Sheridan Journey: A Vision for Sheridan

Over our 50 year history, Sheridan has continued to evolve and grow to meet the changing needs of Ontario's post-secondary students. Continuing with this evolution, we have a Vision for Sheridan that will build on our current diploma and degree programs with the goal of evolving into a unique undergraduate university.

Sheridan Journey


Create enhanced mobility and laddering opportunities for students seeking postsecondary education and to fashion seamless transition into programs at Sheridan and into other postsecondary institutions from Sheridan by offering multiple points of entry.


  • Mapping clear academic pathways with multiple entry points for graduates of high school, college and university programs, and for adults lacking formal educational credentials
  • Charting pathways for graduates from Sheridan’s programs into other programs at Sheridan; as well as recording external articulations with transfer opportunities into various universities
  • Mapping the options open for Sheridan graduates into Master’s programs
  • Broadly examining admission criteria for programs ensuring consistency of approach
  • Reviewing current pathways, identifying and removing obstacles and clearly communicating appropriate requirements and standards for progression
  • Identifying/replicating best practices
  • Producing a white paper that documents findings and makes recommendations for improving pathways opportunities


The Engagement Team recommends that Sheridan develop an overarching institutional Academic Pathways strategy that includes:

More academic pathways for students:
  • Create more laddering opportunities into Sheridan diploma and degree programs
  • Increase the number of meaningful pathways that focus on the shortest completion time, while maintaining credential legitimacy
  • Proactively grow the number and improve the quality of Sheridan-specific articulations agreements that
    • Stipulate the exact number of advanced standing credits granted to both inbound and outbound students
    • Identify clear program completion pathways
    • Provide innovative options reflecting labour market trends to enhance employment opportunities for graduates
  • Implement new PLAR Policy, and develop a robust and integrated strategy to ensure that the PLAR process can be easily operationalized and is thus fully embraced by the Sheridan community
Tools and procedures for improved efficiency and quality:
  • Create a comprehensive searchable database(s) for
    • Recording advanced standing transfer credits granted to students/applicants entering a Sheridan program (in progress)
    • Recording of all active articulation agreements
  • Centralize all formal, signed documentation in one location where it can be updated and maintained on a regular basis by staff assigned to the function
  • Develop college-wide policies and standards
    • Articulation agreement template
    • Forms (e.g. advanced standing applications, approvals, etc.)
    • Standard vocabulary and glossary of terms (i.e. credit units vs. credit hours, etc.)
  • Train staff on the use and integration of pathway tools (e.g. PLAR, advanced standing, articulation agreements, etc.)
  • Improve efficiency in order to provide exceptional, seamless service; “In the best interest of the students we will”:
    • Create a service framework and measurable standards (e.g. clearly articulated and well communicated step-by-step processes and targeted response times) to govern the implementation of Sheridan’s credit transfer process
    • Award transfer credits at the time of admission offer to positively influence students’ decisions
    • Develop an internal communication and training process to ensure that all staff/faculty are aware of academic pathways opportunities and processes/tools available to facilitate students’ access to them
    • Use a centralized credit transfer database to automate the advanced standing process where credits have been previously granted and only refer students to program coordinators for courses that have not been evaluated (currently in progress)
  • Research and evaluate the uptake data to ensure that pathways opportunities are seen by students to have real value and can be effectively managed
  • Develop a process for regularly monitoring the use and quality of laddering opportunities and articulation agreements
  • Manage and review pathway agreements with partnered institutions through the Program Review Process to ensure that curriculum facilitates pathways
Creating a presence in the marketplace and improving access and transparency:
  • Create a credit transfer resource on the Sheridan website
  • Reduce the reliance on paper-based communication tools such as Calendars and Viewbooks and promote the use of searchable, interactive web-based tools
  • Evaluate the potential of using social media to reach Sheridan’s target market
  • Ensure the accuracy of transfer opportunities offered through Sheridan on the ONTransfer website and regularly update pathways
  • Provide constructive feedback as deemed appropriate to the ONTransfer site in an effort to support ongoing enhancements that improve the effectiveness and usability of the site

Engagement Teams