Enrolment assumptions

A key element in the IARP is the differentiated growth strategy and the need to continuously monitor and adapt to the ever changing regional, provincial, and global landscapes that impact enrolment trajectories and trends. The university’s Strategic Enrolment Management (SEM) strategies constantly evolve and pivot to respond to opportunities to grow in our areas of strength that align to industry needs, student demand and government priorities.

The 2023–2028 IARP identifies student enrolment growth to 18,000 students by 2030, through expanded enrolment in both degree and non-degree programs and enhanced student retention. To date, deployed SEM strategies have resulted in strengthening reputational brand, multi-year record application number increases, improved student retention, and achievement of our Strategic Mandate Agreement’s (SMA) areas of strength performance targets. Building on this success and capitalizing on future funded growth opportunities aligned with our priorities, we have updated our enrolment target to at least 20,000 students by 2030.

The new, expanded concept of Differentiated Growth 2.0 has also been introduced and discussed at a variety of meetings—the Fall Townhall session, Academic Council, and the Board’s Audit and Finance and Strategy and Planning Committees – just to name a few. Differentiated Growth 2.0 goes beyond simply increasing our market share of traditional students; that is, it reflects opportunities to maximize growth related to regional demographics, program innovation and delivery, non-traditional delivery of innovative programs and targeting expansive growth in high demand areas. It is also about the university making its programs and services available 24/7/365, to meet the needs of tomorrow’s students while providing flexible access to and essential supports (e.g., mental health and well-being) for diverse student cohorts. Importantly, the revised enrolment trajectory also incorporates new program offerings and addresses the increased demand from non-traditional students for reskilling, upskilling and career transitions to meet the labour needs of industry and certain public sectors such as health care and education.

Our enrolment growth successes and future growth plans have positioned the university well as we enter the second year of our SMA4, with the new funding formula providing funding for previously unfunded student seats. We are also situated to qualify for additional funded seats in the government’s priority program areas (i.e., STEM, Health, and Education).

Domestic enrolment

Our top priority continues to be growing undergraduate domestic enrolments and expanded enrolments in graduate level course-based and professional master’s programs. We will optimize enrolments in existing programs so that additional tuition revenues surpass variable expenses. This growth strategy emphasizes capturing a larger share of the traditional direct-from-high school domestic undergraduate market (which will require continued program innovation and development) and students from non-traditional markets. Both will require the repackaging of existing programs to attract students and to enhance our competitiveness in the post-secondary landscape. Providing students with flexibility in how they approach their education is also important. To this end, we will continue to diversify our educational offerings by utilizing multiple platforms (i.e., asynchronous and synchronous online, hybrid, and/or face-to-face modalities) and approaches (i.e., condensed course formats, micro-credential and stackable micro-credential offerings), and the provision of 24/7/365 supports and offerings. Any allocations for programs will be prioritized in these innovative offerings. In addition, scaling co-operative education and work-integrated learning to provide our students experiential learning opportunities remains a top priority, along with an investment in data-driven tools (e.g., early alert systems) and retention programs (e.g., LEAP) to support student success and retention.

International enrolment

Considering recent federal policies and provincial allocations that have significantly reduced international student study permits, the university has adjusted its international enrolment target down from the 2019 level. We will continue to invest in recruitment and strategic partnership opportunities to diversify our international enrolments, including Transnational Education programs, to mitigate the risks associated with geopolitical factors that impact our ability to convert international applications to full-time enrolment (FTE).