The Strategic Plan

Guide Star of our Mission

2022—2027

Mission Strategic Priorities

Forming Hearts and Minds. Proclaiming Jesus Christ.

The mission of Sacred Heart Major Seminary is simple and compelling: to educate and form priests, deacons, and lay ministers to be leaders of the new evangelization of our increasingly secularized world.

Sacred Heart’s students are formed by highly-credentialed instructors who teach according to the mind of the Church. Students are inspired by the example of the Good Shepherd and the surrounding urban environment to answer the call to serve human needs. Called into a transforming relationship with Jesus Christ, students are thereby prepared to assist others into that same intimate friendship.

Mission Statement

Mission Statement

Sacred Heart Major Seminary primarily forms1 priests according to the Heart2 of Jesus Christ3 the Good Shepherd,4 and further, prepares priests, deacons and lay ecclesial ministers, equipping5 them for the work of ministry6 in the New Evangelization.7

1Form:  This word has unique significance since it appears repeatedly throughout normative ecclesiastical documents, such as Pastores dabo vobis, The Program for Priestly Formation, and documents related to the formation of candidates for the Permanent Diaconate and lay ecclesial ministry.  To form is a distinctive activity that recognizes the comprehensive nature of the subject.  It is not merely developing a skill-set for effective performance, but rather reflects the integral shaping of the candidate in the imitation of Christ, the Good Shepherd, according to the appropriate ministry to which the candidate is called.  (cf. Core Values – “Formation of Heralds for the New Evangelization”).

2Heart is a direct reference to the Sacred Heart of Jesus, from whom this seminary takes its name.

3Jesus Christ – At the center of our mission is the person of Jesus Christ.  “Jesus is the center of all that we do.  Our mission is to share in the mission of the Church, founded on the love of God the Father given to us in Christ through the Holy Spirit.” (Taken from our Core Values)

4Good Shepherd: The cornerstone at Sacred Heart Major Seminary bears the words of the Prophet Jeremiah (3:15) “I will give you shepherds after my own heart.”  These words are also part of the title of the normative document for priestly formation, Pastores dabo vobis. 

5To equip has its roots in two New Testament references. First, 2 Timothy 3:17, and second in Hebrews 13: 21.

6For the work of ministry: To be equipped recognizes the active work of grace that forms the mind and heart so that effective ministry is accomplished, not merely by the talents or gifts of the individual, but by cooperation with the work of grace.

7Pope John Paul II invited the universal Church to engage in the New Evangelization.  He described this in several documents and talks.  Sacred Heart Major Seminary has energetically engaged this invitation by the Holy Father so that courses, programs, and initiatives emerge from this part of our identity.

Vision Statement

Vision Statement

Sacred Heart Major Seminary aspires to be of national stature and the premier seminary in the region, on account of the excellence of the theological and philosophical education it offers and the formation of zealous exemplary priests, permanent deacons and their lay co-workers - all according to the mind of the Church and one in heart with the Holy Father and his brother bishops for the sake of the New Evangelization in the Third Christian Millennium.

Institutional Values

Institutional Values

Christ as the Center

Jesus Christ is the center of all that we do. Our mission is a share in the mission of the Church, founded on the love of God the Father given to us in Christ through the Holy Spirit. Nourished by the Eucharist, we are a Catholic community of faith and higher learning on fire for the Word of God.

Formation of Heralds for the New Evangelization

Committed to forming candidates for the priesthood, the permanent diaconate, and lay ecclesial ministry, we aim to provide excellent human, spiritual, intellectual, and pastoral formation. We form disciples as leaders who are prepared to bring the truth of the Gospel to a secularized world, who are faithful to the teachings of the Catholic Church, and who are equipped to nurture their lifelong relationship with Jesus Christ.

Academic Excellence

We are committed to academic excellence through a curriculum reflecting the riches of the Catholic faith and critical assimilation of the cultural and intellectual traditions of our civilization, through a highly qualified faculty who embrace effective pedagogy and research, and through students who value knowledge and integrate it through pastoral ministry.

Service to Others

We promote servant leadership, following the model of Jesus Christ, who tells us, "If anyone wishes to be first, he shall be the last of all and the servant of all" (Mark 9:35).

Collaboration and Diversity

We respect the dignity of every individual and rejoice in the gifts that diverse groups within the Catholic Church and the local community bring. We encourage genuine collaboration and mutual affirmation among all groups. We fashion an environment that effectively supports all members of the seminary community as they work to build up their gifts.

Integrity and Stewardship

We are steadfast in our commitment to honesty in our business dealings, prudence in our stewardship of assets, and transparency in representing ourselves to our constituents.

Christian Joyfulness

By seeking to share our faith with others as well as to deepen our own faith, we encourage a positive atmosphere in which the joy of Christ may manifest itself.

“Christ at the center of the classroom and alive throughout the corridors is our ideal.”

Guide Star of Our Mission

Our 2022–2027 Institutional Strategic Plan keeps the entire seminary focused on our mission. Staff, faculty, students, the administration, and the Board of Trustees all participate in the plan’s formulation.

The immediate goals of the strategic plan are multiple yet straightforward.

  • Infuse the institution with a sense of mission
  • Identify what factors lead to success
  • Craft a strategy of how to get there
  • Guide the seminary in allocating resources
  • Assist the seminary to evaluate data and measure performance

“Sacred Heart is more than a material place; it is a way of life.”

An Invitation to You

We invite you to peruse this plan and its six overarching “Priorities for Success.” Note that each priority lists explicit goals to fulfill these priorities. Specific tools, metrics, and timelines are aligned with these priorities and goals so that effective assessment and quality improvement can occur.

This ongoing process of planning and assessment will increase the overall efficiency of the seminary. Implementation of the plan will result in an even more prudent use of the precious funding our benefactors bestow upon us each year to accomplish our vital mission.

The 2022–2027 Institutional Strategic Plan is a guide star to help Sacred Heart Major Seminary navigate the future. Will you join us and be a part of this blessed journey? Quite simply, you will be helping to ensure that the Gospel is proclaimed to all nations.

“Reason and faith meet joyfully at Sacred Heart.”

Six Priorities for Success

Priority 1

New Evangelization

Read more

Priority 2

Increase Awareness

Read more

Priority 3

Expand Outreach

Read more

Priority 4

Mission Engagement

Read more

Priority 5

Diverse Groups

Read more

Priority 6

Strengthen Resources

Read more

Priority 1

New Evangelization

Become a leading center for the New Evangelization, serving the needs of the Archdiocese of Detroit and contributing to the mission of the Universal Church.

  • Goal 1.1
      In each academic year between 2023 and 2027, host two events, each with at least 60 participants, on topics relevant to leaders in the New Evangelization.
  • Goal 1.2
      By June 30, 2023, explore alignment of seminary curriculum with the Archdiocese of Detroit Families of Parishes Model, so seminary students will have the requisite knowledge, skills and abilities to qualify for and effectively function in “mission direct” roles in parishes.
  • Goal 1.3
      By June 30, 2024, implement a comprehensive leadership curriculum for Theology seminarians to assure they are prepared to exercise the governing office (munus regendi) of Jesus Christ as good shepherds and effective leaders for evangelization.

Priority 2

Increase Awareness

Increase awareness of the unique character of Sacred Heart, a treasure for the Church in the heart of Detroit.

  • Goal 2.1
      By 6/30/2023, present a comprehensive marketing plan to the Board of Trustees, including goals and outcomes assessment metrics, to increase awareness of education and formation opportunities supporting the lay vocation and mission.
  • Goal 2.2
      Between July 1, 2022 and June 30, 2024, explore strategic partnerships with local and national apostolates and ministries having an affinity of mission.
  • Goal 2.3
      By 6/30/2024, upgrade our website, in order to enhance communication with current and prospective students.

Priority 3

Expand Outreach

Expand our national and international educational outreach though creative distance learning programs and strategic collaborative partnerships.

  • Goal 3.1
      Between July 1, 2022 and June 30, 2027, expand the number of distance education courses in order to further the missionary scope of the seminary.
  • Goal 3.2
      Between July 1, 2022 and June 30, 2027, improve the quality of online teaching through training and evaluation.

Priority 4

Mission Engagement

Foster the active engagement of the Board of Trustees, faculty, staff, students, and alumni in the
formation of students for ministry and mission.

  • Goal 4.1
      Between July 1, 2022 and June 30, 2025, implement an "SHMS Ambassadors Program" enlisting current students, alumni, faculty, staff, and friends of the seminary to help spread the word about lay programs, recruit new students, liaise with parish staff and leadership teams, and participate in special ongoing formation experiences.
  • Goal 4.2
      Between July 1, 2022 and June 30, 2027, in a spirit of transparency, use online portal software to communicate institutional strategic plan and outcomes assessment data to the Board of Trustees and joint faculty.
  • Goal 4.3
      Improve communication with the part-time faculty, in order that they will experience more engagement.

Priority 5

Diverse Groups

Recruit and form a diverse group of students to share and witness to Jesus Christ.

  • Goal 5.1
      Increase lay student enrollment from 228 in the fall of 2021 to 312 by the fall of 2026.
  • Goal 5.2
      By June 30, 2024, implement a lay student life-cycle approach in activities of recruitment, orientation, retention, student services, and communication informed by a spirituality of accompaniment and institutional virtues, supported by robust marketing.
  • Goal 5.3
      Between July 1, 2022 and June 30, 2024, explore the feasibility of recruiting priests who have begun but not completed a licentiate degree.
  • Goal 5.4
      Between July 1, 2022 and June 30, 2024, collaborate with Archdiocese of Detroit parishes and cultural ministry offices to extend the reach of seminary formation opportunities to under-resourced populations.

Priority 6

Strengthen Resources

Strengthen our financial, human, technological and physical resources, assuring the freedom to advance our mission and increase the reach of our programs.

  • Goal 6.1
      Implement a plan to increase our endowment by $50million (from $14.5 to $64.5 million) over ten years, in order to increase institutional stability and future vitality.
  • Goal 6.2
      Increase the Primary Reserve Ratio to 2.0 or higher, in order to increase the financial strength of the institution.
  • Goal 6.3
      By 6/30/2023, and annually thereafter, building administration will present the Strategic Facilities Infrastructure Improvement Plan to the Board of Trustees.
  • Goal 6.4
      Between July 1, 2019 and June 30, 2023, implement a lay employee succession planning process that aligns with long-range strategic and financial plans.
  • Goal 6.5
      By 12/31/2022, implement a “moves management” fundraising program, whereby prospective and existing donors are systematically engaged over time to higher levels of giving (from annual, mid-level, major gift to planned giving).

“A leading center of the New Evangelization within the universal Church.”