I am writing to share that we have finalized a 2026-2027 Business Plan and Budget that will guide us as we navigate a second year of profound shifts in Canada’s postsecondary landscape.
Our financial plan for the year ahead is built on bold strategies that will optimize our workforce and operations, refocus our academic programs and accelerate revenue diversification and growth, while achieving a balanced budget through a multi-year financial strategy and prudent use of reserves.
Broad policy changes at the federal level continue to cause significant changes to postsecondary enrolments nationwide, and Niagara College is not immune. Our collective efforts and strategic investments in marketing and recruitment are bearing fruit on the domestic side – we are among the fastest-growing colleges in the province domestically, and all signs point to our highest-ever domestic intake in the year ahead. The difference in international enrolments, however, is stark, as illustrated below. While international students made up more than half of our total enrolment just three years ago, they will constitute only 10 percent of our overall enrolment in 2026-2027.
Earlier this year we joined all Ontario colleges in welcoming the provincial government’s introduction of a new funding model that will bring stability and predictability to our longer-term financial outlook, but our significant challenge in the present is addressing this substantial drop in international demand.
Aligning our Workforce and Operations with Enrolments
Recognizing the disparity in how enrolment shifts are affecting our organization – with some schools experiencing enrolment declines of more than 50 percent — we introduced a Selective Incentive Program (SIP) in February that provided a voluntary exit pathway for employees in the areas hit hardest by enrolment decreases. While 11 individuals opted into the program, further workforce reductions will be necessary as we adapt to changing workforce needs and a significant revenue gap – both of which are driven by dramatic enrolment changes.
Reductions that have been identified within the administrative employee group will be prioritized in the near term, while in the coming weeks, we follow the processes for support staff and faculty outlined in the respective collective bargaining agreements. We will share further details of reductions, including the number of employees impacted, when these processes conclude.
Growing Enrolments
Key to growing enrolments and achieving long-term financial stability is accelerating the development of new programs and creating capacity where there is strong student and employer demand. Nowhere is this commitment more significant than in the construction of our transformational Health Education Building at the Welland Campus that will create 800 new student spaces in our high-demand health programs annually, which we hope to be open in Fall 2027.
In addition, we are excited to introduce seven new programs this year shaped by emerging labour market needs, including our trailblazing Defence Systems Engineering Technology programs.
Growing Alternative Revenue
Revenue diversification and growth is also the mandate of our new Partnerships and Enterprises (PE) division, which will implement strategies and operations that leverage the success of our enterprises and global partnerships within a single portfolio. PE will be focused on advancing entrepreneurial activities across the College and growing customized training locally and globally.
We will also harness the momentum of our Together Campaign, which enters its third year, after achieving record fundraising in its first two years, in support of projects that build capacity in growth areas and expand student access to our programs.
Opportunities for further discussion and dialogue
During challenging times, it is particularly important to create opportunities for connection and open conversations. My hope is to meet with as many of you as possible over the summer and early fall. I will be working with the Vice Presidents to attend divisional meetings to provide updates on the year ahead, hear your feedback and ideas, and answer any questions you may have. Please watch for more details on these meetings in the weeks ahead.
In the meantime, I encourage all employees to read the 2026-2027 Business Plan and Budget, which is available online here: www.niagaracollege.ca/budget
