of A also has partnerships with urban Alberta institutions such as the University of Calgary, SAIT, and
Red Deer, Mount Royal, Grant MacEwan and NorQuest Colleges. Degree programs or course transfer
arrangements are in place for the faculties of arts, agriculture, life and environmental sciences, Augustana,
business, education, engineering, nursing, physical education and recreation, and science.
The U of A’s School of Energy and the Environment brings together unique and extensive expertise in diverse
areas including engineering, science, arts, agriculture, native studies, business, law, public health, medicine
and others. Connecting in a virtual environment, researchers conduct research, undertake interdisciplinary
education, cultivating and contributing to worldwide discussions on critical issues surrounding the environment,
energy, and the economy. SEE is part of an affiliation, the Canada School of Energy and Environment, which
includes the universities of Calgary and Lethbridge.
Also in collaboration with Alberta’s other residential universities, the U of A’s School of Public Health (unique in
Canada) builds upon and integrates the existing strengths in public health sciences, the Centre for Health
Promotion Studies, and the Alberta Centre for Injury Control & Research.
In another initiative aimed at stimulating cross-campus exchange, the U of A’s Faculty of Graduate
Studies and Research recently implemented a policy allowing graduate students registered at other
institutions to come to the U of A as visiting graduate students in order to carry out research under the
supervision of a U of A academic staff member.
17 2007-2008 University of Alberta Annual Report: Final Edition
Building Partnerships through University of Alberta’s other Urban and Rural
In partnership with the City of Edmonton and the governments of Alberta and Canada, the U of A purchased
and transformed the former Bay building in downtown Edmonton into Enterprise Square. This endeavor
strengthens the U of A’s links with downtown business, arts and cultural communities, while also easing the
University’s space crunch. TEC Edmonton, created in partnership with Edmonton’s Economic Development
Corporation, is housed in Enterprise Square, along with the Faculty of Extension, the School of Business’s
professional development programs, the Alberta Business Family Institute, the Industrial Design Gallery and
several other administrative units.
At Campus Saint-Jean, students not only learn in French, but have the opportunity to live in a French-
immersion environment. Campus Saint-Jean is a key institution in the promotion of bilingual learning,
discovery, and citizenship in Alberta and Western Canada, through numerous partnerships within the university
with governments, the education sector, the voluntary sector, the business community, and the community at
The U of A’s reach into rural Alberta was extended in 2004 when the former Augustana University College
(founded in 1910 as Camrose Lutheran College) was incorporated into the University. Located in Camrose,
Augustana Campus provides a distinctive small-campus undergraduate experience within the U of A.
Augustana faculty has built working relationships with the city and the County of Camrose, neighboring
municipalities, Battle River School Division, East Central Health, Hockey Alberta, and public colleges*. Situated
in a small community, the majority of students at Augustana Campus live on campus. During 2007-08, the
Faculty of Graduate Studies and Research organized the first-ever Graduate Student Experience event at
Augustana Campus, to attract and promote graduate programs to Augustana students.
As the North Campus reaches its infrastructure and land use capacity, the University is formalizing plans for the
development of the South Campus. This campus is connected to the North Campus and Enterprise Square via
the City of Edmonton’s LRT and provides additional learning and research space, student space, housing and
residences, and community connections.
The University has signed a memorandum of understanding with the Edmonton Grads Basketball Centre, the
Edmonton Volleyball Society, and the Ortona Gymnastics Club to create the Go Centre, a new multiplex of
competition facilities for volleyball, basketball and gymnastics located on the South Campus. This new facility
will be available for use by neighboring communities, the greater Edmonton community, and the University. It
will also build on a vision of creating a high performance training centre for Paralympics sports and serve as a
world renowned research and training centre for people with disabilities.
Building Partnerships with Capital Health (subsequently Alberta Health Services
The University of Alberta is also proud of its strong partnerships with the Alberta Health Services Board (AHSB
– previously Capital Health). These relationships are integral not only to transforming and advancing U of A’s
health sciences education and research, but also to addressing Alberta’s health needs and goals. The U of A
and the AHSB contribute different perspectives to identify and develop the most effective ways to educate
future health professionals and apply knowledge gained through University research to health care. The
following examples of outstanding and successful partnerships show Alberta’s growing pre-eminence in health
Jointly with AHSB (previously Capital Health), the U of A has several new research centres in place to focus
directly on patient outcomes and clinical care: the Women and Children’s Health Research Institute; the Alberta
Diabetes Institute; the Lois Hole Hospital for Women and ABACUS (Alberta Cardiovascular and Stroke
Research Centre), which focuses on cardiac care. Working with AHSB, the U of A is establishing an endowed
chair in primary care research that will link closely with the primary care networks in Alberta Health Services
and other health regions, and with developing the new Mazankowski Alberta Heart Institute.
An example of Augustana Faculty’s working relationships with public colleges is the block transfer agreements in place at the Faculty for
very specific programs with both Lakeland College and Red Deer College.
2007-2008 University of Alberta Annual Report: Final Edition 18
The Faculty of Nursing is adopting a new model that will focus on the importance of clinical care. About one-
third of the faculty’s resources will be situated in clinical practice settings in and around the Edmonton area,
and in the other regions in central and northern Alberta. A recent Memorandum of Understanding with AHSB
(Calgary region) enhances joint efforts in rehabilitation medicine, including physical therapy, occupational
therapy, and speech language pathology. This MOU will provide a physical presence and an ongoing
partnership between U of A programs and rehabilitation professionals and services in the Calgary region.
The Faculty of Pharmacy and Pharmaceutical Sciences is developing an interdisciplinary practice site network
to advance an interdisciplinary model for experiential training and practice at various urban and rural locations.
In the past year, the U of A has worked closely with the AHSB (previously regional health boards), particularly
in east-central Alberta, to combine the strengths of the Augustana faculty based in Camrose with the U of A’s
other health sciences faculties. This will provide better services to rural communities and smaller urban
settings. The Alberta Centre on Aging will focus on the Camrose region, which has the highest proportion of
elderly population in the province. The University’s dietetic internship program places dietetic interns in health
regions throughout the province. Many of these interns support community nutrition programs in rural and First
The University of Alberta also values its relationship with the Alberta Cancer Board and the Alberta Cancer
Research Institute. The U of A is pleased to collaborate with these partners in the province’s commitment to the
Cancer Prevention Legacy Fund.
A Call for Daring Investments
When Alberta became a province its first premier, Alexander Rutherford, made higher education a priority,
putting the University Act into legislation as quickly as possible. Since then, the University of Alberta—the
province’s university—has consistently received strong support from Alberta’s citizens. Building a high quality
post-secondary institution that delivers excellence in both learning and discovery requires significant
commitment from faculty, staff, students and alumni, and major investment from the public it serves.
Now 100 years after the U of A first opened its doors, the historical record of achievement and growth
demonstrates the incredible returns that have followed upon Albertans’ investment in their provincial university.
As the U of A steps into its second century and aims to advance to the elite level among public universities, it is
clear that a new level of investment will be required to build on what has already been achieved to propel
Alberta’s post-secondary education forward.
Investments in the U of A’s operating revenues have an impact on every function, from the hiring of faculty and
staff to the maintenance of buildings and facilities. Recent provincial government commitments to increase
annual base operating increments by six per cent and to guarantee replacement tuition funding are critical to
ensure the quality of the post-secondary system and its transformation into an innovation engine for Alberta.
The Alberta Government’s commitment to match private donations to post-secondary institutions through the
Access to the Future Fund has also had a very positive impact upon the U of A’s ability to raise new and
transformational revenue. This important incentive to leverage private funding sources needs to be activated at
its fully-funded level. Matching funds make a significant difference in developing student scholarships and
bursaries. The University considers student financial support a priority for ensuring the success of its students,
especially those living with disabilities and those from financially disadvantaged families, rural communities,
and under-represented cultural settings. At the same time, the University recognizes the importance of
providing incentives to top students to attract them to the U of A for their post-secondary education. In 2007-08,
the University administered approximately $22 million in needs-based bursaries and another $50.5 million in
Yet, in spite of successes like these, according to the latest available comparative data, the U of A’s total
funding per FTE student was sixth among its G13* peers. In addition, deferred maintenance of the U of A’s
buildings and facilities has risen to the $879 million cost level and threatens to hinder the integrity of the
University’s infrastructure and therefore its support of students, faculty and staff.
The Group of 13 universities consists of: Alberta, British Columbia, Calgary, Dalhousie, Laval, McGill, McMaster, Montreal, Ottawa,
Queen's, Toronto, Waterloo and Western Ontario.
19 2007-2008 University of Alberta Annual Report: Final Edition
Investing in Facilities and Infrastructure
A vital component for increasing quality at the University of Alberta is to improve and maintain its facilities and
infrastructure. Well-maintained facilities are fundamental to faculty, staff, and student health and safety, and to
the U of A’s ability to attract and retain the best people. The Alberta Government’s increase in special projects
funding has allowed the U of A to target major issues for select projects. With increased funding levels, the
University is now able to start to address the backlog of deferred maintenance in selected facilities.
The University calls for the continuation and augmentation of this program to address a host of preservation
issues across the U of A’s campuses in the areas of both functional and infrastructure renewal. If, instead,
funding ceases or continues to be deferred, the U of A is at substantial risk of a system failure that could shut
down facilities and disrupt teaching and research activity. Currently, the Alberta government recognizes
deferred maintenance costs for the U of A at about $879 million, but this figure more than doubles to $1.79
billion with allowances for building code or accreditation upgrades, removal of hazardous materials, or
functional renewal of building systems.
Once the deferred maintenance backlog is overcome, ongoing functional and infrastructure renewal will need to
remain about 1.5 to 2.0 per cent of the replacement value of its buildings and infrastructure each year (i.e.
about $42 - 56 million for 2008-09). Applying appropriate resources to preservation in the first place is essential
to prevent further escalation of deferred maintenance. Support is also essential for the renewal of furnishings,
fixtures, and equipment more generally. Student residences present a special case, as they are subject to
municipal property taxation and are not included in current Alberta government funding programs, yet they are
a leading component in the quality of the residential student environment. Government funding for deferred
maintenance in student residences and investment (equity) in residence expansion will be critical to facilitating
the accommodation of thousands of students from Alberta, Canada, and the world, as Alberta and the U of A
continue to grow.
Major space renewal projects create costs to lease “decant” space or to renew occupied buildings while
maintaining a safe and proper working environment for the occupants. A decant building would provide the
University with flexibility to accommodate larger-scaled projects in open buildings and would hasten the
schedule and reduce the costs of renewal projects.
Over the past few years, construction inflation has distorted project budget estimates and put pressure on
efficiency, project delivery options, productivity tracking, program achievement, procurement strategies, value
engineering assessments and special initiatives. New Alberta Government funding for the planning and
schematic design of capital projects would help in a number of ways. Detailed scopes of work would provide
more accurate scheduling and budgeting details, identify the site constraints of older buildings designated for
renewal, and move projects more quickly into construction. Examination of various delivery and procurement
models (design-bid-build, P3, alternate financing, design-build) could improve best value for each specific
project. New planning funds would be particularly effective for sustainable development of the South Campus
to meet the needs and mitigate the risk to both the Government and the University.
New government infrastructure programs are also needed to address the maintenance and evergreening of
information technology installations, with their unique problems of rapid obsolescence. A new information
technology plan at the U of A addresses the amazing complexity of this growth activity, cutting across every
aspect of university operations. Its proposals respond to the aspirations of Dare to Discover and areas of
commitment in Dare to Deliver, while they also ensure equitable distribution across the University’s many units.
The plan also seeks a service-oriented approach to planning, deployment and sustainability, and addresses the
need for continuous change.
Managing the Risks; Daring to be the Best
Like any major institution or corporation, the University of Alberta must deal with a variety of risks that have the
potential to hinder its growth and realization of its vision and cornerstones. A new 10-year Strategic
Preservation Plan for Maintenance and Functional Renewal identifies urgent priorities for remediation and
functional improvements. Since 2003, the U of A has made great strides towards an effective entity-wide
internal control system. The U of A documented a framework for internal control and continues to focus on
various elements of that framework, including a control self-assessment process.
2007-2008 University of Alberta Annual Report: Final Edition 20
Early in 2008, the new portfolio of Risk Management Services was established to coordinate six administrative
units dealing with various elements of University risk: campus security services, environmental health & safety,
insurance and risk management, emergency management, resource planning, and University policies &
procedures. Starting with 10 identified categories of institutional risk, Risk Management Services will continue
to mitigate risk to the U of A while building a culture of risk management and compliance.
The fact that the U of A has to manage risk indicates that the institution is moving onto a new level of
achievement and opportunity. As the University moves higher, it risks more, but is ready to meet those new
challenges. The U of A is daring to be more than it is, daring to be a world leader in learning, discovery, and
citizenship, daring to lead Alberta into new territory. The faculty, students, and staff of the U of A have
expressed the courage to meet and challenge the world with new approaches to knowledge, understanding,
The Government of Alberta’s six per cent annual increases to base-operating funding have proven to be
instrumental in preventing the downsizing of the University’s faculty and in dealing with operational and
maintenance pressures. Additional transformative funding would allow the U of A to hire additional professors,
recruit more graduate students and address critical infrastructure issues that would amplify both learning and
research at the University, thus enhancing the quality of the post-secondary system and its contributions as an
innovative engine for Alberta.
As the history of the last 100 years demonstrates, the potential returns of such investment are central to
Alberta’s future. These returns include extremely well-prepared graduates, innovations for future development
and myriad economic ripple effects, both short- and long-term.
The Government of Alberta has the opportunity to expand and push Alberta’s post-secondary education system
to the highest level. With a transformative infusion of investment, much could be accomplished. The U of A
could attract many new graduate students and professors, enriching both the teaching and research
environment on campus, thus building the kind of critical mass that top scholars look for. The University can
markedly enhance its service to students from outside Edmonton by increasing the residence capacity for
undergraduate and graduate students to 20–25 per cent from the current 12 per cent. Transformative
investment would secure the globally competitive leadership position of the U of A and Alberta in international
post-secondary education and research. The return on investment would include:
• increased quality and productivity of the university and its graduates in meeting Alberta’s
• heightened ability to attract talent and industry to Alberta;
• economic diversification;
• world-class health science education and health care delivery;
• energy and environmental sustainability; and
• countless other benefits that will rebound to the province through the U of A’s reputation of
Integrated support from government, business, community agencies, individuals, and other partners can make
all the difference in the building of one of the world’s great universities for the public good.
21 2007-2008 University of Alberta Annual Report: Final Edition
2007-2008 University of Alberta Annual Report: Final Edition 22
University of Alberta Performance Indicators
Performance indicators are starting points for monitoring progress toward expected outcomes and goals
(cornerstones). Those that follow provide three years of results against 2010-11 targets introduced in the
University of Alberta’s University Plan 2007-11. An additional indicator tracking the University of Alberta’s total
sponsored research revenue relative to its Canadian peers has been added since the release of the 2007-11
University Plan. Targets were in large part set to reach for attainable progress (eg, five to ten per cent) over the
2005-06 baselines. The following 18 indicators are meant to gauge progress towards the University of Alberta’s
Vision, Dare to Discover, and its four cornerstones. They include those required by Alberta Advanced
Education and Technology and wherever possible, attempt to track outcomes rather than input or process. In
some instances, indicators overlap more than one cornerstone, and at this university-wide level, progress
towards the indicator targets will be, and are a result of, the integration of various detailed strategies of the
university’s many faculties and units focused on their particular goals with reference to their appropriate
These indicators for the University of Alberta were chosen and developed on the basis of input from key
university partners as well as the planning efforts that produced the university’s academic plan, Dare to Deliver,
and those of the faculties and administrative units. Performance information provides important indications to
students, faculty and staff, the Board of Governors, governments and the community as to the overall trends
and challenges along the university’s journey toward its vision.
23 2007-2008 University of Alberta Annual Report: Final Edition
Cornerstone 1: The University of Alberta will attract and retain talented people
1.1 Student/Faculty Ratio
Student-faculty ratios at the institutional level provide a general indication of the available level of resources for
the student learning experience. A significant part of the student experience depends on access to faculty (e.g.,
opportunities for interaction or feedback on work). Thus the ratio reflects much more than class size. From
2002-03 to 2005-06, the ratio of students to faculty members increased steadily, but has dropped slightly since
2005-06. The 2010-11 target is contingent on implementing new funding for new professors. The growth of full-
time continuing faculty depends not only on additional base operating funding, but also on the level of
competition from other universities nationally and globally who are increasing their efforts to attract world-class
researchers and instructors.
2007-08 Student/Faculty Ratio
(Fall FTE* students per full-time faculty (including medical and dental)
21.4 22.0 22.6 22.4 22.0
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2010-11
*Fall FTE figures accommodate North American peer comparisons. FTE (Full-Time Equivalent) is calculated by adding all full-time students
(at least three courses) plus 1/4 of part-time undergraduates and 1/ 3 of part-time graduate students.
2007-2008 University of Alberta Annual Report: Final Edition 24
1.2 Undergraduate/Graduate Student Ratio
Many leading public research universities have a 3:1 ratio of undergraduate-to-graduate students that helps to
foster a dynamic, discovery-based learning environment. The University of Alberta has an undergraduate-to-
graduate ratio well above that of top public four-year universities and must make a substantial investment in
graduate students to reach its target. Given the downward trend over the past six years, progress is evident
although slow. Just as global competition for top faculty is intensifying, so too are efforts among universities to
attract the best and brightest graduate and PhD students.
Fall Full-time Equivalent (FTE*) Undergraduate /Graduate Student
Ratio (excluding Postgraduate Medical Education students)
6.5 : 1
6.0 : 1 5.7 : 1 5.6 : 1
6 5.5 : 1 5.2 : 1
Ratio 4.5 : 1
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2010-11
*FTE (Full-Time Equivalent) is calculated by adding all full-time students (at least three courses) plus 1/4 of part-time undergraduates and 1/3
of part-time graduate students. Augustana enrolment included beginning in 2006-07.
** The 2010-11 target is contingent upon new funding for additional graduate students.
1.3 Full Load Equivalent (FLE*) Enrolment Projections
These projections are based on the funding levels currently known for enrolment growth, but further Alberta
government initiatives for growth are expected. With these resources, the university has set in motion
strategies to pursue selected long-term objectives within the enrolment growth. These include representative
proportions of undergraduates from rural and aboriginal communities of Alberta, as well as higher proportions
of undergraduate and graduate enrolments with international visas.
May to April FLE 2008-09
2006-07 2007-08 Estimated 2009-10 2010-11
Actual Actual Actual Projection Projection
Total Enrolment 32,328 32,673 32,459 33,356 33,963
Undergraduate 27,067 27,083 26,841 27,311 27,673
Graduate 5,261 5,589 5,619 6,046 6,290
Proportions of Headcount (Full-time plus Part-time) Enrolment
Alberta undergraduate enrolment from rural** Alberta: 2005-06: 26.6%; 2006-07: 22.6%; 2007-08:22.6%
Alberta undergraduate enrolment of self-identified aboriginal: 2005-06: 2.5%; 2006-07: 2.7%; 2007-08:2.8%
Undergraduate enrolment with international visa***: 2005-06: 4.6%; 2006-07: 4.9%; 2007-08: 5.8%
Graduate enrolment with international visa***: 2005-06: 17.4%; 2006-07: 20.6%; 2007-08: 21.8%
*FLE (Full-Load Equivalent) measures every student’s actual course load against a normal full course load, which varies by program.
**Rural means home addresses outside greater Edmonton and Calgary census divisions.
***Undergraduate and graduate student visa enrolment proportions have been revised to include part-time students.
25 2007-2008 University of Alberta Annual Report: Final Edition
1.4 Faculty and Staff Honours
Recognition of excellence through awarded honours is an important measure of institutional quality. The
following graph tracks selected top national and international awards for teaching, research, administrative and
workplace contributions. Targets set for 2008-11 were based on a modest 10 per cent increase over 2003-06.
The number of honours and awards received in the past two four-year periods (2004-07 and 2005-08) have
shown growth in both national and international faculty honours, demonstrating a concentration of recognized
scholars at the University of Alberta. Particular growth was seen in the number of new Royal Society of Canada
fellows at the University of Alberta with 12 inducted in 2007 and 10 in 2008, up from five in 2006.
Honours Received by University of Alberta Faculty and Staff
over Four-Year Periods
National Administrative 17 Actual 2004-07
19 Actual 2005-08
3 Target 2008-11
International Administrative 3
National Faculty Honours 36
International Faculty Honours 11
Sources: International and national award websites.
1. The values presented above represent the total number of awards received by University of Alberta administrative staff and faculty for the
years 2003-2006, 2004-2007 and 2005-2008. The target is to increase from the 2003-2006 totals by 10 per cent by 2008-2011.
2. National administrative honours include a number of awards administered by the Canadian Association of University Business Officers,
the Canadian Association of Research Libraries and the Canadian Council for the Advancement of Education.
3. International administrative honours include a number of awards administered by the National Association of College and University
Business Officers, the Society for College and University Planning and the Council for Advancement and Support of Education.
4. National faculty honours include: 3M Teaching Fellowships, Federal Tri-Council’s Highest Prizes (excluding 2008 data), Killam
Fellowships, Molson Prizes, Royal Society of Canada Fellowships, Royal Society of Canada Prizes, 3M Teaching Awards, Governor
General’s Literary Awards and Steacie Fellowships.
5. International faculty honours include: Sloan Research Fellowships, American Academy of Arts and Sciences Awards, Guggenheim
Fellowships, ISI Highly Cited Researchers, American Association for the Advancement of Sciences Awards, Royal Society of London
Fellowships and Howard Hughes Awards and Fellowships.
2007-2008 University of Alberta Annual Report: Final Edition 26
Cornerstone 2: The University of Alberta will represent excellence in learning, discovery and
2.1 Graduate and Undergraduate Completion Rates
Progress has been made in completion rates among masters and doctoral students in the latest update, but not
for undergraduate students. By its nature, this indicator will take some time to improve, since strategies
implemented with current students will generate indicator results many years later. The completion rates
presented below are affected by a number of factors such as student transfers and “stop outs,” for example, to
work in a booming resource development economy. The objective, however, is to encourage both higher rates
and greater speeds of completion. The target set for 2010-11 is to increase 2005-06 actuals by five per cent.
Completion Rates 2006-07
(after six years) 68.1%
Masters (after five 76.2%
PhDs (after nine 67.7%
Note: 2005-06 actuals have been corrected since the 2007-2011 University Plan. This has resulted in an adjustment to the 2010-11 targets
to preserve the intended five per cent increase.
Source: University of Alberta Strategic Analysis Office undergraduate figures as submitted to CSRDE (Consortium for Student Retention
Data Exchange) and masters and PhD figures as submitted to the G13 Data Exchange.
27 2007-2008 University of Alberta Annual Report: Final Edition
2.2 Student Satisfaction with Educational Experience (biennial survey)
Alberta Advanced Education and Technology measures student satisfaction with educational quality through its
biennial Graduate Outcomes Survey of graduates two years after degree completion by asking them “Overall,
how satisfied are you with the quality of your educational experience?” Improvements will take some time to
record with graduates two years out. It is for that reason that a modest increase in satisfaction is targeted over
the four-year planning period. Interim tracking can come from National Survey of Student Engagement (NSSE)
of current student impressions. NSSE also tracks a great variety of particular experiences which can help to
measure progress with specific improvement strategies. The 2008 NSSE survey revealed that on average,
University of Alberta seniors rated their overall university education experience higher (2.94 out of 4) than their
peers at other G13 universities (average 2.83 out of 4).
Proportion of students satisfied or very satisfied with their
2004 Graduates in
2006 Graduates in
2010-11 Target 90.0%
Source: Alberta Advanced Education and Technology’s Biennial Graduate Outcomes Survey
2007-2008 University of Alberta Annual Report: Final Edition 28
2.3 Innovative Learning Experiences
Non-traditional approaches to learning are increasingly important elements of the academic environment at the
University of Alberta. Program-related work, international and community experience, and discovery learning
help tremendously to enrich the student experience. The university is expanding the number of programs that
include international, discovery learning, work and community experiences, and the trend is positive as 2007-
08 student participation in international exchanges in moving towards the 2010-11 target, whereas program-
related work experience has dipped slightly in 2007-08, but faculties and administrative units are taking
initiatives to reverse this trend. For example, during the period 2006-08, the Faculty of Engineering
implemented a major expansion of its cooperative education program. The benefit of these initiatives will not be
reflected in this indicator until these students graduate a few years into the future.
Proportion of Students Participating in
Innovative Learning Experiences
International 1.5% 2007-08 Actual
Exchange 1.8% 2010-11 Target
Work Experience** 43.6%
*Proportion of FTE fall and spring/summer enrolment.
**Proportion of graduates. Excludes articling law students.
Teaching and Learning Enhancement Fund and Special Initiatives Fund
***Approved initiatives include Community Service Learning, Interdisciplinary Studies 410, Science 100 and Writing-Across-the-Curriculum
****Special Initiatives Fund one-time awards plus Teaching & Learning Enhancement Fund projects and research awards.
29 2007-2008 University of Alberta Annual Report: Final Edition
2.4 Scholarly Publications and Creative Works
This indicator will reflect articles published or creative works presented by faculty and library professionals in
recognized high-profile journals and venues, as selected by faculties, departments and library offices
appropriate in each of their areas. A process to implement this indicator has been developed and will be
initiated in the coming year. Target will depend on the revealed base data.
2.5 Students per Designated Study Space
The increase of designated student study space available continues to signal the university’s commitment to
learning, discovery and incubating scholarship. The ratio has slightly decreased in response to completion of
some of the planned renovation and repurposing projects. Further reductions are anticipated as renovations
are completed and new designated student study space comes on line by the end of 2008. The university
continues to identify funding required for these efforts in the context of Alberta Advanced Education and
Technology’s Roles and Mandates Policy Framework.
Number of Students per Designated Study Space*
2005-06 Actual** 6.9
2006-07 Actual*** 7.8
2007-08 Actual 7.7
2010-11 Target 5.0
*Designated study space includes individual and group study spaces at University of Alberta libraries (excluding Augustana for 2005-06). It
does not include casual, residence or computer lab study space.
2007-2008 University of Alberta Annual Report: Final Edition 30
2.6 Sponsored Research Funding
The level of funding for research from external sources is a result of application success, most of it in the
context of peer-reviewed competition, and thus constitutes both a measure and support of scholarly excellence.
In 2006-07, the University of Alberta ranked second in Canada for attracting research support from the
Canadian and other governments, Canadian and foreign industry, and from Canadian and foreign associations,
foundations, and individuals. The university will strive to maintain a rank among the top five Canadian
universities. Rank order is used in this case because actual dollar targets are elusive given the volatile nature
of overall funding available.
Rank of Canada’s Top Ten Universities in Total Sponsored Research Revenue
2006-07 ($ millions)
University 2006-07 2005-06
Toronto $854.4 $763.2
Alberta* $481.6 $404.2
Montreal** $415.0 $447.2
British Columbia $401.3 $422.0
McGill $375.7 $397.1
McMaster $346.3 $331.6
Laval $268.3 $258.9
Calgary $254.2 $262.2
Western Ontario $237.9 $225.5
Ottawa $229.0 $243.9
*Includes $21.4 million in 2005-06 and $20.2 million in 2006-07 in clinical trials and related research funding with Capital Health and the
Alberta Cancer Board (not reported to CAUBO).
**U de Montréal entry includes École polytechnique and Hautes études commerciales.
Sources: CAUBO, Financial Information of Universities and Colleges 2005-06 and 2006-07.
31 2007-2008 University of Alberta Annual Report: Final Edition
Cornerstone 3: The University of Alberta will forge strong connections with its community
locally, nationally and internationally
3.1 Graduate Employment Rate (biennial survey)
One measure of success in a university education is the employability of graduates. Based on the outcomes of
Alberta Advanced Education and Technology’s biennial survey, this measure shows the proportion of
University of Alberta graduates (all levels) employed two years after graduation. The objective is to maintain or
better the current high standard.
Graduate Employment Rate Two Years After Graduation
2004 Graduates in 2006 96.5%
2006 Graduates in 2008 98.0%
2010 Target 96.5%
Source: Advanced Education and Technology requirement from biennial survey of graduates.
Note: 2008 data includes Augustana.
3.2 Faculty and Librarians Community Engagement
This new indicator will demonstrate the proportion of continuing faculty and librarians engaged in recognized
citizenship involvement components, including international collaborations, as selected by faculties,
departments and library offices to be appropriate in each of their areas. A process to implement this indicator
has been developed and will be initiated in the coming year. Target will depend on the revealed base data.
3.3 Technology Transfer Activities
Retaining the ability to grant exclusive licenses is essential to company start-up activity, which is a key
contribution to the overall economic impact of university licensing of new technologies, processes and
innovations. Start-up companies enable the university to share new knowledge with the community and attract
top-calibre researchers and inventors interested in collaborating on leading-edge discoveries. These
technology transfer activities contribute millions of dollars to the municipal, provincial and national economies.
Growth has occurred in the past year in terms of the number of both new start-up companies and new licenses
or options. However, volatile market conditions have contributed to a decline in the realized value of the 37
start-up companies in which the university held equity in the past two years.
Equity holdings or realized value $36.9
($millions, as at March 31) $75.0
Annual number of new spinoff companies 4
20 2006-07 Actual
Annual number of new licenses or options 29
to use University of Alberta technologies 32 2007-08 Actual
Source: TEC Edmonton Annual Reports.
2007-2008 University of Alberta Annual Report: Final Edition 32
Cornerstone 4: The University of Alberta will exemplify transformative organization and
4.1 Administrative Expenditures Proportion of Identified Operating Expenditures
The university seeks a high level of administrative efficiency in its operations, striving for the top level in Alberta
Advanced Education and Technology’s key performance indicator (five per cent or less of expenditures for
administrative purposes). The indicator presented here conforms to the Ministry’s KPI detailed specifications for
a two-year average. Fluctuating sponsored research revenue and capital development activity can change
operating revenue spending patterns. The downward trend in the two-year average proportion of expenditures
going to institutional administration reflects both efforts at efficiency and variations in activity.
Proportion of Operating Expenditures Going Towards
2004-06 Actual 5.1%
2005-07 Actual 4.7%
2006-08 Actual 4.5%
2009-11 Target 5.0% (or less)
4.2 Alumni Support
Engaging alumni in a mutually-beneficial life-long relationship and enlisting their support is instrumental in
achieving the University’s vision of being one of the great public universities of the world. The centenary year in
2008 however presents a significant opportunity to engage greater numbers of alumni donors - particularly first
time donors. Administration therefore projects an increase in alumni giving over the next three years to attain
the goal of 17,000 by 2010-11.
Number of Alumni who Make Charitable Gifts to the University
2005-06 Actual 14,821
2006-07 Actual 14,850
2007-08 Actual 14,409
2010-11 Target 17,000
33 2007-2008 University of Alberta Annual Report: Final Edition
4.3 Library Quality
Library quality matches superior information resource collections with quality access and other public-facing
services - the latter both on-site and by way of networked applications. Appropriate indicators of collection
strength and service quality would include, but not be limited to: ranking surveys conducted by organizations
such as the Association of Research Libraries (ARL); and internal service quality surveys conducted by the
Library, or on behalf of the library. Through attention to these measures, the University of Alberta Library strives
to be ranked in the top 10 of the ARL Criteria Index by 2010 and strives also to close any perceived services
gap between service expectation and service delivery.
Year Rank* in North America
Actual 2005-06 27
Actual 2006-07** 19
Target 2010-11 10
*This rank is based on ARL's new Expenditure-Focused Index, which is derived from individual library scores on the following variables: total
library expenditures; salaries an wages for professional staff; total library materials expenditures; and the total number of professional and
**Latest data available from the ARL.
Source: Association of Research Libraries (ARL).
4.4 Endowment Market Value
A university’s endowment provides support for scholarships, teaching, research and other educational
programs now and in the future. It also provides leverage, allowing the institution to develop new and
innovative opportunities. The volatility of financial markets has an impact on the value of the University of
Alberta’s endowment, and the target set in 2007 will be reconsidered for reduction in light of massive
financial market declines.
Value of Endowment Funds as at March 31, 2008 (millions)
2005-06 Actual $640
2006-07 Actual $751
2007-08 Actual $734
2010-11 Target* $725
*The target has been reduced from its original $880 million level in light of massive financial market declines.
Source: Statement of Financial Position at March 31, 2008.
4.5 Faculty and Staff Survey Response
Several approaches have been investigated, and decision is pending on the most effective way to proceed.
2007-2008 University of Alberta Annual Report: Final Edition 34
In 2007–2008, University of Alberta initiated academic and strategic planning processes outlined in its 2007–
2011 University Plan. The transition is already underway to a focus on new targets for the next year. They are
in many ways consistent with the university’s previous directions, but the prospects for Albertans in the near
future have escalated in the context of Alberta’s unusual new possibilities.
Enhanced ambitions simply increase the stakes for imaginative responses to the key risks and
challenges. As the university advances, it is now in a global competition for internationally esteemed
faculty. It faces increased pressures on operating resources, space, and infrastructure which all have
impacts on student learning experience. The returns on immediate and sustained investment, however,
are very significant: an Alberta talent pool that competes with and attracts the best in the world and a
province that is recognized around the world as a region of innovation, enterprise and quality of life. The
University of Alberta has been preparing for this opportunity for the last century and its students, faculty
and staff stand ready to join the Government of Alberta and the university’s many other stakeholders in
jumping forward to the next transformative stage.
35 2007-2008 University of Alberta Annual Report: Final Edition