Blog post

Navigating the Future of Canadian Continuing Education: Key Insights from Deans & Directors Roundtables

At the 2025 CAUCE Deans & Directors Meeting, university Continuing Education (CE) leaders from across Canada gathered in Montreal to discuss the major challenges and opportunities shaping the sector.

The roundtable discussions at our 2025 Deans and Directors' meeting highlighted key challenges and opportunities shaping the evolving CE landscape, from financial sustainability to workforce challenges and digital transformation. Here are the key takeaways from each roundtable discussion, along with reflections on the path forward. 

1. Navigating Uncertain International Student Regulations

International students are essential to the sustainability of CE units, contributing both financially and through workforce integration. However, shifting immigration policies and unclear regulations pose significant challenges. Key concerns include Canada’s declining reputation as a destination for international education, inconsistent visa approvals, and the struggle to align programs with evolving immigration frameworks.  

Key Actions: 

  • Advocate for clearer regulations and improved visa processing consistency. 
  • Explore transnational education partnerships and alternative recruitment strategies. 
  • Align CE programs with provincial labor market needs to enhance workforce integration. 
  • Develop pathways for internationally trained professionals to achieve faster accreditation. 
2. Responding to the University Sector’s Financial Crisis 

While Continuing Education plays a crucial role in university enrollment and revenue generation, it is often excluded from institutional financial planning. The financial strain on universities requires CE units to balance revenue generation with maintaining quality and accessibility. 
 

Key Actions: 

  • Streamline operations through automation and shared services. 
  • Reassess tuition structures to ensure fairness between credit and non-credit offerings. 
  • Strengthen governance to enable faster, more agile decision-making. 
  • Prune unsustainable programs and focus resources on high-demand offerings. 
  • Foster stronger financial collaboration between CE units and institutional leadership. 

3.  Micro-Credentials & the Future of Learning 

Micro-credentials have become a dominant topic in higher education, often discussed as qualification signals rather than effective learning models. While they hold potential for workforce development and skill-building, the sector must ensure their implementation is driven by educational integrity rather than external pressures. 
 

Key Actions: 

  • Differentiate between stop-start models and standalone micro-credentials to align with learner needs. 
  • Focus on pedagogical and andragogical principles to ensure micro-credentials provide meaningful educational value. 
  • Push back against urgency and hype, advocating for quality over rapid deployment. 
  • Balance government funding opportunities with institutional autonomy to maintain academic standards. 
  • Emphasize the role of micro-credentials in lifelong learning, ensuring they build foundational and advanced competencies. 

4.  Fostering Collaboration & Partnerships 

Collaboration is key to CE’s success, yet it often faces institutional barriers. Participants emphasized the need to showcase CE’s value in administration, marketing, and student services to gain stronger institutional support. 
 

Key Actions: 

  • Develop structured collaboration models to integrate CE with faculties and external partners. 
  • Align expectations between stakeholders to ensure realistic program demand projections. 
  • Strengthen relationships with faculties and communities to co-create impactful programs. 
  • Position CE as a vital service provider within the institution to gain support and recognition. 
  • Continue to build our relationship with the Business Higher Education Roundtable (BHER), Universities Canada, and other sector representatives, to create high quality, sustainable and intentional learning experiences to address skill gaps.

5.  Optimizing Operations Through Digital Transformation & AI 

While generative AI presents exciting opportunities for efficiency, discussions emphasized the need for foundational digital transformation before AI can be fully leveraged. 
 

Key Actions: 

  • Invest in digital transformation to integrate systems and streamline processes. 
  • Automate administrative workflows, such as course outline creation and student inquiries. 
  • Leverage AI for data-driven decision-making in program planning and marketing. 
  • Address security, ethical, and accessibility concerns before widespread AI adoption. 
  • Ensure AI serves as a support tool rather than a replacement for human decision-making. 

6.  Addressing Workforce Challenges in Continuing Education 

CE units face growing workforce pressures, from staff retention to resource allocation. With limited budgets, institutions must rethink how they manage personnel and optimize operations. 
 

Key Actions: 

  • Encourage cross-functional collaboration and resource sharing within the institution. 
  • Invest in professional development and create a supportive, flexible work culture. 
  • Explore hybrid work arrangements and other retention strategies to boost staff motivation. 
  • Use partnerships and outsourcing strategically to maximize efficiency and cost savings.  

 

Final Reflections: A Strategic Path Forward  

The roundtable discussions reinforced that while CE units face considerable challenges, they also have significant opportunities to redefine their role within higher education.  
By advocating for policy clarity, embracing financial and operational agility, fostering collaboration, innovating credential models, leveraging AI responsibly, and prioritizing workforce sustainability, CE units can continue to thrive. 
As institutions navigate uncertain times, the key to success will be adaptability, strategic decision-making, and a willingness to embrace change. Through collective efforts, Canadian Continuing Education divisions can strengthen their impact and ensure they remain a vital pillar of lifelong learning and workforce development.