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StratEgIc goal fIVE

to be an engaged partner of governments (municipal,

provincial, federal), the private sector, alumni and

friends of queen’s. our partners will look to us as

both an important resource and as an agent of change,

and as a result will invest resources in queen’s to

advance our mission.

Engagement With our Multiple communities

Even as Queen’s demonstrates excellence across its mission of teaching and research, we must

be deeply aware of and responsive to the needs of society in a way that is consistent with

and supportive of our values and mission. Our approach will earn commitment and financial

support that will advance our priorities and increase the quality of our support and services

for faculty, students and the communities we serve.

Queen’s approach to engaging our communities will build on our enduring bond with

generations of alumni, our historical relationships with governments at all levels, and our

valued and long-standing relationship with the Kingston community. We are committed to

strengthening these ties in a mutually productive way and fostering broad recognition of

Queen’s as an important public resource and partner in service to society.

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Strategic goal Five – engagement with our multiple communitieS

Specific objectives

Expand and enhance our relationships and interactions with local, provincial

and federal governments and with the local community.

Enhance our capacity for proactive strategic communications to support the

mission and priorities of the university.

Engage alumni in the life of the university, starting from their earliest

experience with Queen’s as students and extending throughout their lives.

Continue to support a vibrant and productive fundraising and development

capacity at the university.

Through the Queen’s learning environment (curricular and co-curricular),

foster in students a sense of belonging and shared responsibility, not only

in the university, but in the Kingston community, Canada and the world.

Provide a leadership role in working with other institutions and

governments to promote the value and significance of the education and

research missions of universities.

Consistent with our mission and values, develop and support partnerships

with the community, industry and governments that will enhance our high-

quality academic programs and research while generating new investment

in the university.

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recommended initiatives

EffEctivE GovErnmEnt rElations

Increase Queen’s profile and activity at all levels of government and seek ways

for Queen’s to support and be a resource to government-driven initiatives.

Position Queen’s – its leadership, faculty and students – as a resource, and build on

federal, provincial and municipal relationships to assist Queen’s in achieving

its academic and research objectives.

Invest ongoing resources to strengthen our government relations capacity, thus

furthering Queen’s role in strategic advocacy and our relationships with key

government decision-makers.

Establish Queen’s priorities and timelines with each level of government to

coincide with the cycle of each level of government’s elected political mandate.

Strengthen institutional relationships to enhance partnerships and support broad

advocacy initiatives.

Provide support to Deans and faculty in developing relationships across the various

levels of government and with other external constituents to position Queen’s as a

partner of choice.

Seek ways to reinforce government engagement through students, faculty, alumni

and Board members. Seek Board input to the engagement strategy through the

use of an ad hoc committee focused on government relations.

EnGaGinG alumni

Implement the Alumni Action Plan as outlined by the Principal’s Task Force on Alumni

Relations (http://alumni.queensu.ca/actionplan/ExecutiveSummaryApril_7_05.pdf)

In particular:

Enhance the core programs and services available to Queen’s alumni across the

globe, including the network of branches, reunion programs, education programs

and the Annual Fund.

Implement structural and organizational changes to better support engagement

of alumni, including transforming the Queen’s University Alumni Association

(QUAA), enhancing the network of affinity groups and creating an alumni volunteer

network to support student recruiting.

Involve students and student leaders in alumni relations and alumni activities,

including Homecoming/Reunion weekends, the QUAA and class events.

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PromotinG PhilanthroPy and rEalizinG thE full PotEntial

of financial suPPort

Realize the full potential in philanthropic and partnership revenue for the university

by enhancing annual giving, major giving and planned giving fundraising initiatives.

Build, assess and cultivate the prospect base in the quiet phase of the university’s

next comprehensive fundraising campaign.

Execute the quiet phase of the next comprehensive capital campaign with Board

approval through completion of operational reviews and university strategic planning;

development of case of support and working goal and standards; and drafting of broad

marketing and communications plans for campaign theme, identity and materials.

EnhancE QuEEn’s communications and Public rElations caPacity

Identify the desired brand for Queens and build awareness beyond current levels.

This will include a review of the current perceptions of the Queen’s brand with

our multiple communities to gain an understanding of our strengths and areas for

improvement. It will also involve developing a brand positioning strategy, leading

to marketing strategies and institution-wide plans to strengthen and reinforce

Queen’s brand and image for the next five to 10 years.

Enhance the university’s strategic communications effort, building proactive

opportunities to tell positive Queen’s stories locally, provincially, nationally and

internationally. In addition, enhance the university’s issues management capacity

and process, which will allow for more proactive communications.

Coordinate marketing and advertising to promote integrated, coherent and strategic

presentation of the university to the public and its stakeholders.

Invest in redeveloping publication strategies (including online) and increasing and

maximizing electronic communication models.

buildinG a stronG rElationshiP with thE KinGston community

Complete the implementation of recommendations from the Task Force on Community

Relations http://www.queensu.ca/principal/news.html aimed at improving quality

of life for students and permanent residents in the off-campus area and creating

conditions for harmonious and productive community relations. In particular, these

recommendations address our community objectives of:

enhancing student citizenship and responsibility;

creating and supporting good neighbourhoods, and;

developing strong partnerships with the community.

(For full set of initiatives, see Report of the Task Force on Community Relations).

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Ensure that university initiatives that may impact the community are developed

and implemented in a consultative way, with due consideration of input from

all stakeholders.

Provide support to students and other members of the Queen’s community

for positive and constructive initiatives aimed at enhancing a culture of civic

responsibility at Queen’s.

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