The Strategic Enrolment Management Group (SEMG) has developed a Long-Term Strategic Enrolment Management Framework for the university. The framework will act as an enrolment planning guide and lays out a variety of factors for consideration within the enrolment management process. The framework outlines principles, goals and actions aimed at aligning enrolment management with the university's strategic priorities, considers external factors, as well as internal factors.
The Long-Term Strategic Enrolment Management Framework was approved at the March 25, 2014 Senate meeting. To read the feedback that was received, please see below, and to read the Long-Term Strategic Enrolment Management Framework, please click here.
January 17, 2014
Queen’s Strategic Enrolment Management Group (SEMG) released a white paper in September that invited discussion on long-term enrolment considerations at the university. This followed an initial paper, released earlier in 2013, that provided an assessment of internal and external factors influencing enrolment, and recommended short-term enrolment targets for 2013-14 and 2014-15. The white paper provides further context to the many factors involved in enrolment planning and has served as the next step in SEMG’s work to develop a proposed 10-year strategic enrolment plan.
The group invited community feedback on the white paper and received several submissions from campus and community groups and individuals. In addition, the Senate Committee on Academic Development (SCAD) held two town hall meetings, and the white paper was discussed at both a Board-Senate retreat and this fall’s University Council meeting.
To read a summary of the feedback from each meeting, please click on the appropriate link below:
The Alma Mater Society’s Assembly unanimously ratified an enrolment policy paper entitled The Rising Tide that makes recommendations to the university in the areas of student life, financials, academics and Kingston community. You can find the policy paper here.
Additional submissions to the SEMG included the following comments:
• The university must ensure classroom facilities match course enrolments to provide all registered students with appropriate seating;
• The implementation of any changes in first-year enrolment, particularly in the Faculty of Arts and Science, needs to be considered in the determination of section sizes, classroom facilities and the course selection process to provide students with reasonable options for developing a conflict-free timetable;
• There is capacity for new programs, including joint university-college programs and expanded graduate credentials. Increasing offerings in these streams is inevitable; many are in various stages of development; approvals processes should be streamlined and timely to encourage ongoing development and implementation; credit transfer processes should be user-friendly and timely to encourage enrolments;
• Faculties need to retain flexibility in program offerings to respond to ever-changing student demand;
• Distance enrolment and blended learning offerings (including summer time courses) should carry incentives for Faculties to further innovate;
• More aggressive marketing and recruitment is needed, domestically and internationally, to maximize acceptance rates, especially in Arts and Science;
• Non-traditional applicant groups should be prioritized across the university;
• PeopleSoft upgrades will be required to support program development and student satisfaction goals;
• New and sustainable revenue generation opportunities take time;
• Expanded experiential opportunities (e.g. internships) will help attract students and respond to demand/expectations;
• Faculty renewal is critical to enrolment planning.
• Queen’s should continue to strive to increase its racial, ethnic and cultural diversity and articulate its rationale for doing so;
• Queen’s should consider how to ensure recruitment, application and admission processes and requirements are inclusive among students from diverse cultures;
• Inter-cultural competency development opportunities, both curricular and co-curricular, may help attract students to Queen’s;
• Queen’s should seek to maximize leverage of its extensive alumni network around the world to promote strategic profile-building, recruitment at the undergraduate and graduate level, fund-raising, orientation and transition opportunities (for students who are both coming to the Kingston campus and arriving on exchange or post-graduation to a new country) and employment-related advising and support;
• Enrolment planning and resource allocation should consider the steady increase of registered undergraduate and graduate students with disabilities over the last decade, the university’s legal obligations to accommodate these students and the rising caseload and pressures on the Disability Services Office to provide appropriate support;
• A comprehensive housing strategy that includes coordinated, well-planned off-campus intensification in specific areas for mixed resident populations, is required to support any changes in the student population and mix.