The following information is a summary of the main themes heard during the first three phases of the Strategic Enrolment and Retention Planning process. 

Retention is Paramount and the Student Experience is of the Utmost Importance

• It is not just about improving customer service but creating unique learning opportunities and offering high quality programming and creating a sense of community and engagement for all learners.
• Creating a positive and supportive environment is vital. The student experience can vary significantly from program to program and campus to campus.
• Whether it is the infrastructure they intersect with, off-campus housing supports, remedial academic supports or access to required and elective courses, we must improve and increase the programming and supports for currently enrolled students.
• There are distinct silos with complicated decision-making structures.
• We see units working against each other more than with each other, with the student experience suffering from this ineffective approach.

Moderate Growth is Possible but Not Across the Board and Appropriate Infrastructure and Resources are Needed

• Aggressive growth at all levels of the institution is neither achievable nor sustainable over the next 4-5 years.
• Modest growth of 2-3% must be planned, strategic and targeted to areas where there is capacity.
• Academic and administrative structures must support our SERP initiative and modest enrolment growth, especially at the international level, should not be seen as the answer to Memorial’s budgetary shortfalls.
• Growth in PhD student numbers should be supported as they are the “engine” that supports research.
• Growth in Masters programs should be thoughtful and strategic to ensure they do not negatively impact undergraduate programming and are not seen as just an avenue to increase revenue.
• Work needs to be done to identify areas/programs that are oversubscribed or whose current enrolment levels are leading to retention, academic integrity, or resourcing issues.

Agreement that Memorial Cannot Continue to Try to be Everything to Everyone

• Memorial has historically tried to be everything to everyone.
• This is true of academic offerings as well as research and administrative pursuits.
• Memorial cannot afford to continue in this manner.
• Memorial must change – it cannot be stagnant.
• Review of academic offerings as well as research and administrative pursuits should occur to ensure we concentrate efforts and limited human and financial resources on areas that lend to Memorial’s strengths, strategic priorities, overall reputation and need to be innovative.
• Continuing to support programs and areas that make Memorial unique and contribute to the province’s economic and cultural development is essential.
• Memorial needs to be okay with identifying things that are not working and should develop a framework or process to cease operations.

Recruitment/Retention of NL and International Students Should be Prioritized

• While there is uncertainty around the Canadian government’s announcement of caps on international student visas, recruitment of international students remains essential to Memorial.
• International students are needed to help the institution, the economy of NL and society.
• International students make the institution and the NL students enrolled at Memorial better through the diversity they bring.
• When we had lower tuition, recruitment was easier.
• We need to compete for every student, and we want NL and international students to come and stay at Memorial for its reputation.
• We need to be an attractive option for NL students to come to Memorial.

Organizational Structures/Policies and Financial Modelling are Impediments to Enrolment Planning

• There is genuine excitement, interest and support for an enrolment plan that provides tangible goals, strategies, and tactics.
• Existing structures and policies, both academic and administrative, are seen as impediments to achieving any approved enrolment plan.
• Participants fully support taking 1-2 years of a 5-year plan to try and investigate and address some of the challenges.

Rightsizing as a Concept Makes Sense, but the Terminology is Problematic

• “Rightsizing” as a concept is intended to mean concentrating efforts on what Memorial does well and contributes to its overall reputation and strategic initiatives makes sense.
• This is especially important during an era of limited resources and reduced funding.
• The term “rightsizing” however is problematic as for some it may immediately mean “downsizing” or “cutbacks”.
• Faculties/schools/units define “rightsizing” differently and we want to avoid negative connotations.

Memorial Still Has Lots to Celebrate

• While there needs to be an honest recognition that people are tired, respondents are for the most part hopeful that Memorial can “right its course” and move towards better days.
• Despite what seems to be constant “negative press” for Memorial, there are successes to be celebrated.
• Memorial should do a better job at celebrating and communicating wins – both internally and externally.
• The number of challenges needed to be addressed may seem daunting, but they can be less so by identifying, measuring, and celebrating the small achievements along the way.