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Queen’s is undertaking a review of its current budget model, with a focus on delivering a structure that will help strengthen research performance and global standing.

The current activity-based budget model has been in place for the past 13 years. Under this model, all revenues have been directly attributed to faculties based on their enrolment and corresponding program fees. Faculties are then responsible for covering their own direct costs and are charged for their portion of shared service expenses under a series of set formulas. 

But over time it has become clear that the model is no longer producing the university-wide outcomes Queen’s needs, as its built-in revenue-generating incentives are no longer working as intended. This is mainly due to ongoing government limits on domestic tuition fees, domestic enrolment limits, and caps on international students.

As a result, Queen’s academic performance indicators are under growing scrutiny. In particular, the university has seen slower growth in research funding, output, and impact compared with its peers. The university now sits at or near the bottom of the U15 in several key research funding metrics.

“Following the launch of our Bicentennial Vision earlier this year, the timing is right for a review of our budget model to ensure it is helping steer us towards stronger academic performance over time, particularly in research,” says Provost and Vice-Principal (Academic) Matthew Evans. “Recent provincial funding changes also help, as they provide us with a degree of financial flexibility we can use to smooth out a transition to any new model. This timing also aligns with the work of the Renew Program, which is supporting the implementation of a new university-wide budgeting tool launching soon.”

Over the coming months, the university will begin the consultation process. This will include exploring budget model options, engaging broadly across the community, and holding focused discussions with academic and administrative leaders.

“Ensuring the new model has some degree of entrepreneurial revenue generation built in as a core principle will be important,” says Provost Evans. “Other key principles to take into account include meaningfully incorporating teaching and learning and creating better partnerships across the university, so central service units, such as student services, facilities, and many others, are clearly seen as partners vital to the university’s mission.”  

The Provost noted that it is also important to understand that updating the budget model will not change the total amount of money in the university, only its distribution. It will also not address how much services cost, as this is the focus of the Renew Program. It will also not apply within faculties, as this will remain the remit of the Dean. But what could change will be the balance of revenues and costs around the university, and the patterns of deficits between faculties.  

The budget model review process is expected to begin this spring, and will work towards the testing of new models, final recommendations, and then the implementation of a new model in winter of 2027. More details will be shared as the work progresses.