The Announcement of the Second Wave Layoffs
George Brown College in Toronto, Ontario, recently confirmed a second round of significant staff reductions, affecting 82 employees. This includes 76 salaried positions and 6 hourly roles, with terminations set to take effect by mid-July 2026. The move comes just weeks after the first wave in March, where 51 staff members—29 salaried and 22 hourly—were let go. College officials described these actions as a last resort following exhaustive reviews of program delivery, workloads, and operational needs.
The polytechnic, known for its strong programs in hospitality, culinary arts, and health sciences, has been grappling with mounting financial pressures. These layoffs represent a continuation of cost-cutting efforts that began earlier, including voluntary buyouts accepted by 64 staff in early 2025. Despite these measures, enrollment shortfalls have forced deeper interventions to stabilize operations.
Timeline of Workforce Reductions at George Brown College
The challenges at George Brown College trace back to mid-2025, when the institution first signaled financial strain. In February 2025, voluntary severance packages were offered, resulting in 64 departures across administration, faculty, and support roles, saving over $8.9 million. Program suspensions followed, particularly in high-cost areas like culinary programs at the St. James Campus.
By March 2026, a government-mandated Form 1 notice was filed for the initial 51 layoffs, triggered by a 29 percent drop in full-time enrollment. The second wave, announced on April 14, 2026, escalates the response, targeting primarily salaried staff to address ongoing deficits. This phased approach aims to minimize disruption during the academic year, but it underscores the urgency of the situation.
- February 2025: 64 voluntary buyouts
- March 2026: 51 layoffs (first wave)
- April 2026: 82 layoffs announced (second wave, effective July)
Enrollment Decline: The Core Driver
At the heart of George Brown College's troubles is a dramatic enrollment plunge. Full-time student numbers fell 29 percent to 15,889 in winter 2026 compared to the previous year, with the St. James Campus—home to flagship hospitality programs—operating at just over half capacity. International students, who previously bolstered revenues through higher tuition fees, have been hit hardest by federal policy changes.
Canada's Immigration, Refugees and Citizenship Canada (IRCC) introduced caps starting in 2024, limiting study permits to 408,000 in 2026—a reduction from 437,000 in 2025 and significantly below pre-cap levels. Ontario colleges, reliant on international enrollment for up to 50 percent of revenues in some cases, have seen applications drop sharply. Domestic enrollment has also softened amid economic uncertainty and competition from universities.
This mirrors a national trend where polytechnics and colleges face the brunt, as universities attract more domestic students. George Brown's ESL program, a key entry point for internationals, is set to close permanently by the end of 2026 due to sustained deficits.
Financial Pressures and Budget Realities
George Brown College's financial woes stem from multiple factors: stagnant government grants, a multi-year tuition freeze, escalating labor costs, and the enrollment cliff. Officials implemented a 6 percent budget cut across all departments, but projections indicate ongoing deficits without further action. President Gervan Fearon noted in early 2026 that even promised provincial funding increases—$6.4 billion over time—would not fully resolve structural issues.
Ontario's college sector operates on a funding model heavily tied to enrollment, with international students subsidizing domestic education. The cap has created a revenue gap estimated in the tens of millions for larger institutions like George Brown. For context, the college's annual financial statements for 2024-25 already reflected strains from policy shifts, with reserves shrinking rapidly.
Learn more about the fiscal reporting in the college's latest statements.
Impacts on Staff and Union Perspectives
The layoffs have drawn sharp criticism from unions representing college faculty and support staff. OPSEU/SEIU, covering over 55,000 workers province-wide, called the cuts devastating and accused the college of bypassing measured alternatives. Lead stewards highlighted the human cost, with families disrupted and experienced educators lost at a time when retention is critical.
Affected roles span administration, program coordinators, and support services, with salaried positions bearing the majority. While voluntary exits softened the blow initially, mandatory reductions signal deeper restructuring. Unions warn this could lead to service declines, including mental health support and student advising.
Broader sector data shows over 8,000 planned staff cuts across 19 Ontario colleges, positioning George Brown's actions within a wave of austerity.
Effects on Students and Academic Programs
Students face uncertainty as programs are paused or scaled back. Over 30 programs were suspended for fall 2025 and winter 2026, including culinary and hospitality offerings that define George Brown's reputation. The ESL closure impacts pathways for newcomers, potentially reducing future domestic enrollment.
Remaining students report reduced resources, larger classes, and strained support services. However, the college emphasizes minimal disruption to current learning, prioritizing core delivery. Transfer options to partner institutions are being explored to mitigate program losses.
The Ontario College Sector in Crisis
George Brown is not alone. Humber Polytechnic, Conestoga, and Seneca have announced similar cuts, with over 600 programs suspended province-wide. Saskatchewan polytechnics report 40 percent international drops, while national figures show colleges hit harder than universities due to vocational focus and intl reliance.
Ontario's 24 public colleges employ thousands, but the intl cap—aimed at housing pressures—has unintended consequences. Experts predict mergers, consolidations, and a shift toward domestic priorities. Details on sector-wide impacts are covered in this analysis.
Federal International Student Policy Explained
IRCC's cap responds to rapid post-pandemic growth in study permits, from 250,000 in 2019 to over 1 million applications annually. Provinces like Ontario, with high intl concentrations, bear the fallout. Allocation formulas favor universities, leaving colleges underfunded.
Step-by-step: Caps set annually (e.g., 35% reduction in 2024), provincial allocations based on prior years, institutional letters of acceptance limited. Outcomes include plummeting revenues, forcing layoffs and program reviews.
Stakeholder Views and Potential Solutions
College presidents advocate for funding reforms, diversified revenues (e.g., online intl programs), and domestic marketing. Unions push for no-layoff clauses and govt bailouts. Students seek stable pathways.
- Govt: Increased grants, tuition flexibility
- Colleges: Program rationalization, efficiency
- Unions: Protect jobs, invest in retention
Case studies from Australia show intl diversification aids recovery. George Brown eyes partnerships abroad, like Dubai hospitality.
Career Opportunities Amid the Changes
For displaced staff, Ontario's higher ed sector offers transitions. Community colleges and universities post openings in administration and teaching. Upskilling via online certs can pivot to growing fields like AI in education.
Explore community college jobs or career advice.
Photo by Zoshua Colah on Unsplash
Outlook for George Brown and Canadian Polytechnics
Short-term pain may yield long-term resilience. With govt funding injections and cap adjustments possible, stabilization is feasible by 2027. George Brown's strengths in applied learning position it well for domestic recovery and industry partnerships.
Monitoring enrollment trends and policy shifts will be key. Stakeholders urge collaborative solutions to preserve access to quality post-secondary education in Canada.
