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Senior Manager, Policy and Enrolment Planning

Department: Institutional Analysis and Planning Effective Date: June, 2013

USG 14

35 hr/wk

Reports to: Associate Director Institutional Analysis & Planning

General Accountability

The Senior Manager, Policy and Enrolment Planning (SM-PEP) in Institutional Analysis and Planning (IAP) is accountable for providing proactive, timely and accurate analysis, evaluation and recommendations in support of internal and external policy development and strategic enrolment planning. This position requires strong background in university operations and the provincial postsecondary education environment, as well as experience in leadership of teams of professional staff. The incumbent will lead teams of Institutional Analysts in providing timely and appropriate analysis of policy and enrolment planning initiatives to ensure that good quality, reliable and complete information is used to deliver support for senior leadership decision making. The incumbent manages and enhances IAP business processes and ensures that data users are provided with a good quality analysis and appropriate interpretation.

Nature and Scope

Reporting to the Office of the Vice President, Academic and Provost, IAP is responsible for providing overall strategic and operational planning support for the University of Waterloo. With respect to policy and enrolment planning, IAP coordinates various analytical activities that lead to the development, implementation and review of internal and external policies, and support of the institutional strategic enrolment plan. Working with our colleagues within the Ministry of Training, Colleges and Universities (MTCU) and the Council of Ontario Universities (COU) IAP will help to support the development of effective postsecondary education policy. The SM-PEP works closely with the Government Relations team, External Relations and the Secretariat in the evaluation and implementation of internal and external policies.

The Office provides senior administrators with analyses appropriate for decision-making regarding policy, priorities and strategic enrolment planning. The Office also serves as a contact point for outside agencies such as the MTCU, COU, Statistics Canada, and others, on matters related to academic and resource planning, policy issues, and other requests for information.

IAP is undergoing expansion of its functions and further differentiation and improvement of various analytical and reporting activities. The role of the PEP team is critical for ensuring that policy directions of the provincial and federal governments are well understood, analyzed and interpreted to inform university decision making. This team also plays a critical role in monitoring and supporting the university’s strategic enrolment plan.

The SM -PEP will work with the IAP leadership team on the planning, prioritizing and management of the core functions of IAP.

The PEP Team provides a strategic university function that relies on the Evaluation and Accountability (EA) team and the Data Analytics & Reporting (DAR) team for sound data,  reporting, monitoring and a well-established accountability framework. The PEP team requires  advanced knowledge of best practices in institutional enrolment management in post-secondary  institutions. The PEP team supports the Budget and Resource Planning (BRP) team in providing analysis of the provincial funding environment and identifying risks and opportunities that will impact the university budget. This team will acquire, develop and maintain knowledge of best practices related to postsecondary education policy and institutional enrolment management.  This work depends upon productive and collaborative relationships within IAP, with each  of the Faculties and administrative units, and especially with the university senior leadership team.

Statistical Data

IAP’s main impact is at the university-wide level.
IAP is responsible for the income projections for the university budget – tuition and fees,
operating grants from government – the 2011/12 income budget was over $400 million.

IAP is responsible for the calculation and allocation of budgets to Faculties and UW
Colleges in excess of $61,000,000.

We maintain computerized, historical databases containing data on student-course
activity for more than 150 terms of registration, faculty appointments, ranks, etc. from
the beginning of the university (1957 – more than 50 years). The existing database has
in excess of 150 data tables, some containing millions of records.

Specific Accountabilities

Bring leadership to the enhancement of the enrolment planning and policy analysis
functions within IAP.

Develop, in collaboration with the other IAP teams and the senior leadership, or their
designates, briefings, reports and analysis to assist in internal and external decision
making, policy development, and enrolment planning.

Work closely with the President, Provost, and senior leadership of the university, to
anticipate and understand policy issues under consideration at the federal and provincial
levels, their potential impacts on the university, and to provide well-considered options,
considerations, and advice to guide university decision making.

Inform implementation strategies for new policies including evaluation of options,
scenario building, and together with the BRP team, modeling and analyses of costs and

Develop and manage an effective team of IAP professionals to support policy and
enrolment planning initiatives.

Ensure positive, supportive and collaborative relationships with other staff and colleagues
within IAP, uW and with external partners.


Specific Accountability Policy and Enrolment Planning

Provincial/Federal Policy Analysis and Support:

Develop and nurture strategic relationships with key contacts at MTCU, COU, and other
universities (within Ontario, Canada and abroad).

Participate in various committees and working groups at the provincial level, including the
Council on University Planning and Analysis (CUPA) to inform the development and
implementation of MTCU policies.

Monitor and anticipate MTCU directions and decisions, as well as provincial, national and
international trends in postsecondary education.

Anticipate and initiate collaborative partnerships with peer institutions to allow the
universities to respond effectively to new policy development.

Interpret and analyze provincial and federal budget announcements to assess impacts and opportunities for the university and recommend response and actions.


Internal Policy Analysis and Support:

Formulate policy alternatives to assist members of the senior university leadership team in making policy decisions, including risk and impact analysis, assessments of proposed policies, and implementation.

Provide research and policy analysis requested by senior university officials such as the impact of various salary policies and the analysis of student ancillary fees.

Act as a resource to key institutional governance bodies and committees, such as the Graduate Student Support Advisory Committee.


Environment Scans and best practices:

Participate in external partnerships and collaborative initiatives such as the U15-DE to optimize collaboration and knowledge exchange with our relevant provincial and national peer institutions.

Conduct analysis and comparisons of other universities’ enrolment planning processes, tools, data etc.

Research trends, innovations and best practices in other institutions, incorporate appropriate strategies and tools into IAP practices.


Enrolment Planning

Gather, analyze, interpret and disseminate information on patterns of student behavior, retention and progression, as well as other internal and external factors, required for enrolment planning and decision-making at all levels of the University. This includes providing direction to the development of institutional enrolment models, which require detailed knowledge of the impact of enrolment targets and MTCU funding envelopes and policies.

Develop the enrolment planning methodologies and mechanisms to support the achievement of the university’s strategic enrolment targets.

Support the development of new academic programs including approval process at the MTCU.

Support academic units in the development of funding proposals directly related to Ontario / MTCU opportunities;




Undertakes and assists in quantitative and qualitative research, prepare technical and business reports and presentations, and undertakes special projects for the Director and Associate Director.

Prepare reports relevant to the development and implementation of policy, incorporating statistical analyses and graphical material for use by, and presentation to the Provost, Director, and other members of the senior leadership team.



Motivate and develop staff by providing continuous feedback, coaching and guidance to IAP analysts in their tasks, projects, and professional development.

Preparation and use of annual performance reviews of the IAP staff.

Providing Institutional Analysts with professional expertise, coaching, mentoring and support.

Advising Institutional Analysts on the selection and use of appropriate statistical and other methods for responding to the data needs.


Relationships and Collaboration:

Development of a productive, collegial working relationship with the IAP leadership team.

Consistent use of the Basic Principles for the uWaterloo workplace.

Building and maintaining effective reporting and collegial relationship with Associate Director, and Director.

Contribute to the development of strategic and operational plans for the IAP office and establishment of the priorities for the office.

Develop a facilitative approach in carrying out the day-to-day and strategic responsibilities.

Prepare and deliver presentations at internal and external meetings or conferences. 

Advise and assist the IAP leadership team in the development of long-range strategies and operational plans for the office and the university.

Participate in relevant internal and external committees and councils, or events.

Working Conditions

Most of the work is performed in the office environment, including regular meetings with various internal and external partners, internal and external committees and networks. 

Occasional travel; teleconferences and webinars for the purpose of project management, information sharing and networking.

Use of computer, audio-visual and other technology to prepare, record, communicate and review data, reports, presentations, etc..