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

Mission

To identify discipline-specific accreditation requirements and analyze their congruence with the mission and values of a teaching university; To understand the membership eligibility requirements of the Association of Universities and Colleges of Canada (AUCC) and the implications of compliance for Sheridan.

Objectives

  • Review Association of Universities and Colleges of Canada (AUCC) standards and identify key metrics that require institutional compliance for membership for Sheridan
  • For each faculty or program cluster, identify related national/international professional accreditation organization/processes/criteria
  • Compare the institutional (AUCC) and discipline-specific accreditation standards
  • Make recommendations regarding accreditation options, best practices and future direction
  • Identify steps necessary for Sheridan to meet institutional compliance with accreditation requirements (AUCC and/or discipline-specific)

Recommendations

Continue to explore ways to meet AUCC criteria that are aligned with our Mission. To do so, Sheridan needs to pay attention to the following areas:

  • Governance
    • The newly recreated Academic Council, or Senate, is important as an expression of a bi-cameral governance structure; need to demonstrate its authenticity as experienced by faculty as a forum for their engagement and input into academic decision making.
    • Engage and prepare faculty for their increasing role in academic decision making and how the accountabilities of academic administrators will accommodate the shift
    • Create collegial academic approval processes that support nimble responsive curriculum to meet industry needs and changing student demographics
  • Research
    • Develop rubrics and standards for the Scholarship of Teaching and Learning
    • Creative strategies required to maintain research status within the Arts aligned with our Vision of a Teaching University
    • Find ways that peer review can be extended from publication in academic peer reviewed journals to include rubrics that measure success in supporting industry or public goals (e.g. a change in manufacturing process that saves money or positive critical reviews and long run of a musical performance)
    • Meet the goal of supporting the education of engaged, creative and innovative graduates (integration of research into curriculum; production and exhibit of faculty and student work to increase the profile of programs, etc.)
    • Value the expertise that each professor brings to his/her professional work and to support student and faculty work within industry
  • Faculty roles
    • Develop a Teaching University model that ensures our commitment to teaching and applied education is maintained
    • Recognition of both scholarly and industry experience in hiring and promotion
    • Faculty workloads that reflect the Vision and values
    • Develop new ways to evaluate faculty performance appropriate to their role in addition to current student evaluations
  • Library
    • The size and scope of library holdings and staffing need considerable development with resulting impact on budget
  • Academic Freedom
    • Need to demonstrate to AUCC how we ensure academic freedom for faculty that is appropriate for their disciplines and professions
    • Differentiate between faculty leadership on Senate and negotiated protection of faculty rights through the collective agreement
  • Degrees
    • Develop strategy to increase percentage of students in degree programs from our current 18% to 51% (can include our joint degrees)
  • Liberal Arts and Science
    • Explore the role of Liberal Arts and Science in our vision

Engagement Teams