ANNUAL ANNUAL REPORT
We acknowledge that we are on the traditional and territorial lands of the Cree, Oji-Cree, Ojibway, and Algonquin homelands. We acknowledge these ancestral lands that we are gathered on, which continue to interconnect us all and remind us that we are all treaty people. First Nation communities locat
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Annual Report 24-25
Northern College
ANNUAL ANNUAL REPORT
2024-25
REPORT 2024-25
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Annual Report 24-25
Northern College
We acknowledge that we are on the traditional and territorial lands of the Cree, Oji-Cree, Ojibway, and Algonquin homelands. We acknowledge these ancestral lands that we are gathered on, which continue to interconnect us all and remind us that we are all treaty people. First Nation communities located on these lands include: Temagami, Timiskaming, Matachewan, Mattagami, Apitipi Anicinapek Nation, Taykwa Tagamou, Beaverhouse, Flying Post, Moose Cree, Fort Albany, Kashechewan, Attawapiskat, Weenusk, and Metis Peoples Region #3.
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TABLE OF CONTENTS
Annual Report 24-25
Northern College
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Message from the President cation is the patt
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The transformative force of change has defined the 2024-2025 year at Northern College. The college sector in Ontario has been challenged by shifting priorities and cutbacks, forcing institutions to make difficult decisions to ensure the future viability and stability of our world-class post-secondary education system.
While it can be easy to focus on the difficulties, we at Northern choose to view these changes and challenges as opportunities for growth.
We’ve undertaken initiatives that will place our institution on a more stable footing, with an eye toward the future of sustainable education in our beautiful corner of northeastern Ontario.
We’ve made significant changes to our Senior Management Team; developing a nimble leadership group better situated to revolutionize our operational priorities and achieve our long-term goal of a fundamental return to the core principles of the community college.
Northern College has refocused on creating and nurturing connections with our region’s community, industry, and business partners. While regional priorities and industry need have long driven our approach to program development, we recognize that true partnership at a community level is the path towards enrolment success for Northern.
We are reinvesting in strengthening ties with Indigenous partners in our home region. By working collaboratively to make informed decisions on program development, student supports and involvement, we hope to develop an educational experience that reflects the cultural values and traditions of our respected Indigenous communities.
This past year, we’ve worked diligently to lay a strong foundation of accessibility to the unique resources we have to offer to our region. We are realigning our values to ensure that Northern can distinguish itself as a productive and participatory community partner.
We believe that this fundamental and traditional approach to post-secondary education is the path towards stability and growth for our institution. By providing our communities with access to our facilities, the support and expertise of our staff and faculty, we will emphasise our open-door policy and bolster efforts to develop community-centric programming and events.
We know that our friends and neighbours in this region wish to see themselves and their priorities reflected in what Northern College can offer them. Whether through our educational offerings or in our capacity as a community partner, we are taking sincere strides to achieve that goal.
As always, Northern remains focused on developing new recruitment pathways, both at home and around the world, to ensure that we maintain healthy and effective talent pipelines for our students and partners. We will continue to do our part to satisfy the need for highly skilled workers in the northern economy.
Our motivation to provide student-first education has defined our history and will persist to shape our future. We hope that you’ll see these changes reflected in our accomplishments over this past year, and we are confident in our commitment to carry these goals forward in the years to come.
Mitch Dumas
President & CEO
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Message from Board of Governors Chair
At Northern College, we are firmly focused on the future and what that future can hold for the eager students who choose the high-quality educational options we offer.
From facility upgrades to modernizing our post-secondary options, Northern College is in a highly productive phase of transition, guided by a focused Senior Management Team under the leadership of President & CEO Mitch Dumas, along with the excellent staff and faculty members who keep this institution running.
The landscape of post-secondary education is a constantly evolving one - now more than ever - and Northern College is more than equipped to thrive through this transformation with optimism and enthusiasm.
Northern is working diligently to explore new avenues for recruitment, program development and community involvement as we seek to rejuvenate our role as an educational institution in northeastern Ontario. We know that our community, business, and industry partnerships will continue to diligently guide our programming options and employment-focused educational offerings.
Innovation and expansion will distinguish Northern College in the years to come. The increasing needs of local, regional, and national job markets will drive our commitment to ensuring that Northern remains a competitive and attractive post-secondary option for learners.
It is my hope that within these pages you’ll find encouraging evidence of this renewed approach to our foundational values as an institution, our integral role as a community college, and the critical partnerships that have long defined our approach to education.
We are excited and encouraged by a future of possibilities, and we hope you are too.
Jeff Molyneaux
Chair, Board of Governors
Introduction
For Northern College, 2024 was characterized by sweeping changes to the post-secondary landscape in Canada, resulting in an urgent realignment of institutional focus.
Throughout the year, Northern committed to a comprehensive strategy aimed at optimizing its operational and staffing priorities, locating efficien -cies where possible and in some cases, making the difficult decision to suspend the student intake for some program offerings.
To ensure a bright and productive future, datadriven approaches are implemented to support the vital decision-making that is key to safeguarding the viability and longevity of Northern College.
Guided by the principles of continuous improvement, student-first policies, access to education, Indigenous empowerment, and invigorating Northern experiences, Northern College sought to establish a solid, modern foundation on which to build and expand well into the future.
Captured in this Annual Report is a summary of the ways Northern is working diligently to achieve these goals. The following pages detail the critical team effort that makes them possible. At every opportunity, Northern places students and student experience at the centre of its operational priorities.
At Northern, the path forward is found through partnership, collaboration, informed decision making, and a renewed focus on the foundational aspects of College operations. Northern will continue to focus on what draws students to its campuses, the experiences they benefit from, and the role the institution plays as a productive and participatory community partner.
2024-2025 Board of Governors
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Source: https://www.northerncollege.ca/uploads/2025/07/2025-AnnualReport.pdf