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 Current Status
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
  • In July and August of 2025, the Residence & Community Life team launched online modules for incoming residence students that covered pre-arrival curriculum of St. Jerome's Mission and EDIDA concepts. This ensured that students had a base level of knowledge about the University and behaviour expectations. Based on the overall positive year in residence, students understood this information and were able to build community with it in mind. These concepts are also shared and explored with students during August Student Leader training and orientation, pre-arrival, on-site experience, and post-experience for SJU in Peru. 
Develop compelling ways of articulating that the dignity of all human beings is central to our mission and faith tradition
  • Annual reflection program
  • Develop learning goals for Student Affiars.
  • Creation and implementation of the annual reflection program which asks each employee, peer assessors, and managers to reflect on contributions to mission
  • Student Affairs newly developed learning goals include references to human dignity
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
  • The Mission and Identity Forum (MIF) had a successful first year with a series of meetings exploring the possibility of an Ignatian endorsement, understanding charisms, and a final keynote by Fr. John Meehan, SJ.
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
  • The Mission and Identity Forum and Senate Council have recommended moving forward with SJU's Ignatian endorsement.   
Value of St. Jerome's as a Catholic university partner Engage in dialogue with the University of Waterloo about the unique role and value of St. Jerome's as a partner
  • Meeting with Waterloo senior leadership and other counterparts regarding St. Jerome's role as its federated Catholic University partner
  • Ongoing
Commitment to reconciliation Work with Indigenous communities to advance our commitment to reconciliation
  • Draft Indigenous Strategic Plan
  • Build connections to the UW Indigenous Centre and other local partnerships
  • Completion of Draft Indigenous Strategic Plan
  • John Lewis, Acting Director of the UW Indigenous Centre, to become regular collaborator for SJU IAC
  • Continued initiatives around National Day for Truth and Reconciliation and Red Dress Day. 
  • Integration of Indigenous Our Father and Thanksgiving Address throughout the month of October. 
  • Campus Ministry helped host Niigaan Sinclair in partnership with Waterloo Catholic District School Board

Priority 2: Foster an Outstanding Culture of Research and Learning that Inspires Commitment to the Common Good
Focus Area Objectives Key Performance Indicators Current Status
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.)
  • Ongoing
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.
  • Onging
Communicate St. Jerome's role at Waterloo as a centre for exceptional humanities and social science research and education
  • Grant applications, particularly through SSHRC
  • Student awards
  • Faculty continue to be successful in securing SSHRC fuinding
  • St. Jerome's co-registered student was a McCall-McBain finalist
Become an exemplary model of best practice in federated and affiliated university college relations in partnership with Waterloo 
  • Student participation
  • Faculty and staff participation and presentations
  • Six “shared” Arts students co-registered at St. Jerome’s are being honoured this year as main campus departmental award winners and one valedictorian.
  • Presentation by Library Director Michelle Atkin at Collegiate Way university college conference at University of Durham, December 2025.
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
  • Successful launch was held in May 2026
  • Identified the values at the core of the Insitute with a focus on the importance of inclusivity, encounter, dialgoe, accompaniment and hospitality
Service-Learning programming

Expand mission and community-orientated experiential service-learning programming
  • Develop relationship between service-learning portfolio and Certificate in Catholic Leadership
  • Develop relationships with Waterloo service-learning and refugee support programs
  • The service-learning portfolio continues to support the Certificate in Catholic Leadership including playing a stronger role with Planting Seeds International based in Guatemala
  • Throughout the 2025-26 academic year, elements of the WUSC Student Refugee program became part of the program Service-Learning portfolio.
Teaching excellence and innovation Recognize, communicate and celebrate the University’s commitment to teaching excellence and innovation
  • Faculty participation in open houses to connect with incoming students
  • Create Teaching Award for Contract Academic Staff
  • Fall Open House featured a mock lecture by Siobhan Sutherland, Assistant Professor of Psychology, that filled the Vanstone with parents and supporters eager to learn from Dr. Sutherland’s expertise as a clinical psychologist speaking on the topic of transitions from high school to university.
  • New Teaching Award for Contract Academic Staff created to be implemented next academic year

Priority 3: Build an Equitable, Diverse, Inclusive and Just Commuinty
Focus Area Objectives Key Performance Indicators Current Status
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)
  • Completion of a Draft Indigenous Strategic Plan
  • John Lewis, Acting Director of the UW Indigenous Centre, to become regular collaborator for SJU IAC 
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
  • Ongoing
Implement St. Jerome’s Equity, Diversity and Inclusion Action Plan
  • Focus on recommendations for curriculum and programming, hiring, board and student recruitment, campus culture and facilities
  • A great deal of focus, review and updates were put into place in the Student Leadership portfolio to align with equity practices in recruitment and hiring, accessibility support during the application and interview stage, and in training
Foster shared purpose at the University among students, staff, faculty, contract academic staff, alumni, board and the community 
  • Address structural barriers to full and equitable inclusion
  • Creation and implementation of the annual reflection program and associated policies which ensure dialogue with employees and an inclusive work environment
Support and promote the wellness and mental health of students, staff, faculty and contract academic staff at the University.
  • Development of new wellness initiatives
  • Work with Waterloo partners to support and develop programming
  • Throughout the 2025-26 academic year, a number of new Wellness initiatives were implemented at St. Jerome's. Angelina Dodds, Wellness Coordinator, created the Daylight on Demand program which brought sunshine lamps to campus to helped combat the effects of Seasonal Affective Disorder. 
  • Campus Ministry is also involved on main campus through campus wellness and counselling services, the university chaplains associations, weekly meditation sessions (Christian Meditation, non-faith based meditation)

Priority 4: Pursue a Sustainable Future
Focus Area Objectives Key Performance Indicators Current Status
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;
  • Ongoing
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;
  • Registrar Office Re-organization has involved more collaboration with Student Affairs to ensure work continues in absence of Registrar role in ways that are mission aligned
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;
  • Develop and implement strategy to diversify revenue sources and manage resources responsibly;
  • The temporary Louis Hall Graduate Student residence program is strong, with full occupancy. The space houses 9 graduate students and contributed $99,280 in revenue for the ’25-’26 FY.
  • Spring ’25 Conference Season:
    • 1520 guests to campus, 1324 of those guests stayed in residence accommodations
    • 19 total clients; 4 new, 15 recurring
    • Summer ‘25 Conference season total revenues of $852,000.

Increase the practice of sustainable initiatives and community awareness of the projects
  • Report on energy conservation, the use of renewable sources of energy and reduction, responsible investing and reuse and recycling through campus planning and facilities management;
  • An approximate 25% increase in energy efficiency in the portion of the facility which includes Sweeney Hall.
  • Regular sustainability updates provided in "What's New at SJU", including projects like energy saving, the "Smart About Salt" initiative, recycling training, and more.
  • Jim Robson, Director of Facilities, has earned the IFMA SFP. This credential allows mastery of sustainable operational practices, reduction in environmental impact and lower building costs. It provides a strategic framework to align facility operations with institutional social responsibility (CSR), covering energy management, governance and continuous improvement. 
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");
  • Ongoing
Establish annual fundraising goal for 2025-26
  • Achieve annual goal;
  • During the ’25-’26 fiscal year, $308,000 in donations were raised from 226 donors through 779 gifts. The average gift amount was $395. Over $95,000 of these donations were raised for the scholarship fund and $50,000 for the unrestricted fund. The annual Christmas fundraising campaign raised $20,000 from 68 donors during the month of December. Feast of St. Jerome – Raised over $75,000 from ticket sales and 12 Sponsors. Guest attendance was 153.
Refinement/updating of Case for Support
  • New/updated case;
  • Work on the Case for Support for the university is ongoing
  • Creation of Case for Support for Pope Francis Institute building on a $50,000 founding donation from Bruce and Gail Young
Increase alumni engagement/outreach and philanthropy
  • Creation of new alumni engagement/development strategy;
  • Continued refinement/updating of alumni database
  • UW Giving Day (May 21, 2026), raised $10,100
Community partners and stakeholders Pursue opportunities for new and strengthened partnership and collaboration
  • Develop and deepen connections with the University of Waterloo, the Affiliated and Federated Institutions of Waterloo (AFIW), Catholic education partners and community stakeholders;
  • New partners are emerging for the Certificate in Catholic Leadership
Co-registering students Grow the number of students who benefit from our distinctive university experience, rooted in a commitment to holistic personal formation and development.
  • Develop strategic enrolment focus;
  • Track engagement metrics;
  • New Manager of Outreach and Recruitment building enrolment strategy with a focus on underserved populations in smaller communities in Ontario
  • Student Affairs have begun tracking more engagement metrics as part of annual reporting (more to come mid-summer 2026)
Student engagement Increase engagement with upper-year students, recent graduates and all alumni
  • Develop programming supporting upper-year/graduating students;
  • Increase cross-department coordination of leadership support and development;
  • Campus Ministry has begun a new practice of celebrating graduating students, offering an overnight or day vocation retreat as well as gifting them graduation awards, recognition and blessing at final mass. 
  • Campus Ministry has increased its role in training and ongoing sustainability support of our Dons in their leadership roles.