Enrolment assumptions

The IARP specifies that total student enrolment will grow to 18,000 students by 2030, through expansions in both degree and non-degree programs. In recent years, our strategic enrolment management (SEM) tactics, supported by our growing reputational brand, have produced record application numbers and created enrolment stability. However, continued future progress in this regard requires a plan that equally addresses recruitment and retention to meet our differentiated growth goals.

The 2025-2030 SMA4 defines Ontario Tech’s enrolment-related funding level, but in its first two years it does not allow additional enrolment-related funding allocations beyond the 2016 level. In year’s three to five of the agreement, there is some indication that limited opportunities for additional funded growth may arise in areas aligned with selected government priorities (i.e. growth in science, technology, engineering and mathematics (STEM) programs). While this STEM priority aligns well with our distribution of programs, the exact details on how these priorities will be defined and/or funded remain uncertain. In addition, the Ministry of Colleges and Universities is also developing a ‘new’ yet-to-be-defined funding model for the sector, to be implemented in year three of the SMA4. Amidst all of this uncertainty, the university continues to advocate for funded growth as a priority.

Domestic enrolment: Our top priority goal is to grow domestic enrolment ( Figure 1). We will optimize enrolments in existing programs so that additional tuition revenues surpass variable expenses. This growth strategy emphasizes capturing a larger share of the traditional direct-from-high school domestic undergraduate market, and particularly so from the Greater Toronto Area. Traditional student recruitment will also hinge on developing and launching new high-quality programs. We will also repackage existing programs to attract students from new markets and to enhance our competitiveness in the post-secondary landscape. Providing students with flexibility in how they approach their education is also important. To this end, we will continue to diversify our educational offerings by utilizing multiple platforms (i.e. asynchronous and synchronous online, hybrid and face-to-face modalities) and approaches (i.e. condensed course formats, micro-credential and stackable micro-credential offerings, etc.). Making co-operative education and work-integrated learning opportunities available for all students is a priority, along with an investment in data-driven tools (e.g. early alert systems) to support student success and retention.

International enrolment: In 2019, the university created a plan to raise the proportion of international students from seven per cent to 18 per cent to align with the Ontario university average. After factoring in the now-existing federal caps on international student enrolment, we anticipate that about 10 per cent of our overall student population will be comprised of international students during the next fiscal year. We will continue to invest in recruitment and inter-institutional partnerships to diversify our international enrolments and to mitigate the risks associated with global geopolitical factors that may affect Canada’s appeal as a study destination.