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


The Quality mandate spanned four areas of concentration:

  • Define ‘quality’ in PSE
  • Define ‘quality’ for Sheridan in the context of the Vision
  • Determine assessment strategies for each quality indicator
  • Map processes to measure and refine quality as Sheridan progresses on its journey


Research exemplar institutions and best practices in relation to the selected seven “Quality” indicator themes, and develop related recommendations:

  • Students and class experience
  • Faculty
  • Resources/infrastructure
  • Student service and support
  • Library/research
  • Reputation
  • Accreditation


  • Seven quality indicators reviewed by the team include:
    • Students and class experience
    • Faculty
    • Resources/infrastructure
    • Student service and support
    • Library/research
    • Reputation
    • Accreditation
  • Students and Class Experience
    • Explore concept of campus as “living laboratory” – make connections between creativity and innovation for sustainability and global citizenship
    • Assess KPI and student engagement surveys for fit to measure quality criteria for students and class experience
    • Review latest NSSE and FSSE to identify gaps; conduct gap analysis
    • Develop Academic Honesty policy to minimize threat to Sheridan reputation
    • Hire and mentor strong new professors to enhance student experience
    • Consider student services as well as athletics and food services to attract and retain good students
  • Faculty
    • Envision exceptional faculty quality at Sheridan
    • Shape culture of assessment, reflection and improvement
    • Improve/create quality assessment tools
    • Plan policy and procedure changes to provide institutional support for teaching quality
    • Encourage professional development focused on teaching quality
    • Create teaching awards
    • Provide funding for faculty quality initiatives
  • Resources/Infrastructure
    • Establish cross functional committee to formalize actions/initiatives, requirements, practices, and measures related to Sheridan’s infrastructure
    • Establish quality infrastructure targets, assessments and plans, and engage in continuous review and improvement of those targets
    • Infrastructure elements should include physical (campus), human capital (organizational and service structure), facilities, information technology and ancillary services
    • Progress should be monitored in a transparent manner – through annual business plan and Viewbook; critical for many accreditation bodies
  • Student Service and Support
    • Student Services planning should fall well upstream of the overall college strategy – proactive planning integrated with academic planning
    • Student Services areas should be adequately funded to provide robust supports to students
    • Strive to ensure that there is no marginalization of under-represented populations
    • Ensure that there are productive partnerships between Academic Faculties and Student Services to create engagement
    • Support career and professional development for preparation for future employment
    • Robust programming necessary for a-risk students to support their engagement and success
    • Ensure that adequate quantitative and qualitative data is collected from students to assess the extent to which their needs are being met
    • Improve communication channels with Faculties
    • Increase awareness of supports among faculty, including part-timers
  • Library and Learning Services
    • Dedicate optimal funding for library and learning services in order that they are modern, dynamic, and an essential part of Sheridan for AUCC accreditation
    • Tools chosen to measure library quality should be relevant to Sheridan and the needs of our users
    • Library collections should be increased to support curriculum and student needs
    • The success of the library in supporting student learning should be assessed regularly
    • Develop library holdings by purchasing books, expanding e-collections and interlibrary loans
    • Have resources in plan to attract and retain sufficient numbers of library professionals
    • Develop a culture of regular assessment and evaluation (collections, space, support staff, services, etc.)
  • Research
    • Organizational structure supporting research needs a clear inclusive focus
    • Academic Freedom policy required at Sheridan
    • Faculty workload model must be delineated to support emphasis on excellence in teaching and research
    • Enhance the image and reputation of work done by faculty by holding events that link Sheridan with other institutions and the community – dissemination of ideas and works
  • Reputation
    • Complete a more comprehensive literature review to study reputation as it relates to PSE
    • Study animation program – rated #1 in the world as model for reputation building
      • Poll animation PAC members for thoughts on reputation
    • Complete gap analysis between quality indicators in use at Sheridan currently against proposed indicators from this report
    • Analyze in detail responses from industry
    • Engage Sheridan Marketing in discussion regarding reputation
  • Accreditation
    • Set up cross-functional group to understand and formalize Sheridan’s Accreditation requirements, policies, and practices within disciplines
    • Understand our processes to strengthen and sustain the quality and integrity of PSE, making it worthy of public confidence
      • Understand our processes to strengthen and sustain the quality and integrity of PSE, making it worthy of public confidence
    • Highlight the importance of Sheridan’s integrity, public information, continuous improvement practices (program review), student complaint handling, infrastructure and institutional investment plans, documentation of self-studies and achievements of faculty , staff and administrators, and participation in accreditation body activities and initiatives
  • Conclusions
    • Board and Executive level of management should ensure that there is ample support for the quality movements within Sheridan (budget priority); Ensure that strategic project planning and resource requirements are put in place to support the implementation of quality indicators
    • Create metrics to support continuous assessment and improvement – strive to be ‘best in class’ for all indicators
    • Recognize that quality indicators must evolve over time; put in place a Sheridan Quality Committee responsible for reviewing and updating Sheridan’s quality criteria, standards and performance metrics
    • Celebrate successes
    • Ensure ongoing dialogue and best practice adoption from quality leaders across multiple sectors

Engagement Teams