As we all know, the post-secondary education sector in Ontario is navigating through a very challenging time. Public funding for post-secondary education has continued to decline, placing significant financial strain on institutions. Compounding these financial challenges are the numerous changes introduced by Immigration, Refugees and Citizenship Canada (IRCC) since January 2024. These changes have had a substantial impact on international student enrolment and the overall financial sustainability of post-secondary institutions.
Humber Polytechnic has been a leader in education for more than 58 years and we continue to lead with innovative solutions and collaborative approaches, despite the current environment. I would like to highlight a number of the ways in which the Academic Division is attempting to mitigate the impact of the financial shortfall while taking advantage of this time to make decisions about how we will move forward proactively.
KEY APPROACHES
New Program Development and Program Mix
Strengthening our program offerings and strategically optimizing our program mix are top priorities for the Academic Division. We continuously evaluate our program offerings to align with strategic government priorities and labour market demand, including STEM, healthcare, human services, skilled trades, clean energy and advanced manufacturing focuses. One of Humber’s strengths is its comprehensive approach, and we have a robust pipeline of new program development across our Faculty areas, in all credentials.
We are positioning Humber as a leader in applied master’s degrees in the system. Currently, we have two applied master’s degrees undergoing review by the Postsecondary Education Quality Assessment Board (PEQAB), with a pipeline of additional applied master’s degrees in development.
We are also moving forward with three-year bachelor’s degree programs in areas where they are beneficial to students and employers. Humber developed the first paramedic program in Ontario during the 1970s and is now leading the sector with the development of the first (three-year) Bachelor of Paramedicine degree program in the province.
Student Mobility
Humber’s strategy to establish sector-leading student mobility processes is a key area of differentiation that the Academic Division is committed to driving forward. In support of this strategy, we currently have two projects underway with the Ontario Council on Articulation and Transfer (ONCAT).
First, we are creating a self-assessment tool to help learners evaluate the knowledge, skills and attitudes acquired from prior learning in relation to relevant course learning outcomes, enabling students to save time and money as they work towards earning their credentials.
The second project investigates how AI-powered language model tools could enhance the efficiency and quality of prior learning assessment and recognition (PLAR) activities.
Our reimagined PLAR assessment tools and other planned student mobility and transfer credit initiatives increase access and ensure that each individual’s unique contributions are recognized.
Personalizing the Learning Journey
Providing students with choices in when, where and how they learn is critical to supporting enrolment and retention. Over the past year, we have significantly expanded flexible delivery options across all Faculties through online program and course offerings, with many more exciting offerings underway. We also introduced fully asynchronous programs, with more offerings available soon for student registration. In addition, we are piloting HyFlex delivery options, which seamlessly blend in-person, online synchronous, and online asynchronous learning, giving students the freedom to select the mode that aligns best with their individual needs. Finally, we have strengthened synchronous online delivery programs to help working professionals balance their education and careers. Of note are the number of flexible delivery initiatives that draw on research conducted by Humber faculty and staff as part of our Academic Plan Priority 3 Teaching Innovation projects.
Along with flexible delivery, we have learned that offering flexible scheduling is an approach that can enhance student success and retention. The Academic Division is currently piloting a condensed scheduling model that has shown promising initial results. In Fall 2023, the Faculty of Social and Community Services (FSCS) piloted condensed scheduling in 13 programs. All program courses were scheduled to enable students to attend campus for a maximum of three days per week, allowing them at least two days without classes.
Assessment of the pilot showed that retention rates were significantly higher in Fall 2023 compared to Fall 2022 and that these improvements were most notable among students in their first semester and in diploma programs. Surveys also revealed student satisfaction with the condensed scheduling, which gave them time to focus on studying and assignments while also managing part-time employment. While we continue to measure retention and satisfaction with the students in the FSCS pilot, we will also be examining the potential to expand the number of programs using a compressed, three-day schedule.
Student Success and Retention Strategies
The Academic Division has played a critical role in advancing policy change for students who are required to withdraw (RTW) from their programs following poor academic performance. Prior to the policy change, a significant number of these students left and never returned to Humber. In partnership with Student Success and Engagement, we have created opportunities for these students to continue their studies at Humber.
The Faculty of Liberal Arts and Sciences also continues to lead the Rebound Program, which offers retention and academic recovery opportunities for academically unsuccessfully diploma or certificate students. Through the Rebound Program, students can stay enrolled, build foundational academic skills and success strategies, improve their GPA, and potentially return to their home program or apply to a new Humber program. I encourage all program leaders to become familiar with the Rebound Program to ensure that it is being considered as an option for students.
Efficiency Reviews
As communicated in the recent town hall meetings, Humber is engaging in a number of internal efficiency reviews. The Academic Division is always reviewing its programs to ensure that there is sufficient student and industry demand, both of which impact the financial viability of a program. We will continue to assess our program offerings, especially given the significant drop in international students that will impact some programs. We are also looking for efficiencies in the way we offer course sections and assign faculty teaching hours. Thank you all for your support and understanding as we explore ways to be more efficient, while never compromising our commitment to quality assurance.
Looking Ahead
I often say it takes a village, and this sentiment is evident in our shared commitment to positively impacting our enrolment, retention, and financial sustainability. Continued collaboration and collective effort will be required as we navigate the path ahead, and I am confident that we have the right people, skills, and abilities to keep moving forward. Thank you all for your dedication and perseverance.
