Vision
To be a leading theological school where students become more deeply rooted in their own religious or spiritual traditions while engaging the beliefs and practices of people of other traditions.
Mission
Rooted in the ecumenical heritage of the United Church of Canada, shaped by its context in Victoria University and in relationship with Christian, Muslim, Buddhist and other religious communities, Emmanuel College equips leaders and scholars for rigorous theological inquiry and for inclusive practices of justice and care, contextual analysis, creative activity and interfaith engagement.
Values
Emmanuel College values a collegial environment for:
- inclusive and respectful dialogue
- intellectual curiosity
- academic excellence
- public engagement
- artistic, musical, and liturgical creativity
- innovation in interfaith learning
- the search for justice and right relations
Dignity, Equity, Accountability, and Responsibility (DEAR)
Preamble
We believe in the notions of difference and equity and strive to implement them in the many aspects of our institutional and community life. Emmanuel College has been blessed with the gifts and teachings of its Christian foundation. However, due to its colonial history, it has not always lived up to the principles of equity and respect. Inspired by Eurocentric expressions of Christianity, this legacy contributed to establishing systemic barriers that prevented minoritized/racialized communities from contributing to the church, as well as to the erasure and belittlement of Indigenous beliefs, forms of knowledge and religious traditions.
As we collectively move forward, this declaration, which is intended to inform decision-making processes at Emmanuel College, is also a living testament that acknowledges that efforts are underway to address our limitations. We must continually seek new ways to listen to voices that have not previously been heard in the life of Emmanuel College.
Read the full Emmanuel College DEAR Declaration
The Process of How “DEAR” Came Into Being
Strategic Plan
Emmanuel College seeks to provide a theological education critically informed by the heritage and tradition of faith. Through theological and ethical reflection, historical awareness, critical study of sacred texts and attention to matters of both practical and contextual experience in congregations and other settings, the College provides important resources for the education of leadership for the church and other public settings and for the provision of spiritual care. Given its significant and longstanding relationship with the United Church, Emmanuel educates between one-quarter and one-third of the church’s ministers. The United Church funds a portion of Emmanuel's annual budget (currently around 3%). For more than nine decades, individuals and congregations in the United Church have provided scholarships, bursaries, and endowments supporting the work of the College.
In addition, since its founding, Emmanuel College has been a constituent school within Victoria University and has maintained a close relationship with the University of Toronto. This university context has enhanced the quality of theological education at Emmanuel. Further, in 1944, Emmanuel associated with a few other theological colleges and by 1970, this federation had emerged as the Toronto School of Theology (TST). This federation places all of Emmanuel’s activities firmly in an ecumenical context. In 2010, Emmanuel launched its new Canadian Certificate of Muslim Studies program, which became the Muslim focus in the Master of Psychospiritual Studies (formerly Master of Pastoral Studies) program. In 2015, Emmanuel introduced the Diploma in Buddhist Mindfulness and Mental Health and then the Buddhist focus in the Master of Psychospiritual Studies program. Both initiatives provide a new and important multifaith dimension to theological education in Toronto.
These relationships, both the historical and the more contemporary, provide the backdrop for this strategic plan. The work they have enriched will continue. Alongside these historic commitments, the fulfillment of these strategic objectives will benefit church, university, social justice agencies, and other publics, and improve the quality of theological education offered at Emmanuel College.
Major Strategic Directions
- Enhance academic excellence for training students to become scholars and for scholarship of the faculty itself
- Deepen connections to Emmanuel’s contexts and the pluralism they represent
- Recruit and educate leaders, attuned to the changing context of spiritual and religious leadership in Canada
- Strengthen financial and ecological sustainability
- Monitor the effectiveness of governance and the planning process in relation to the mission
One-Year and Five-Year Goals
- See the attached rubrics listing major action items for each of the strategic directions
Emmanuel College Strategic Plan Rubrics
Approved by EC Council: April 22, 2025
Rubric 1
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1. Enhance academic excellence |
Where We Are Now? |
Where Do We Want To Be After One Year? |
Where Do We Want To Be After Five Years? |
Who Is Responsible? |
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Use the ATS self-study process to advance the mission of the college |
Empower all faculty to equip and engage BD program curriculum assessment |
Submit a report to ATS on the office of the Principal (due on Feb 1, 2026). |
Start working on ATS self-study report (due in the fall of 2031) |
Principal Vice-Principal The Office of the Principal Faculty
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Cultivate the research and teaching capacities of faculty and students |
Faculty search for NT Foster faculty and graduate students’ grant writing Continue to implement Trauma Informed Pedagogy in teaching |
Complete two faculty reviews Complete Lilly Pathways for Tomorrow Coordination Grant (MDiv curricula, November 2025). Submit the Individual School Grant (1M) |
Work toward full faculty complement to strengthen basic and graduate programs Integrate Art and Creativity in teaching Continue to seek research opportunities with Vic C, TST, U of T, UCC faculty members |
Principal The Office of the Principal Faculty Faculty Executive Faculty search and review committees |
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Monitor existing and evolving program developments and institutional capacities, including implications of the changing religious landscape |
Continue to implement the Hybrid MDiv (data collection needed) Grow other programs working with TST (e.g., MTS foci, MTS in TSA) Streamline Assessment, working with staff
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Complete Strategic Enrollment Management (SEM) review and begin to implement Continue to monitor hybrid MDiv, MTS four foci, MPS four foci and their SPE placements
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Robust CRIC Continuing Education Offerings Maintain increased enrollments in all BD and GD programs Monitor MPS enrollment and staffing Envision EM’s second-century priority (2028-2029) |
Principal Faculty Vice-Principal Program Directors Director of CRIC and |
Rubric 2
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2. Deepen connections to Emmanuel’s contexts and the pluralism they represent |
Where We Are Now? |
Where Do We Want To Be After the First Year? |
Where Do We Want To Be After Five Years? |
Who Is Responsible? |
|
Broaden ways that courses, continuing education, and community life can incorporate Indigenous education as well as decolonial, postcolonial, intercultural and ecological theories and practices |
Continue to engage DEAR discussion
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Continue to offer Buddhist Con-Ed Launch a new Cantonese Con-Ed under CRIC Continue to explore Muslim Con-Ed Seek to expand coloniality and power- elective courses with interreligious awareness Plan a CANNATS’30th Anniversary
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Engage the Garden as a learning site for various Indigenous and ecological practices and offer it as a place of building relationships with Indigenous Communities
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Principal Vice-Principal Program Directors Faculty CRIC ECAA |
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Foster the interreligious, intercultural, and inter- disciplinary learning of Emmanuel students and explore the interreligious dimensions of theological education (including spirituality, pedagogy, practices, and student life) |
Train three more faculty who can do IDI individual debriefs for the BD Cohort course Faculty engaging syllabus review with interreligious optics
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Continue to monitor course syllabi that reflect interreligious, interdisciplinary, and intercultural dimensions.
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Continue to deepen Spiritual Life Gatherings that foster interreligious, intercultural, and creative practices to enhance student life and their learning.
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Principal Vice Principal BD Program Directors Faculty Spiritual Life Team
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Foster the local, national, and international connections that contribute to our mission, including scholarships for international students |
Secure scholarships by working with AAA and by fostering connections with various faith communities
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Monitor CRIC events that enhance the academic mission and deepen connections. Continue to secure more scholarships for the underrepresented groups
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Celebrate EM centennial events and the Master of Sacred Music’s 20th Anniversary (2028) Establish more scholarships for minoritized students through various connections
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Principal’s Office Faculty ECAA and AAA CRIC Admissions Advisor and Strategic Recruiter Buddhist and Muslim Advisory Committees
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Rubric 3
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3. Recruit and educate leaders attuned to the changing mission and context of spiritual and religious leadership in Canada |
Where We Are Now? |
Where Do We Want To Be After the First Year? |
Where Do We Want To Be After Five Years? |
Who Is Responsible? |
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Cooperate with the United Church and Buddhist and Muslim communities in recruiting students and develop a communications strategy that effectively promotes Emmanuel to various constituencies |
Continue “Mentoring” program Continue to secure “sponsored lunches” by reaching out to various communities Continue to encourage Faculty on the Road Continue to feature success stories of Alumni in EC Connects, working with Vic U Communications |
Build alumni database (50 years) working with AAA for mentoring, recruitment and promotion Maintain increased enrollments by working cooperatively with UCC, Buddhist, Muslim Advisory Committees Explore teaching collaborations with the University of the West providing Con-Ed
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Ample support of religious leadership and spiritual care in the Canadian context Working with AAA, Vic Event team, & UCC Foundations host EM centennial year events (2027-2028) Monitor evidence-based strategic recruitment plans through regular updates of alumni/ae and surveys of stakeholders |
Principal’s Office Faculty Advisory Committee Admissions Advisor and Strategic Recruiter Strategic Enrollment Management Committee Communications Program Directors AAA and ECAA All Advisory Committees |
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Contribute theologically to the United Church of Canada and other communities of faith |
Strategize to recruit UCC members on the Vic U Board Implement ATS grant, working with UCC schools and General Council Office
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Participate in the ATS Lilly Collaborative Grant (10M) working with UCC GCO and seven affiliated schools
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EC faculty contributing to the Strategic priority for UCC and Canadian faith communities EC faculty contributing to various Muslim and Buddhist groups and organizations
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Faculty ECAA Advisory Committee CRIC |
Rubric 4
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4. Strengthen financial and Ecological sustainability |
Where We Are Now? |
Where Do We Want To Be After the First Year? |
Where Do We Want To Be After Five Years? |
Who Is Responsible? |
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Work with Alumni Affairs & Advancement (AAA) to enhance connections with our constituencies, particularly to increase giving to the Annual Fund among our alumni/ae |
Diversify ECAA membership Working effectively with the advancement team with respect to growing Emmanuel’s Annual Fund and joining the Vic Capital Campaign, in working with U of T “Defy Gravity” Campaign Host MPS and UCC Anniversary events |
Continue to build up lists of alumni (wider pool for nominations for awards, recognitions, and donations, including database) Working with AAA with respect to increasing donations Explore finding donors for the Counseling Centre
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Well-coordinated fundraising activities that maximize the expertise of the advancement team to solicit gifts from alumni and the fuller participation of all supporters of programs at Emmanuel College |
Vic President’s Office EC Principal’s Office ECAA AAA |
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Fundraising to develop new Major Gift resources in areas compatible with this strategic plan |
Making a progress in priority areas, including the Muslim and Buddhist MPS endowed professorships and scholarships for domestic, international, and other minoritized students |
Continue to make progress in endowed professorships and scholarships for attracting full-time students |
Faculty complement plan for bringing general relief to the operating budget Reduce the deficit of the operating budget
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Vic President’s Office EC Principal’s Office AAA
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Develop an enhanced strategy for Legacy Giving |
Working to secure legacy gifts
Regularly scheduled workshops on planned giving and a media campaign to support this work
Proactive rather than reactive focus |
Continue to work to secure legacy gifts spearheaded by AAA
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A strong and growing roster of legacy gifts to provide endowment support in the coming years |
Vic President’s Office EC Principal’s Office AAA |
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Create an Indigenous Healing Garden
Foster Environmental sustainability into our regular academic planning and operation
Enhance accessibility |
Host the launch of the Indigenous garden (May 2025) Continue to involve Vic U Sustainability committee
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Explore creativity by tapping into creation for religious and spiritual gatherings
Complete All Gender Accessible Washroom
Work closely with Vic U sustainability committee to reduce waste and make Emmanuel College greener, and add a second accessible entrance |
Continue to use the accessible, environmental and ecological lens in all academic programming and improve building facilities Work with Vic U to have a long-term plan to maintain the Garden |
The Offices of Vic President, EC Principal, Bursar’s infrastructure and sustainability Faculty AAA Indigenous Advisory Circle |
Rubric 5
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5. Monitor effectiveness of governance and the planning process in relation to the mission |
Where We Are Now? |
Where Do We Want To Be After the First Year? |
Where Do We Want To Be After Five Years? |
Who Is Responsible? |
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Continue to monitor and improve the internal administration of Emmanuel College for the purpose of accomplishing the mission of the institution |
Monitor Principal’s and Vice-Principal's roles Monitor the effectiveness of the staff reorganization in the Principal’s Office
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Successfully respond to and ATS self-study recommendations re: the sustainability of the Begin to use a CRM (customer relations management system) to help faculty and staff with their administrative work
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Continue to monitor Vice Principal and Principal’s roles Efficient, equitable, and effective functioning of the administrative work of the College
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Faculty Executive All Program Directors Faculty |
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Foster effective relationships with other units within Victoria University |
MPS CPE practicum as part of the Wellness Program, through ODOS, that benefit EC and VC students and creates greater synergy with Victoria University offices |
Continue to grow Wellness program at the Office of the Dean of Students (ODOS) Participate in the Centre for Creativity and EDIA work Working closely with ODOS to support students well Continue to explore EC and VC faculty teaching and research collaboration |
Smooth and effective event planning among Vic and EM staff (e.g. convocation/installation) Establish a closer relationship between VC students and alumni and EC students and alumni Mutually supportive relationships between Vic U units and EC administrators, faculty, staff and student society |
Vic U President’s Office EC and VC Principals and Registrar’s Offices Vice Principal ODOS Associate Dean of Wellness, Community Engagement EDIA Steering Committee Centre for Creativity Committee |
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Support equitable and ecumenical cross-school cooperation through the Toronto School of Theology |
Supporting the offering of the new Hybrid MPS, online MTS, MTS in TSA. Supporting graduate cohort courses |
Share the graduate cohort teaching load Participate in faculty complement planning Participate in the ATS Lilly Collaborative Grant (10M) working with TST
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A strong culture of ecumenism at the TST with robust participation from faculty of all schools in its supervision, programs and governance |
Principal’s Office VP, GD, Faculty TST Director, TST Board, SEC, Academic Council, Admission officers |