Operating Budget FAQs

Early projections indicate a revenue-expenditure gap of at least $30M in the operating budget for fiscal 2025/2026.

External factors beyond our control (declining international enrolment, Canada’s global reputation, IRCC caps, etc.) are having a significant negative effect on Canada’s universities, including the University of Windsor. The University is projecting a shortfall of at least $10 million for 2024/2025, with a flow-through effect into the next fiscal year. Additionally, an existing structural base budget deficit of $2.8 million remains. It should be noted that most Ontario universities have operating budget deficits.

Reserves help to fund strategic initiatives and stabilize our finances by providing a modest cushion against unexpected events, losses of revenues and large unbudgeted expenses. They cannot address structural deficits year-over-year, and their levels must be maintained for the long-term benefit of the University.

About 78% of our current operating budget is dedicated to people-related expenses, encompassing salaries and benefits for all employees, with the majority of these salaries governed by collective agreements. Many of these agreements will come due in 2025.

Opportunities to improve efficiency and reduce costs are being identified across campus, prioritizing our academic mission and the student experience. This includes exploring resource optimization for teaching and learning, centralizing certain campus services, streamlining some administrative support, position restructuring and eliminations, and title and salary adjustments.

As part of the ongoing campus-wide process of optimizing efficiency and reducing costs, various changes to non-union staff positions were announced in November 2024. They included restructuring, title and salary adjustments, position eliminations, and a salary freeze for all non-union staff.

Various initiatives are currently being considered by the University’s Operational Excellence Committee. As decisions are made, affected staff/faculties/units will be informed, and updates will be communicated. All changes will align with collective agreements, and transition support and resources will be provided.

Ideas for reducing costs, improving efficiency, and redesigning processes are coming from University leaders, deans, faculties, external consultants, and staff from across campus. All initiatives are being reviewed by the Operational Excellence Committee, with the President having final approval.

As part of its budget balancing efforts, the University has engaged several external consultants to review operations and help identify efficiencies, as they provide an objective perspective. This is a common practice in the higher education sector, as well as others. However, all decisions were made by University administrators with a focus on aligning with the institution's core mission, strategic priorities, and long-term viability.