1 Academic Integrity & Quality

Nothing is more fundamental to the continued success of CBU than its ongoing commitment to academic integrity and quality. Integrity defines the ways in which the university community undertakes its core activities – such as teaching, research, learning & assessment. Quality speaks to the content of our degree programs and the learning outcomes our students achieve; quality is a way to talk about and measure excellence. The actions in this section – which address capacity, scholarly values, and graduate attributes – are designed to shape an institutional culture at CBU that deepens our focus on these foundational commitments and thus ensures our future success.


Deepening our commitment to academic integrity and quality by developing an equitable and financially- sustainable definition of capacity that defines the size, composition, and distribution of the student body and human resources

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Under the direction of the Vice-President Academic (Provost) and the Associate Vice-President Academic & Research, develop a strategic enrolment framework that will

  • identify the overall capacity of the university and maintain the university’s enrolment within an acceptable range of that capacity;
  • guide strategic distribution of enrolment through various methods, such as degree planning, course scheduling, program caps, waitlists, etc.;
  • examine admission and language requirements for new students and craft an inclusive philosophy of admissions;
  • balance the mix of domestic (including First Nations and African Nova Scotian), and international students; diversify the student population across countries of origin and CBU academic programs to ensure a positive student experience; and
  • identify the appropriate staffing levels required to ensure high-quality programs


A draft Strategic Enrolment Management (SEM) plan was presented to the university community at the Grand Meeting held on August 22, 2022. Anchored in the goal to achieve academically responsible and financially sustainable enrolment growth, the draft plan includes enrolment-based objectives and six strategies to support these objectives. Feedback was received at the Grand Meeting that will be used to finalize the plan.


Working with the Academic and the Planning & Review Committees of Senate, Provost Group will generate a position paper on the viability of the trimester model, with particular attention to academic quality & integrity and suitability for L’nu learners.


In the spring of 2021, a sub-committee from Provost Group was formed to examine the trends and practices in trimester scheduling and consider its viability at CBU. The committee included: Bilynda Whiting (chair), Patrick Howard, George Karaphillis, Rick Pierrynowski, Marcy MacKinnon, and Janice Esther Tulk.

Research was completed on other institutions to gain a better understanding of the trimester system in Canada. There was also an internal scan of the current spring/summer model at CBU.

The work resulted in the following recommendations:

  1. A full trimester model should be limited to particular programs as deemed appropriate. This currently includes the Bachelor of Science Nursing (BScN) and Bachelor of Education (BEd) programs.
  2. The spring/summer term should be standardized and streamlined to include: one 12-week semester; two 6-week sessions; and one 8-week session. The existing 4-week session should be eliminated.
  3. Clear and consistent start/end dates, as well as add/drop dates, penalty dates, and scheduled exam periods should be established for all options. The 12-week, 8-week, and first 6-week sessions should all start on the first day of the spring/summer term.
  4. Spring/summer should be scheduled such that no classes take place in the month of August (with minor exceptions if required). CBU should consider moving the recommended vacation week to the first week in August.
  5. The quantity and quality of services available to students on campus and online from May through the end of July should be assessed and augmented as necessary. The review should consider academic support, enrolment, recreation, and food services, among others.

The full report of the sub-committee can be accessed at here.


Secure additional space to alleviate pressure on existing physical resources, extend the presence of the university off campus, and promote CBU’s values in the community.


In an effort to alleviate pressure on existing physical resources while extending the University’s presence in the community, several off-campus spaces have been secured. In November of 2021, CBU announced its new downtown classroom space at the Cineplex Cinemas Sydney location. In addition to the 8 theatres in use as classroom space, an office was opened next door where students can meet with faculty members and support staff. In 2022, office space on the top floor of 500 George Street was secured for the University Relations, Strategic Communications, Development and Alumni and the Centre of Excellence for Healthy Aging teams. In addition, space was secured on the ground floor for post-baccalaureate program faculty, along with study space for post-baccalaureate students.


Deepening our commitment to academic integrity and quality by cultivating a shared understanding of policies and practices related to scholarly values

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Deepening our commitment to academic integrity and quality by enabling student attainment of the CBU graduate attributes

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