Prepared by the Strategic Enrolment Management Team | March 2024
Executive summary (preamble)
Strategic Enrolment Planning is a necessary and critical foundational function for every post-secondary institution.
Strategic Enrolment Management (SEM) can be defined as an organizational concept and a set of systematic activities designed to enable educational institutions to exert more influence over student enrolments. Organized by strategic planning and supported by institutional data and research, enrolment management activities focus on measures and concepts such as:
- student institution choice
- transition to college
- student attrition and retention
- student outcome
Strategic Enrolment Management looks at institutional program mix and delivery over the entire student life cycle.
SEM is not a quick fix or an overnight process. It is about establishing clear goals for the number and types of students needed to fulfill the institutional mission. And it is about promoting student academic success by improving access, persistence and graduation.
VIU has been building and enhancing our understanding and use of SEM concepts and strategies for the last few years. In 2019, a SEM Committee with broad representation from across campus was created. The SEM Committee produced data and information from various working groups. The terms of reference for this committee were revised in 2021 and its leadership team drafted a report which forms the foundation of the current SEM plan.
As part of a renewed focus on SEM, in 2023 VIU contracted the American Association of Collegiate Registrars and Admissions Officers (AACRAO) to produce a report on SEM activities at VIU. The recommendations included enhanced collaboration and communication between the recruitment team, admissions and advising. The report also recommended viewing SEM within a larger planning process. And it stressed the importance of comprehensive endorsement of a SEM plan by leadership, faculties, and support units.
Following on this work the Provost and Vice President Academic tasked a SEM committee to complete a high-level Strategic Enrolment Management Plan for VIU. This plan would advance the important work that was initiated by the 2019 SEM Committee. The newly formed SEM committee met weekly beginning in September 2023. The committee consulted with several areas including:
- the Office of University Planning and Analysis
- the Office of Indigenous Education and Engagement
- the Office of Future Students
- Deans
- Brand and Marketing
In support of the Strategic Plan: People, Place and Potential, the SEM plan builds on the creativity of our people and enhances the impact of our place in our region, province, nation and globe, while facilitating VIU’s considerable capacity to thrive. The SEM Plan will guide decisions around strategic investment of funds and effort in areas such as recruitment and retention to achieve its goals.
Foundation of SEM at VIU
Data-informed decision making has been the catalyst for the creation of all VIU’s institutional plans.
The creation of these plans has chartered the course for VIU. VIU’s Strategic Plan and its accompanying Foundation Plans provide the overall direction of the institution. Defined below, the Plans were used in the creation of the SEM Plan.
(Mukw’lhwet q’ushin’tul tu shniis ttha tat-ulut mustmuxw)
VIU’s Strategic Plan: People, Place, Potential (Mukw’lhwet q’ushin’tul tu shniis ttha tat-ulut mustmuxw) 2021-26 identifies a bold and future-focussed path for building on VIU’s strengths while expanding VIU’s impact in our local and global communities.
People, Place, Potential identifies six goals and four key commitments. These were key drivers for the development of this SEM plan. This plan will not only focus on general enrolment strategies but will align directly with the Commitments found in the Strategic plan.
The Strategic Plan directed the development of six institutional foundation plans:
- Academic
- Scholarship, Research and Creative Activity
- Student Affairs
- Community Engagement
- People Plan
- Operations
All these Plans informed the current SEM plan. And the work that is currently underway is reflected in the strategies and tactics that will advance the SEM plan goals.
All VIU Plans and VIU governance information may be found at Governance, Administration and Planning.
In addition to the Plans identified as foundational, faculties, departments and working groups have created operational plans highlighting priorities for VIU.
Academic and operational areas each have area plans that detail their priorities. Many of these priorities are aligned with VIU’s Strategic Plan and thus the SEM Plan. It is hoped that some of the strategies, tactics and measures from area plans can be used to report on progress towards SEM goals.
VIU has a fully developed Strategic Retention Model (SRM) and plan that is currently implementing several initiatives that are improving VIU’s retention baseline. The SEM Plan recognizes this work and has built on it in its strategies and tactics. See Strategic Retention
- Model Summary Report
- Strategic Retention Model Strategies
- Retention Baseline Report
Environmental analysis/scan
The StrongerBC: Future Ready Plan published by the Government of British Columbia in 2023 states that “over the next ten years, BC will need to fill more than one million job openings. Eighty per cent of these jobs will require workers to have some kind of post-secondary education and training” (p.2). This is a bold statement, and one that post-secondary institutions must pay close attention to when identifying how to support the educational requirements of all learners. The Plan further identifies five priority areas:
- making post-secondary more affordable, accessible and relevant
- providing the innovation and skills needed to fill the jobs of tomorrow faster
- breaking down barriers so everyone can find a job that works for them
- addressing Indigenous People’s workforce priorities, and
- making it easier for people new to Canada to find a job in the field in which they are trained.
It is imperative that VIU’s planning continues to align with the goals of the StrongerBC: Future Ready Plan. The goals of SEM Plan, articulated below, demonstrate that alignment.
As the educational landscape in Canada continues to change, VIU will be required to shift accordingly to keep pace. VIU will need to become more efficient and agile to meet the needs and expectations of stakeholders in response to:
- increased competition for students
- negative population growth
- increasing student diversity
- generational differences in learning
- the use of technology
VIU will have to look internally at the programming offered and assess relevance to today’s economy while increasingly looking to external sources of funding, partnerships and resource sharing to grow.
Despite the best planning undertaken, the post-secondary environment is always susceptible to external factors that impact enrolment and program planning. Of significant note in the Canadian post-secondary institutional context is the recent announcement by Immigration Refugees and Citizenship Canada (IRCC) to impose an intake cap on international study permit applications for two years. This will result in a 35% decrease in study permits from 2023. International students contribute significantly to the University community. While staying in Canada, they enhance the labour market and bring opportunities for Canadian students to learn about other cultures and customs. The cap to international permits will have a significant impact on VIU, Vancouver Island and Canada as a whole. Directly, by having a cap, the enrolment projections for international recruitment at VIU may fluctuate greatly.
A decline in domestic student enrolment is being felt by post-secondary institutions across Canada. In the mid-island region, the percentage of high school graduates that immediately transitioned to post-secondary decreased from 48% in 2016-17 to 40% in 2020-21 (Student Transitions Project: Transitions of BC High School Graduates into BC Public Post-Secondary Education, 2023). Over the last 10 years (2013-14 to 2023-24), VIU has seen a student headcount decline of 26%. Our biggest competitors such as University of British Columbia and the University of Victoria are responding to the situation with strategies such as lowering their entrance GPA requirements to attract more students. So the competition for students will continue to grow. VIU must continue to implement a robust recruitment plan to attract more students and deploy strategic retention strategies to ensure they stay at VIU until they reach their desired goal.
Both domestic and international enrolments have declined from 2013-14 levels. VIU has seen a 26% decline in domestic and 25% decline in international.
The table below compares the enrolment landscape of the last complete fiscal year by student category to 2013-14 enrolments. Developmental programs are pre-university programs that prepare students for entry into additional programming, achieve high school equivalency, or provide essential workplace training. Skills programs are aimed at professional development or personal enrichment. Trades are programs that prepare students for entry-level and apprenticeship positions in a variety of skilled occupations. Vocational programs are skills-related training programs that prepare students for specific occupations.
Table 1: All Semester Distinct Headcount in Fiscal Years 2013-14 and 2022-23 for Domestic and International Student Categories (source Office of University Planning and Analysis Enrolment Snapshot, March 1, 2024).
Note: Total is the unique number of students. Students may be included in more than one row, there fore the sum of the rows may not be the same as the total.
Student and program type | Fiscal year 2013-14 | Fiscal year 2022-23 | Change | Change % |
---|---|---|---|---|
Domestic - Developmental | 1748 | 1221 | -527 | -30% |
Domestic - Graduate | 303 | 556 | 253 | 83% |
Domestic - Skills | 6360 | 2274 | -4086 | -64% |
Domestic - Trades | 1690 | 1317 | -373 | -22% |
Domestic - Undergraduate | 6256 | 6479 | 223 | 4% |
Domestic - Vocational | 714 | 357 | 357 | 50% |
Total domestic enrolment | 15641 | 11574 | -4067 | -26% |
International - Developmental | 880 | 349 | -531 | -60% |
International - Graduate | 353 | 572 | 219 | 62% |
International - Skills | 43 | 9 | -34 | -79% |
International - Trades | 33 | 11 | -22 | -67% |
International - Undergraduate | 866 | 824 | -42 | -5% |
International - Vocational | 1 | 2 | 1 | 100% |
Total international enrolment | 1928 | 1656 | -272 | -14% |
Total all student enrolment | 17566 | 13227 | -4339 | -25% |
Domestic student population can be further examined to note how many Indigenous students were enrolled at VIU in fiscal year 2022-23. The percentage of Indigenous students at VIU has remained stable (10% of students in 2013-14 identified as Indigenous).
Table 2: Distinct Headcount Trends in BA, BBA, and BSc Between 2014-15 and 2022-23 Academic Years (source Office of University Planning and Analysis Enrolment Snapshot, March 1, 2024)
Student Groups | 2014-15 | 2015-16 | 2016-17 | 2017-18 | 2018-19 | 2019-20 | 2020-21 | 2022-23 |
---|---|---|---|---|---|---|---|---|
BA new to VIU | 524 | 501 | 419 | 414 | 547 | 478 | 434 | 505 |
BA continuing | 1671 | 1480 | 1434 | 1390 | 1381 | 1471 | 1539 | 1439 |
Total BA | 2195 | 1981 | 1853 | 1804 | 1928 | 1949 | 1973 | 1944 |
BBA new to VIU | 186 | 203 | 233 | 224 | 177 | 156 | 113 | 198 |
BBA continuing | 662 | 676 | 729 | 645 | 587 | 543 | 544 | 450 |
Total BBA | 848 | 879 | 962 | 869 | 764 | 699 | 657 | 648 |
BSc new to VIU | 165 | 157 | 155 | 145 | 154 | 174 | 163 | 131 |
BSc continuing | 403 | 415 | 408 | 426 | 406 | 439 | 467 | 372 |
Total BSc | 568 | 572 | 563 | 571 | 560 | 613 | 630 | 503 |
Goal two aims to establish VIU as being a choice for students who aim to transfer to another institution. It is challenging to determine where students go after leaving (see retention data below). However, data around how many students transfer into VIU from other institutions can provide information about how many students choose to transfer between institutions. Data from 2022-23 admissions indicate that approximately 20% of students who enter the BA, BBA or BSc start their program with transfer credit.
The average amount of transfer credit that students bring to VIU is 30 credits, which is approximately one year of coursework.
VIU has developed several different retention baseline measures to track student persistence. The measures that will be used in the SEM Plan are those that are strong indicators for the three open enrolment programs (BA, BBA and BSc). The measures are
- Retention Term 1 to Term 7 (first Fall to third Fall)
- Graduation at Term 18 (six years after Fall enrolment)
See Appendix 3 for full reporting on retention baseline measures at VIU.
Table 3 below summarizes retention performance (Term 1 to Term 7) for students who began their BA, BBA or BSc in 2021-22. For comparison, the retention for all other bachelor programs is also provided. These programs include direct entry and primarily cohort-based programs.
Table 3: Term 1 to Term 7 Retention Performance for Bachelor Programs (reported in Spring 2024 for students who started in Fall 2021). (Source: Appendix 3 – Retention Baseline Report)
Program type | Retention | Performance | number of returning students | total students in program |
---|---|---|---|---|
BA programs | 52% | within range | 282 | 546 |
BBA programs | 66% | within range | 93 | 141 |
BSc programs | 67% | above target | 94 | 141 |
All other bachelor programs | 83% | above target | 444 | 538 |
Table 4 below summarizes graduation at term 18 (after six years of enrolment) for BA, BBA, and BSc students who began their program in 2017-18.
Table 4: Graduation at Term 18 (reported in Spring 2024 six years after enrolment in 2017-18) for Bachelor Programs.
Program type | Retention | Performance | number of returning students | total students in program |
---|---|---|---|---|
BA programs | 36% | within range | 182 | 499 |
BBA programs | 54% | within range | 89 | 166 |
BSc programs | 43% | within range | 81 | 188 |
All other bachelor programs | 74% | within range | 399 | 538 |
VIU is committed to creating meaningful work-integrated learning (WIL) opportunities for students. By aligning WIL types and their typical attributes as identified by Co-operative Education and Work-Integrated Learning Canada and the Association for Co-operative Education and Work-Integrated Learning BC/Yukon, VIU has identified well over 100 courses that provide WIL experiences. WIL types commonly used at VIU include
- internships/co-ops
- work experience
- apprenticeships
- mandatory professional practicums or clinical placements
- field placements
To further enrich the experiential learning journey of VIU students, VIU remains steadfast in its dedication to enhancing the Co-Curricular Record (CCR). The CCR provides a platform for acknowledging formalized learning beyond traditional classrooms. The CCR is a tool to capture and professionally communicate learned competencies from student experiences. In the 2022-23 academic cycle, over 450 CCR submissions were validated. These comprised a spectrum of paid and unpaid opportunities. These initiatives focus on
- fostering VIU’s Graduate Attributes
- nurturing essential professional competencies
- offering skill-building experiences crucial for career readiness
Opportunities for students to engage in scholarship, research and creative activity have increased by 48 % in the last five years culminating in more than 3000 student research engagement experiences in 2022-23. These experiences include projects funded by external and internal research grants, course-based research projects, and conference presentations.
SEM Goals and Strategies
The following SEM goals and strategies will guide university recruitment, retention and student success actions for the next five years (2024-29).
Regain and stabilize VIU’s student enrolment by:
- growing the new domestic student population by 2% annually
- achieving the new international undergraduate student population targets provided by the Province of BC (for 2024, 346 enrolments; numbers will adjust annually)
- growing the international graduate student population by 10% annually
Note: international student enrolment will be managed with BC government expectations that overall international student enrolment does not exceed 30%.
Strategy one
Clearly define recruitment targets and create tailored comprehensive plans to drive action.
Strategy two
Align all recruitment materials and communications with our brand.
Strategy three
Provide enhanced, responsive and effective scholarships, bursaries and awards that will attract students and increase the likelihood of their success.
Strategy four
Continue to shift VIU’s recruitment culture to a university-wide perspective that emphasizes collaboration, coordination, transparency and evidence-based decision-making.
Recognize, embrace and support students looking to VIU as an initial step in their educational journey.
Strategy one
Using the framework of Exploratory Studies, create a manageable inventory of transfer pathways to other institutions and promote these opportunities in our marketing and recruitment activities.
Strategy two
Consider options to bring greater awareness to general diploma and certificate options.
Strategy three
Create a limited array of shorter-term Student Record System (SRS) goals to align with Exploratory Studies and encourage students to self-declare and manage their declarations.
Strategy four
Provide proactive and passive advising to students in general diploma, certificate or transfer pathways.
Following the Strategic Retention Model (SRM), increase student persistence by 3% annually to reach the goal retention rates as follows:
BA
- 55% for Term 1 to Term 7 (first fall to third fall)
- 39% for graduation by Term 18 (end of sixth year)
BSc
- 70% for Term 1 to Term 7 (first fall to third fall)
- 48% for graduation by Term 18 (end of sixth year). This represents a 5% increase
BBA
- 69% for Term 1 to Term 7 (first fall to third fall)
- 57% for graduation by Term 18 (end of sixth year)
Strategy one
Create a stronger sense of belonging between first year students and the university.
Strategy two
Review and enhance the advising model to support students through every stage of the degree journey.
Strategy three
Create more flexible pathways to program completion.
Enact the Truth and Reconciliation Commission (TRC) of Canada’s Calls to Action by increasing Indigenous learner access to education.
Strategy one
Increase the number of enrolled Indigenous learners by 3% annually by creating a targeted Indigenous recruitment plan.
Strategy two
Improve retention by developing new and enhancing current supports that create a sense of community and connection for Indigenous learners at VIU.
Strategy three
Invest in and provide education and professional development of the VIU community to ensure continuous improvement in the quality of institutional progress on the TRC and United Nations Declaration of Rights of Indigenous Peoples (UNDRIP).
By 2027, VIU will enhance and expand experiential learning opportunities that lead to career-building experiences.
Strategy one
Conduct an institutional audit of all experiential learning and VIU and increase the number of programs that offer these experiences by 2027.
Strategy two
Develop an institution-wide model for WIL that is implemented across undergraduate, graduate and trade programs.
Plan implementation
Key to the implementation of the SEM Plan is the establishment of an accountability structure that includes
- clear expectations
- regular reporting
- assigned responsibility
At the highest level, the goals and strategies in this plan align with VIU’s Strategic Plan, People, Place, Potential, and have been approved by the Senior Management Team, signaling the commitment of the university’s leadership to this endeavor. The next step is the development of tactics and action plans for each strategy, including:
- assigned responsibility
- completion dates
- assessment measures
In Spring 2024, the implementation process will begin with a reshaping of the SEM Committee into an oversight council with three subcommittees charged with carrying forward aspects of the plan (Appendix 4).
The SEM Council Chair will work with the Chairs of three SEM subcommittees (Appendix 4) to
- identify tactics that advance the stated goals and strategies
- identify who will execute the tactics
- determine critical deadlines to ensure that we are able to achieve these goals
These expectations will be articulated in an accountability plan and will be shared with the community by Fall 2024. The Plan will balance the need for clear expectations against the need for flexibility to learn from our efforts and to adapt to a rapidly changing environment. Success in implementation will require not only organization and accountability. It also will require commitment and effort. Each SEM subcommittee will produce and submit an annual report to the SEM Council detailing their progress.
The entire campus community’s support and involvement is needed. To facilitate campus involvement and support in advancing the plan, a SEM Dialogue will be held annually. The SEM Dialogue will include an update to the campus community on our implementation and will engage the community in conversations regarding advancing the plan and prioritizing actions.
Acknowledgements
In September 2023, the Provost and Vice-President Academic called a committee together to draft VIU’s first Strategic Enrolment Management Plan. The SEM Committee reviewed the extensive work undertaken by the university in 2019-22 to support the development of a strategic enrolment management plan and consulted with the Provost, Deans and key leaders in the university community on the development of the goals and strategies of this plan. The insights, experiences and perspectives of all those who contributed to developing this plan are acknowledged and appreciated. Notably, the following SEM Committee members are acknowledged for their contributions.
SEM Committee Members:
- Carolyn Russell, Vice President, Students (Chair)
- Irlanda Gonzalez Price, Associate Vice-President, Student Affairs (co-Chair)
- Dr. Ross MacKay, Associate Vice-President, Academic Planning
- Fred Jacklin, University Registrar
- Dr. Eve Stringham, Dean, Faculty of Science and Technology
- Dr. Rachel Moll, Acting Dean, Faculty of Education
Appendix
Appendix 1
Strategic Retention Model Summary Report
Appendix 2
Strategic Retention Model Strategies
Appendix 3
Appendix 4
Strategic Enrolment Management Committee Membership
Strategic Enrolment Management (SEM) Council
The SEM Council will discuss, monitor and evaluate all aspects of the SEM Plan. The Council assists the University in establishing, achieving, and maintaining enrolment goals in collaboration with Faculties and Administrative Units by supporting, assisting, and facilitating effective enrolment management activities across the institution and by fostering a campus-wide SEM culture. The primary functions of the Council are to monitor the implementation of the SEM Plan, receive reports from the subcommittees and report on progress to achieve the plan.
Membership:
- Vice President, Students (Chair)
- Associate Vice-President, Student Affairs
- University Registrar
- Associate Vice-President, Academic
- 2 Deans, appointed by the Provost
- Director, Office of Future Students
Student Recruitment Subcommittee
The Recruitment subcommittee will be a standing subcommittee of the SEM Council responsible for establishing and revising the strategies, tactics, and actions primarily for Goals 1, 2, and reporting out to the SEM Council.
Chaired by the Director, Future Students, the Student Recruitment Subcommittee is responsible for:
- drafting tactics and action plans that support achieving the strategies with timelines, accountabilities, and budgets;
- determining gaps between best practices and the university’s student recruitment activities;
- reviewing research and data regarding the enrolment funnel from prospects to enrolled students and making recommendations to improve applications/admits/registered students; and
- providing regular reports to SEM Council on Subcommittee activities.
Membership:
- Director, Office of Future Students (Chair)
- Director, Brand and Marketing
- Director, Graduate Studies and Student Research
- Associate Registrar, Admissions and Registration
- Associate Registrar, International
- Domestic Recruitment representative
- International Recruitment representative
- Office of Indigenous Education and Engagement representative
- Manager, Financial Aid Access, Awards and Resources
- 1 Dean or Associate Dean, appointed by the Provost
- 1 Faculty Member, appointed by the Provost
Student Retention Subcommittee
The Retention subcommittee will be a standing subcommittee of the SEM Council responsible for establishing and revising the strategies, tactics, and actions primarily for Goals 3, 4, and reporting out to the SEM Council.
Chaired by the AVP Student Affairs, the Student Retention Subcommittee will be responsible for:
- drafting tactics and action plans that support achieving the strategies with timelines, accountabilities, and budgets
- determining gaps between best practices and the university’s student retention activities
- considering the variety of needs of associated with our diverse student community and make recommendations on how to meet these, and
- providing regular reports to SEM Council on Subcommittee activities
Membership:
- Associate Vice-President, Student Affairs (Chair)
- Associate Vice-President, Academic
- Director, Student Services
- Director, Centre for Experiential Learning and Student Engagement
- Director, Graduate Studies and Student Research
- Director, VIU International
- Manager, Academic Advising
- Office of Indigenous Education and Engagement representative
- 1 Dean or Associate Dean, appointed by the Provost
- 1 Faculty member, appointed by the Provost
Data Analysis Subcommittee
The Data Analysis subcommittee will be a standing committee of the SEM Council responsible for preparing enrolment models that support the SEM Plan, supporting research to inform SEM Plan implementation, and providing data to SEM Council and Subcommittees as needed.
Chaired by the University Registrar, the Data Analysis Subcommittee will be responsible for:
- preparing enrolment models that support the SEM Plan
- supporting research to inform SEM Plan implementation, and
- providing data to SEM Council and Subcommittees as needed
Membership:
- University Registrar (Chair)
- Director, Strategic Planning and Initiatives
- Associate Registrar, Records and Registration Systems
- IT Enterprise Systems representative
- 1 Dean or Associate Dean, appointed by the Provost
- 1 Faculty member, appointed by the Provost