Canisius College is guided by A Transformational Education: The Strategic Plan For Canisius College. The plan was approved by the Board of Trustees on May 6, 2011. The plan reaffirms the college's Catholic, Jesuit identity in all areas of the college’s operation and sets a new standard of excellence for all of stakeholders – within the college, in the community and beyond.
Creating a Dynamic Urban University
Offer outstanding academic programs and learning experiences across the university that engage students, unlock their passion for learning and promote leadership development.
Develop and implement an integrated approach to student learning and development.
Expand and reconfigure services for students to meet their diverse needs.
Enhance existing and develop new living and learning communities that integrate academic and student affairs priorities.
Integrate the assessment of student learning outcomes across Academic Affairs, Student Affairs, and Campus Ministry.Investigate, provide and promote utilization of state-of-the-art technology to enhance the student experience.
Promote the awareness of and model sustainable and environmentally-friendly approaches to life through creative academic programs and student programming.
Promote excellence in all programs.
Complete the implementation of the revised core curriculum and integrate the core into and across all undergraduate programs.
Use student learning outcomes as a strategic input into the planning and budgeting processes.
Use critical evaluation processes to ensure quality in academic and non-academic units. Investigate, provide and promote utilization of state-of-the-art technology to maximize operational effectiveness in all areas of the university.
Diversify delivery systems for courses and programs to respond to students’ learning needs and interests.
Complete phases I and II of the development of Science Hall and plan phases III and IV.
Make substantial progress on the development of the Library Learning Commons.
Recruit and support a strong, diverse faculty and staff who are committed to the mission of the university.
Expand the scope and amount of support for faculty development of scholarship and new forms of teaching.
Examine and evaluate policies regarding equity of faculty and staff compensation and workload.
Increase diversity of faculty and staff.
Develop and implement a shared understanding of what it means to “hire for mission.”
Expand undergraduate, graduate, and professional programs to build on existing strengths and explore new opportunities.
Develop and implement a mission-based, market-sensitive online academic program strategy.
Develop and implement new policies that improve access and matriculation of new student populations.
Develop and implement mission-based doctoral education.
Explore and implement strategies to attract and enroll international students at undergraduate, graduate and professional levels.
Develop mission-centric programs in professional education.
Living Our Catholic, Jesuit Mission
Enhance and enrich our commitment to our Catholic and Jesuit identity as we pursue our vision of being a great American university.
Inspire the student learning experience at Canisius with the Catholic intellectual tradition and the history and traditions of the Society of Jesus.
Ensure that the Catholic intellectual tradition is embodied in curricular and co-curricular programs.
Promote the Catholic intellectual tradition through the creation of a dedicated institute.
Develop programming to highlight essential elements of Jesuit history, tradition, and Ignatian spirituality.
Cultivate a campus environment in which Catholic and Jesuit traditions are vitally present and operative.
Increase resources and infrastructure related to mission and identity activities, to support the new mission and identity officer of the university.
Increase Ignatian formation opportunities for students, staff, faculty, and alumni.
Develop new opportunities for the campus community to engage in diverse forms of prayer, meditation, and other spiritual expressions.
Develop visual presentations in a variety of media on campus that communicate our Catholic and Jesuit identity.
Create a comprehensive orientation program for new hires that would focus on the importance of our Catholic and Jesuit identity.
Become a leading advocate for the poorest and those who suffer economic, social, cultural or religious injustice.
Respond to Father General Adolfo Nicolas’, S.J. call for all Jesuit universities to play their part in a more effective international network of Jesuit higher education.
Encourage participation in Jesuit Commons and support scholarly efforts on international and humanitarian projects.
Coordinate international student immersion and service trips to reflect areas of emphasis in our international collaborations.
Attracting the World
Engage global partners to attract, educate, and develop a talented and diverse campus community as we act in the world for the greater good.
Pursue university status for Canisius College.
Fulfill New York State requirements for reclassification as a doctoral granting university.
Develop viable, mission-based doctoral programs in the School of Education and Human Services.
Develop and implement a comprehensive integrated marketing strategy.
Create a marketing director position and promote the integration of all Canisius marketing efforts.
Develop a consistent marketing message for Canisius and a plan to deliver it to our many publics.
Investigate, provide, and promote utilization of state-of-the-art technology to enhance effective communication for and about the college.
Be a competitive force in our existing athletic conferences.
Provide the necessary resources to ensure that staffing levels and operational resources are consistent with conference benchmarks.
Evaluate the amount and distribution of the student-athlete scholarship pool to further academic and athletic goals for Canisius’ program.
Improve existing facilities and examine the development of new venues to remain competitive.
Enhance student engagement through inter- and intra-collegiate athletic programs.
Enhance international partnerships to support and increase international student recruitment.
Embracing Buffalo and Western New York
Elevate synergies in our academic, research and service programs to respond to the needs of Buffalo and Western New York, contribute to their development, and advocate for their citizens.
Foster solidarity with the local community.
Employ community-based learning and other campus initiatives to benefit the local community.
Complete Hamlin Park initiative, Phase I, and explore the possibility of expanding the program to improve our neighborhood.
Expand collaborations with local and regional partners.
Develop and implement a comprehensive plan for the college’s involvement with the Buffalo Public Schools and other area public, private, and charter schools.
Develop effective collaborations with the ministries of the Catholic Diocese of Buffalo.
Enhance and increase partnerships with corporations, not-for-profit organizations, and government agencies.
Support stewardship of our cultural, ecological, and historical resources.
Securing Our Future
Encourage the development of new programs, sources of revenue, and new levels of efficiency in our operations.
Achieve metrics used to determine student success.
Develop new and improve existing student engagement initiatives.
Investigate and introduce integrated retention initiatives.
Plan and implement a comprehensive health and wellness initiative that stresses the physical, mental and spiritual well-being of our students.
Achieve all enrollment targets for 2011–2016.
Enhance organizational development through comprehensive human resource strategies.
Plan and implement a comprehensive health and wellness initiative that stresses the physical, mental and spiritual well-being of Canisius employees.
Develop a plan for managing the talent of the college more effectively.
Exploit existing resources and explore opportunities to create new sources of revenue.
Implement recommendations from the college’s organizational review process.
Develop a culture of continuous improvement, sustainability, and fiscal discipline.
Expand funding from external sources.
Optimize resources, infrastructure, and policies related to externally funding.
Conclude the Legacy of Leadership Campaign and begin planning for the next campaign.
Engage alumni, volunteers, and friends by transitioning from an events-driven model to an engagement model.
Develop a new Campus Facilities Master Plan.
Establish systems to ensure that capital budgeting decisions are in accord with the priorities of the campus master plan.
Pursue external funding to advance the facilities master plan.