Best Self | Toronto All-Boys School

Goal Pillar 3:
Bold Future

Pillar 3: Bold Future

UCC Campus During Sunset

Strategic Directions: Towards 2029

Strategic
Directions

Towards
2029

We build on our history by looking forward, committed to leadership, innovation, public purpose, and environmental stewardship.

Strategic Priorities

Excellence

Pursue continuous improvement in all we do through feedback and reflection.
Key advancements
  • We strategically reviewed our timetable, boarding program, advising program, the Wernham West Centre for Learning, student health services, university counselling services and administrative structures, implementing improvements based on our findings.

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  • Funding has been increased for professional development, ensuring that faculty and staff have access to world-class learning opportunities.
  • In 2025, the College was reaccredited by visiting experts from the International Baccalaureate (IB), Canadian Association of Independent Schools (CAIS) and Ontario Ministry of Education, an essential element of continuous improvement. Areas of focus included school operations, curricular and co-curricular programming, and strategic planning and governance, ensuring alignment with global best practices in teaching and learning.
What’s next?
  • Continue to enhance environmental sustainability across all operational areas, including maintenance and operations, electricity and water use, and food services.
  • Develop and implement a survey strategy to more systematically engage our community and leverage their perspectives for continuous improvement.

IN THIS SECTION

Innovation

Develop and share innovative and courageous ways of knowing and doing for the benefit of our students and communities.
Key advancements
  • We implemented innovative approaches to education including robust design thinking and digital innovation programming, research-based approaches to early literacy, and a new, unified course for the IB Diploma Programme (DP) Core.

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What’s next?
  • Create a centre for learning and teaching excellence with input from universities and experts focused on supporting faculty at UCC and beyond to maximize the quality and effectiveness of learning experiences for all students.
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  • Continue developing strategic local, national and international relationships to learn from others and share our ideas.
  • Explore emerging technologies to enhance learning and operations.

Thriveability

Build financial, physical and program resources to ensure UCC is accessible and thrives into perpetuity.
Key advancements

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  • The Lindsay Boathouse was built and launched in Toronto’s Harbour Marina, creating a community learn-to-row program through exceptional donor generosity. Learn more about the boathouse and how it helps fulfil our dedication to being a private school with a public purpose.
  • We developed funding priorities, plans and a governance structure for a comprehensive fundraising campaign that will lead the College through our bicentennial and strengthen our commitment to transformational learning into our third century and beyond.
What’s next?
  • Continue to cultivate donor and volunteer support for our bicentennial campaign focused on developing young people for lives of leadership, service and impact through transformative learning experiences that develop head, heart and humanity.
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  • Maximize affordability to UCC by continuing to grow our sector-leading financial assistance program.
  • Implement leadership programming for students at every age and stage, propelled by UCC’s core leadership attributes of self-awareness, integrity, courage, empathy and curiosity, and by the definition of leadership as not a position, but the practice of positively influencing others to make a lasting impact.
Explore our goal pillars and  progress towards 2029
Best Self
Flourishing Community
Bold Future