George Brown Polytechnic is located on the traditional territory of the Mississaugas of the Credit First Nation and other Indigenous peoples who have lived here over time. We are grateful to share this land as treaty people who learn, work and live in the community with each other.
Your Strategy Questions Answered
Here, you’ll find answers to common questions about George Brown Polytechnic's Strategy 2030, including what it means for learners and communities, how it was developed, and how we'll measure progress.
What is George Brown Polytechnic’s Strategy 2030?
Strategy 2030: Shaping Our Polytechnic Future for Opportunity and Impact is George Brown Polytechnic's plan through 2030. It focuses on three priorities: Every Learner Ready and Confident for What's Next; Collaborative Partnerships for Polytechnic Impact; and One George Brown, Positioned for the Future.
Together, they guide how we'll strengthen learning opportunities, work with partners, and support the institution behind that work.
How does the new strategy help and support our current and prospective students?
Strategy 2030 aims to give learners more relevant choices and clearer ways to move through education. George Brown plans to strengthen its mix of certificates, diplomas, degrees, and applied master's programs, make learning pathways more flexible, and expand practical and work-integrated learning.
More accessible, connected student services are also a priority. These changes are intended to help prospective students find options that suit their goals and support current students as they work toward completing their studies.
How does the new strategy help benefit Ontarians?
Ontario's communities and employers need people with relevant skills, opportunities to innovate, and partnerships that address shared challenges. Strategy 2030 aims to strengthen George Brown's contribution in each area.
Career-focused education and applied learning can help people prepare for changing workplaces, while applied research and partnerships can support industry and community needs. The strategy also emphasizes accessible education and collaboration that creates social and economic value beyond campus.
How does the new strategy meet the challenges and opportunities of the day?
Post-secondary education is changing. Learners want more flexible options, technology is reshaping how people learn and work, and institutions face financial and enrollment pressures.
Strategy 2030 responds by focusing on career-relevant learning, stronger partnerships, reliable services, and careful use of resources. With three priorities and measures of progress, it is designed to help George Brown adapt while staying accountable for the choices it makes.
What were some key accomplishments from the previous strategy?
Strategy 2026 focused on growth and impact as George Brown adapted to the effects of the pandemic. During that period, George Brown launched its first applied master's degree, the Master of Construction Management, and expanded academic and community partnerships.
It also advanced sustainability through initiatives such as the Brookfield Sustainability Institute and the Limberlost Place mass-timber building, alongside work on accessibility and inclusion. These achievements helped lay the groundwork for Strategy 2030.
How was Strategy 2030 developed?
Students, employees, alumni, industry partners, and community members helped shape the plan through surveys, focus groups, listening sessions, and interviews. More than 750 participant engagements helped form the strategy.
Feedback pointed to priorities such as flexible learning pathways, more connected services, reciprocal partnerships, financial sustainability, and clearer accountability. The draft was then refined through further review and validation.
What does Strategy 2030 mean for George Brown employees?
Employees have a role in putting the strategy into practice. Strategy 2030 calls for better coordination across George Brown, clearer responsibilities, and more consistent services for students and colleagues.
It also recognizes the importance of providing employees with the tools, support, and professional development opportunities they need to contribute. How these commitments take shape will depend on the work of teams across the institution.
How does Strategy 2030 connect to George Brown’s Academic Plan?
The Academic Plan helps guide George Brown's teaching, learning, and academic renewal. Its consultation process was an important input into Strategy 2030, particularly the priority focused on learners.
The two plans share an emphasis on relevant programs, research-informed and applied learning, and educational opportunities that respond to changing needs. Strategy 2030 also addresses partnerships and the institutional services and resources needed to support that academic work.
How will George Brown measure and report on progress?
The strategy identifies measures for each priority. These include enrolment and credential mix, participation in experiential learning, graduation and employment outcomes, partnership results, financial health, and service standards.
George Brown intends to use these measures to understand what's working and where changes are needed. The Progress and Performance page will be the place to find updates as the strategy moves forward.