Strategic Plan

St. Jerome's campus with Fr. Funcken statue
Strategic Plan (2022 - 2027)

To become Canada's premier Catholic undergraduate university, committed to outstanding student experiences of education and Integral Human Development.

Cover of 2022-2027 St. Jerome's University Strategic Plan booklet

To read the PDF file of the Strategic Plan.

Strategic Priorities

The following are the four strategic priorities for St. Jerome's University.

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Catholic Mission and Identity

Strengthen our understanding and appreciation of our Catholic mission and identity

Catholic Mission and Identity goals and objectives

Goals

  1. Build support for and alignment with our Catholic Mission and identity.
  2. Demonstrate that a commitment to social justice, equity, diversity, inclusion and reconciliation is an integral expression of our faith tradition.

Objectives

  1. Provide opportunities for faculty, staff and students to understand the importance of the Catholic Intellectual Tradition and modern Catholic thought to realizing St. Jerome’s mission, vision and values.
  2. Engage in dialogue with the University of Waterloo about the unique role and value of St. Jerome’s as a Catholic university partner.
  3. Develop compelling ways of articulating that the dignity of all human beings is central to our mission and faith tradition.
  4. Work with Indigenous communities to advance our commitment to reconciliation.
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Academic Excellence

Guided by our commitment to academic freedom, foster an outstanding culture of research and learning that inspires commitment to the common good

Academic Excellence goals and objectives

Goals

  1. Champion the value and importance of mission-driven education in the humanities and social sciences.
  2. Enrich students’ learning experience through distinctive and complementary courses and programs.
  3. Invest in and enhance our compelling faculty research in the humanities and social sciences.
  4. Elevate our reputation for excellence in teaching and learning.

Objectives

  1. Communicate St. Jerome’s role at the University of Waterloo as a centre for exceptional humanities and social science research and education.
  2. In partnership with the University of Waterloo, become an exemplary model of best practice in federated and affiliated university college relations.
  3. Develop an innovative and attractive Academic Plan for the University that accentuates our course and program offerings, their content and delivery.
  4. Expand mission and community-orientated experiential service-learning programming.
  5. Develop an Academic Plan that leverages and builds upon existing scholarship, research and creative activities to establish St. Jerome’s as a centre of excellence.
  6. Raise the profile of faculty research through a communication plan that works to highlight its quality and significance, and, where possible, its relationship to our mission of service in support of the common good.
  7. Recognize, communicate and celebrate the University’s commitment to teaching excellence and innovation.
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A Community Where All Are Welcome

Build an equitable, diverse, inclusive and just community

A Community Where All Are Welcome Goals and Objectives

Goals

  1. Address structural injustices and seek to achieve equity at the University.
  2. Foster a strong sense of community for all.

Objectives

  1. Implement St. Jerome’s Equity, Diversity and Inclusion Action Plan, including its recommendations for curriculum and programming, hiring, board and student recruitment, campus culture and facilities.
  2. Foster shared purpose at the University among students, staff, faculty, contract academic staff, alumni, board and the community by addressing structural barriers to full and equitable inclusion.
  3. Engender a culture that values the importance of inclusivity, encounter, dialogue, accompaniment and hospitality.
  4. Support and promote the wellness and mental health of students, staff, faculty and contract academic staff at the University.
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Sustainable Future

Pursue a sustainable future

Sustainable Future goals and objectives

Goals

  1. Develop strategic relationships that will advance St. Jerome’s mission.
  2. Achieve growth in enrolment, retention and engagement in our student and alumni population.
  3. Strengthen and demonstrate a mission-driven commitment to caring for the environment.
  4. Maintain our commitment to mission by ensuring the ongoing financial health of the University.

Objectives

  1. Pursue opportunities for new and strengthened partnership and collaboration with the University of Waterloo, the Affiliated and Federated Institutions of Waterloo (AFIW), Catholic education partners and community stakeholders.
  2. Nurture relationships between St. Jerome’s departments to advance the University’s mission and identity.
  3. Grow the number of students who benefit from our distinctive university experience, which is rooted in a commitment to holistic personal formation and development.
  4. Increase engagement with upper-year students, recent graduates, and all alumni.
  5. Increase awareness and practice of sustainable initiatives, including energy conservation, the use of renewable sources of energy and reduction, responsible investing and reuse and recycling with our campus planning and facilities management.
  6. Increase loyalty and generosity to the University by building a culture of philanthropy that will be attractive to donors and other supporters who understand and align with our vision of inclusive Catholic higher education.
  7. Develop and implement a strategy to diversify our revenue sources and manage our resources responsibly.

Progress Updates

Priority 1: Strengthen Appreciation and Understanding of our Catholic Mission and Identity
Focus Objectives Key Performance Indicators
Continued development of Mission focus for university community Opportunities for increased understanding/identification with SJU's mission/identity for Board, faculty, staff, students
  • Board retreats;
  • 2025-26 LCE program and speakers;
  • Continued budget development focus emphasizing mission;
  • Campus Ministry programs/activities
ALG/PAC Mission focus Creation of forums for thoughtful consideration/education/discernment and decision-making for the university in light of mission
  • Re-branding ALG as SJU Mission-Identity Forum for all faculty/staff;
  • Monthly meetings — with open and set agendas including readings and discussion of mission-specific themes relating to all aspects of the university
Ignatian Endorsement Agreement (Jesuits of Canada) Set course for year-long communication of SJU's endorsement by the Society of Jesus, rooted in our Resurrectionist foundation and including our adoption of Ignatian charisms, the Jesuit tradition of higher education
  • Community discernment of plan to engage an Ignatian identity;
  • Development of a communication strategy outlining rationale and future plans;
  • Signing of Ignatian Endorsement Agreement between SJU and the Jesuits of Canada

Priority 2: Foster an Outstanding Culture of Research and Learning that Inspires Commitment to the Common Good
Focus Area Objectives Key Performance Indicators
Development of SJU's federated relationship with Waterloo Continued relationship alignment within Waterloo/AFIW Framework Agreement
  • Review of all aspects of Waterloo/AFIW relationship (Academic (Arts)/EA, Service, Registrar/MUR, Advancement, etc.)
Increased scope of co-registration opportunities for SJU in the Faculty of Arts
  • Exploratory meetings with Faculty of Arts Schools/Departments to explore dedicated relationships, marketing, recruitment, etc.
Pope Francis Institute Development of SJU institute aligning the theological and pastoral legacies of Pope Francis with SJU's mission and identity
  • Search for inaugural Director/leadership strategy;
  • Finalization of vision statement;
  • Development of a multi-year plan (activities, marketing/communication plans, etc.);
  • Development of a Case for Support for donor engagement

Priority 3: Build an Equitable, Diverse, Inclusive and Just Commuinty
Focus Area Objectives Key Performance Indicators
SJU Indigenous Advisory Circle (Year 3) Receive guidance from Indigenous community members informing/inspiring SJU's mission-oriented commitment and responses to Reconciliation
  • Seasonal meetings of the IAC (Fall, Winter 2025-26);
  • Solicitation/enlisting new Indigenous participants;
  • Continued development of SJU's Indigenous Strategic Plan;
  • Liaison with AFIW and the new lead at Waterloo's Centre for Indigenous Relations (TBD)
Alignment of SJU's commitment to EDI with the university's Catholic mission and identity Education, exploration and discussion of key themes connecting directly to the university's mission
  • Focus on bringing a missional lens to key themes (i.e. Pride/LGBTQ+, Reconciliation, Multifaith, racialized communities) to heighten awareness, understanding through strategic communications, university activities and thematic presentations/discussions

Priority 4: Pursue a Sustainable Future
Focus Area Objectives Key Performance Indicators
Waterloo/SJU financial and resources sustainability planning Review Equity and Service Agreements for accountabilities, improvements, enhancements and efficiencies
  • Monthly meetings with Waterloo AVPA Operations to review financial implications to EA, Service Agreement and potential changes/opportunities;
Mission-inspired structural review and sustainability planning Review of organizational plan, rect reporting and key staff roles to address strategic priorities
  • New iteration of organizational structure including key roles;
Review/refinement of budget (expenditures and revenues) considering key strategic priorities (mission alignment, addressing deficit, etc.)
  • Budget planning for next cycle to reduce/eliminate deficit;
Continued development of a mission-focused culture of philanthropy at SJU Work with new Board Fundraising Committee/Advisory
  • Meetings/consultations, planning; 
  • New donor solicitations/outreach/strategy meetings to establish major gift prospect "pipeline" ("top ten");
Establish annual fundraising goal for 2025-26
  • Achieve annual goal;
Refinement/updating of Case for Support
  • New/updated case;
Increase alumni engagement/outreach and philanthropy
  • Creation of new alumni engagement/development strategy;
  • Continued refinement/updating of alumni database