UBC strives to keep fee increases as low as possible, with all increases determined based on several inputs:

• The recommendations made by the administration after an analysis of inflationary pressures (such as the Consumer Price Index, labour relations agreements with faculty and staff) and their impact on maintaining university operations, review of new to UBC student surveys, and benchmarking against tuition rates, student financial aid, and trends of comparable educational institutions, including the U15 Group of Canadian Research Universities — a collective of some of Canada’s most research-intensive universities.
• A consultative, institution-wide budget process involving elected student leaders, Vancouver and Okanagan senates, senior staff, academic heads and directors, associate deans, and deans, to assess operational needs at the university.
• Student input via feedback collected from student surveys and past tuition consultations, guided by UBC’s Tuition Consultation Policy.
• The university strategic plan, Shaping UBC’s Next Century and current university priorities, which focus on the health and wellbeing of UBC’s students, faculty and staff, and include:
  • Equity, diversity, and inclusion with a specific focus on anti-racism (in alignment with People and Places)
  • Indigenous engagement, and the implementation of the Indigenous Strategic Plan (in alignment with Local and Global Engagement)
  • The launch of the President’s Academic Excellence Initiative (in alignment with both Research Excellence, Great People, and Transformative Learning)
  • Sustainability and Climate Action (applies to all four core areas of the Strategic Plan)

Based on the Bachelor of Arts, as an example, in 2025/26:

• A 2% increase for new and continuing domestic student tuition results in a $119.20  increase for students enrolled in 30 course credits
• A 3% increase in  continuing international student  tuition  results in a $1,415.68 increase for students enrolled in 30 course credits  (for the cohort that started in 2024/25)
• A 5% increase in new international student tuition results in a $2,359.47 increase for new-to-UBC students enrolled in 30 course credits

Based on the Bachelor of Commerce, as an example, in 2025/26:

• A 2% increase for new and continuing domestic student tuition results in a $119.20 increase for students enrolled in 30 course credits (Year 1)
• A 2% increase for new and continuing domestic student tuition results in a $176.64 increase for students enrolled in 30 course credits (Years 2 – 4)
• A 3% increase in continuing international student tuition results in $1,831.83 increase for students enrolled in 30 course credits (for the cohort that started in 2024/25)
• A 5% increase in new international student tuition results in a $3,053.06 increase for new-to-UBC students enrolled in 30 course credits

Based on the Doctor of Dental Medicine (DMD), as an example, in 2025/26:

• A 2% increase for new and continuing domestic student tuition results in a $407.91 increase per year
• A 3% increase in continuing international student tuition results in a $2,577.26 increase per year (started in 2024/25)
• A 5% increase in new international student tuition results in a $4,295.43 increase per year

PROPOSED TUITION AMOUNTS

Students can view the detailed proposed tuition tables for their specific programs — subject to approval by the UBC Board of Governors — at the following links:

UBC Vancouver

• Undergraduate domestic tuition proposal
• Graduate domestic tuition proposal
• Undergraduate international tuition proposal
• Graduate international tuition proposal
• Non-instructional fees

UBC Okanagan

• Undergraduate domestic tuition proposal
• Graduate domestic tuition proposal
• Undergraduate international tuition proposal
• Graduate international tuition proposal
• Non-instructional fees

UBC conducts a benchmarking exercise using a methodology approved by the Board of Governors. The benchmarked peer institutions include several members of the U15 Group of Canadian Research Universities (University of Toronto, McGill University, McMaster University), as well as members of the Research Universities’ Council of British Columbia, Kwantlen Polytechnic University, Douglas College and Langara College.

Benchmarked data includes the latest published domestic and international annual tuition amounts for the Bachelor of Arts and Bachelor of Science programs.

Benchmarking observations

• With the exception of Thompson Rivers University, UBC’s domestic tuition is the lowest of the research institutions in the peer group.
• UBC’s international tuition is the highest of its BC peers and lower than that of the University of Toronto and McGill University, which is consistent with UBC’s Times Higher Education World ranking position within this peer group.

Both Excellence Funds were established to sustain strategic initiatives that support UBC’s goals. These priorities are shared across the university, with faculties and administrative units allocating funding, time, and resources to support them. The following investments, coming from both the excellence funds and UBC’s operating budget, include many student-focused initiatives, such as:

• Investments in the implementation of the Indigenous Strategic Plan (ISP) through allocation of funds to the following: 
  • First Nations House of Learning and the Residential School History and Dialogue Centre
  • Indigenous Research Support Unit
  • Truth and Reconciliation Commitments (UBCO)
  • The office of Indigenous Support Initiatives to fund cross-campus projects to support the implementation of the ISP 
• Sustainability and Climate Action including support for the Implementation of the Climate Emergency Task Force
• Equity, diversity, and inclusion initiatives 
• First year experience
• The President’s Academic Excellence Initiative to recruit outstanding faculty
• Online Education Resources 

• Expansion of student health and wellbeing resources and programming
• Student food security support 
• Embedded Counselling Program
• Delivery of hybrid Student Health and Wellbeing programs and services to meet the needs of students
• Expansion of multi-faith spaces and quiet contemplation spaces for students
• Expanded Health Clinic Services (e.g. Nurse Practitioner) and evening hours (UBCO)

• Continued investment in major enterprise systems renewal — HR and Finance systems renewal complete, with the new student information system in Workday launching this summer/fall.
• UBC seeks to provide all faculty, support staff, and administrators with a fair living wage. Through negotiated agreements with labour groups representing employees of UBC, all faculty and staff receive an annual General Wage Increase aligned with BC’s Public Sector Bargaining Mandate.