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


To review and include those characteristics of a university model that would be seen as the desirable organizational best practices that would align with Sheridan’s university vision, its Academic Innovation Strategy, and its Strategic Plan. It was agreed that ‘university model’ referred to the delineation of curriculum and discipline areas among faculties and departments.


  • Identify diverse models of universities
  • Explore the advantages and disadvantages of each model with respect to Sheridan’s vision
  • Identify a university model that will enable Sheridan to fulfill our vision


The engagement team settled on three primary overarching institutional recommendations followed by a set of sub-recommendations in relation to the six established categories of desired characteristics; student support, student life, programs and pathways, faculties, internationalization, and faculty support. The primary recommendations are process-oriented and designed to facilitate the achievement, maintenance and continuous development and improvement of the noted desirable characteristics:

  • Primary Recommendations:
    • Ensure that measures are put in place to move towards the implementation of all identified desirable characteristics
    • Recognizing that these desirable characteristics are often interrelated, in each of the broad categories review Sheridan’s performance in relation to best practices of exemplar institutions. Establish a baseline for measurement of ongoing performance improvements
    • Devise a process of continuous assessment and improvement that moves Sheridan toward best-in-class for all desirable characteristics. Maintain ongoing dialogue with like institutions
  • Sub-recommendations:
    • Student Support
      • Develop multi-faceted and comprehensive system of programs to support all students (international, domestic, indigenous, special needs, etc.) academically, financially, socially and culturally as needed
    • Student Life
      • Actively encourage and support a rich and engaging student experience providing access to a diverse menu of extracurricular personal and professional growth opportunities
    • Programs and Pathways
      • Establish a comprehensive system of pathways facilitating the students’ achievement of their maximum potential based on their desire and ability
    • Faculties
      • Facilitate interdisciplinary and interfaculty cooperation and programming through joint and combined curriculum, faculty cross appointments, shared curriculum/courses and integration of strategic themes such as critical, analytical and creative thinking, sustainability, globalization , innovation, entrepreneurship, and corporate citizenship
    • Internationalization
      • Develop multi-faceted internationalization of campuses, programs and in-coming and out-going activities. Internationalization efforts must involve all students, faculty and staff
    • Faculty Support
      • Provide comprehensive support teaching and learning technology and pedagogy. Actively encourage and support ongoing relevant professional development and applied research activities
  • Next Steps:
    • Review findings of the university model engagement teams with the other engagement teams to gage consistency of findings
    • Together with other engagement teams, design a comprehensive common survey to be used for engaging in dialogue with exemplar institutions. This would provide qualitative data sets that could be used effectively for comparative purposes
    • Initiate an investigative task force whose purpose is to formally visit and interview exemplar institutions with respect to their desirable characteristics, their processes for achieving and maintaining those characteristics and the problems and hurdles overcome in establishing these characteristics (and in their transformation from college to university, where relevant.) The survey instrument noted above would serve as the basis for the interview process
    • Assimilate data gathered, confirm characteristics desired by Sheridan, suggest processes and timeline for implementation of desired characteristics
    • Develop long term strategy for reputation building and branding of institution based on its unique value proposition

Engagement Teams