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Ontario Tech acknowledges the lands and people of the Mississaugas of Scugog Island First Nation.

We are thankful to be welcome on these lands in friendship. The lands we are situated on are covered by the Williams Treaties and are the traditional territory of the Mississaugas, a branch of the greater Anishinaabeg Nation, including Algonquin, Ojibway, Odawa and Pottawatomi. These lands remain home to many Indigenous nations and peoples.

We acknowledge this land out of respect for the Indigenous nations who have cared for Turtle Island, also called North America, from before the arrival of settler peoples until this day. Most importantly, we acknowledge that the history of these lands has been tainted by poor treatment and a lack of friendship with the First Nations who call them home.

This history is something we are all affected by because we are all treaty people in Canada. We all have a shared history to reflect on, and each of us is affected by this history in different ways. Our past defines our present, but if we move forward as friends and allies, then it does not have to define our future.

Learn more about Indigenous Education and Cultural Services


Strategic approach to fiscal planning

There are several factors that can exert positive and/or negative influences on our annual budget. These factors—some (but not all) of which we can control—are the driving force behind our unwavering commitment to tying fiscal planning to our strategic priorities. This Fiscal Blueprint acknowledges the dynamic nature of revenue shifts and the ever-present pressures of rising expenses. To manage these sensitivities, we have included four possible scenarios in this Fiscal Blueprint in an effort to offer a clear path to navigate a range of potential financial landscapes.

Comprehensive scenario analysis

The scenarios presented (Appendix A) reflect a rigorous analysis of potential shifts in enrolment, government support and various other external factors. They represent the range of impacts we may encounter during this budget-planning cycle, combining anticipated events with the university’s expected response. These events may represent complex combinations of external factors, such as fluctuations in enrolment, alterations in government student funding, or global economic shifts.

Strategic program offerings

Our analysis focuses on determining the optimal blend of newly introduced versus continuing programs and program delivery modes, for degree and non-degree students as well as traditional and non-traditional learners. This approach needs to fulfill our mission as well as maximize our revenue opportunities. We will concentrate our efforts on factors that support student success and offer programs that ensure we are competitive in an ever-changing environment.

Focus on what is in our control

We will primarily focus on what is in our control (e.g. generating revenue through increased student enrolment, expanding our offerings, philanthropy, cost efficiencies) to truly alter our future path. We know that continuing to do business as we have done in the past is not an option. We also know, despite the extensive lobbying efforts of the Council of Ontario Universities, that the provincial government is not likely to introduce measures to sustain or secure our financial future.

We will need to couple aggressive growth, primarily in the area of professional graduate programs, with domestic tuition and grant increases to stabilize our budget and invest in our future.