The future of George Brown College presents a range of exciting possibilities as we prepare students for a world of constant change—as economic transformations, climate change, urbanization and disruptive technologies continue to shake up established industries.
We've formulated a long-term perspective and vision that will guide us toward the George Brown College of 2030, and, at the same time, ensure that we deliver on the strategy to take us to 2026.
What we do
We turn learning into opportunity.
How we do it
We create the optimal conditions for learners to realize their success by offering an exceptional learning ecosystem.
The impact we have
Empowered lifelong learners who imagine possibilities and embrace change.
Strategy 2026 Formulation
We are excited to share some of the work that is underway in formulating the George Brown Strategy 2026. Throughout its proud history, George Brown College has been committed to providing outstanding student experiences, delivering quality academic programming, and empowering our learners to thrive both personally and professionally.
Over the past few months, we have conducted internal and external environmental analysis to ensure we have the insights we need to advance our journey toward Vision 2030. In the coming weeks, we will bring together diverse voices to shape the path ahead of us. Our Strategy 2026 will be a roadmap - guiding us in embracing transformation, bringing excitement to learning, immersing George Brown in the community needs and values, and imagining the possibilities for our students in the digital world.
How are we developing the George Brown Strategy 2026?
Our students are our pride. Everything we do begins with our learners. Strategy 2026 will be shaped to reflect our students' values through regular student input.
People are what makes us who we are. Our strategy formulation process will include employee consultations.
Rooted in equity, ethics and values-based community development, we will engage with broad and diverse communities in the spirit of partnership, and knowledge and resources exchange.
Employers are a vital component of our ecosystem. We will collect employers’ input to ensure that the learning choices we provide align with contemporary and future labour market.
Diversity, equity, and inclusion principles are embodied in everything we do, and our Strategy 2026 will be built on supporting these values and celebrating uniqueness of our learners, employees, and wider community.
The velocity of change in the world is unprecedented and we are learning and evolving in light of the global trends. Our teams have conducted extensive research to guide Strategy 2026.
Delivering Strategy 2022
Find out how we’re moving our plans for the future forward when it comes to industry partnerships, student services, and teaching and learning.
The Partnerships Syndicate
How is George Brown College harnessing the power of partnerships? Kizzy Bedeau, Director of Community Partnerships, explains.
Project RiSE - Student Services
How is George Brown College transforming its student support and services? Alison Burns, Manager of Divisional Integration & Strategic Initiatives, outlines Project RiSE.
Teaching & Learning Exchange 2.0
How is George Brown College ensuring that faculty have the training they need to stay current and relevant? Nicki Monahan, Professor, Faculty Facilitator outlines Teaching and Learning Exchange 2.0.
The George Brown of 2030 is bold and transformed. It is:
- Highly personalized
- Physical, digital and experiential
- Focused on lifelong learning
- Connected to industry and community partners
- Locally strong, globally connected
- Differentiated
- Resilient
LISTEN TO WORK SHIFT
Work Shift is our podcast that explores how automation, A.I., sustainability, globalization and now COVID-19 will transform the workplace of the future.
2022 Strategic Commitments & Priorities
FUTURE SKILLS
Deliver learning experiences that prepare learners for future and global skills.
Priorities:
- Embed the human skills framework across the learning experience.
- Advance and expand accessible and high-quality experiential learning.
- Enhance cultural sensitivities and capabilities (internationalization) of the learner and employee experience.
CONNECTIONS
Build interconnected partnerships with institutions, industry & community.
Priorities:
- Develop partnerships with employers and industry to increase career relevancy for learners through co-creation and collaboration.
- Increase impact with enhanced industry-led research and innovation.
- Build expansive lifelong learning ecosystem with new and emerging academic and institutional partnerships.
NEW WAYS OF TEACHING, LEARNING & SERVICE DELIVERY
Raise the standard of the learner experience and expand the variety of delivery models.
Priorities:
- Optimize the learner's blended learning experience (digital, physical, experiential) with next-generation teaching and learning methods.
- Build personalized models for learning experiences.
- Explore and test new delivery models and revenue generating opportunities.
FOUNDATIONS FOR SUCCESS
Focus on fundamentals to help anticipate, absorb and manage change.
Priorities:
- HUMAN CENTRED. Utilize the expertise of our people, emphasizing innovation capabilities and improving digital fluency.
- ANTI-RACISM. Deliver on a shared responsibility and commitment to become an anti-racist institution and cultivate a community of belonging for Black, Indigenous, and other racialized employees and students.
- INDIGENIZATION. Deliver on Colleges and Institutes Canada's Indigenous education protocols and implement a framework for action and accountability.
- DIGITAL. Enhance data-driven decision making with analytics and introduce digital innovations to optimize how we work, teach and learn.
- SUSTAINABILITY. Develop behaviours, actions and policies that lead to environmental, financial and social sustainability.
- OPERATIONAL EXCELLENCE. Deliver continuous improvements and streamlined processes, and address infrastructure gaps to reflect new realities and empower our teams.
