Strategy 4
Raise the reputations of the graduate and professional schools to national and international prominence and ranking.
Estimated Cost of Strategy 4
$89,000,000 to endowment
$100,500,000 in new capital expenditures
TACTIC 1
Accelerate our efforts to improve the quality of our law, medical, and business schools in order to achieve top-tier status within the next decade.
Actions and Directions
- Secure naming gifts for our law and business schools by 2014. (Estimated cost: $60,000,000 to endowment)
- Complete the renovations to 25 E. Pearson for the School of Law by 2011. (Estimated cost: $20,500,000 in capital expenditures)
- Construct a new building housing the School of Business Administration by 2014. (Estimated cost: $80,000,000 in capital expenditures)
- Engage business, medical, and law school alumni to a greater degree for the recruitment, retention, and placement of our students.
TACTIC 2
Establish revenue sharing agreements for the business and law schools that provide authority and establish accountability for school deans to raise their schools’ external profiles.
TACTIC 3
Continue to assess and redesign each of our graduate and professional programs to ensure that a Loyola education is academically rigorous, transformative, and globally aware.
Actions and Directions
- Establish accountability for each graduate and professional dean for raising the quality of incoming students, student retention and graduation rates, and student placement.
- Incorporate into the learning outcomes of all graduate programs an understanding of the changing global context.
- Responsible academic administrators will provide an annual report to the University leadership detailing the programs reviewed and the conclusions and action steps resulting from the program reviews.
- Establish criteria for the closure or reduction of underperforming programs and the redirection of program resources to areas of strategic growth.
TACTIC 4
Develop new academic programs to meet the growing demands of emerging fields, particularly those fields that span traditional disciplinary boundaries.
Actions and Directions
- Establish seven new or reorganized interdisciplinary programs in the area of health and life sciences by 2015.
- Establish two new or reorganized interdisciplinary programs in the area of children and families by 2015.
- Establish expectations for graduate/professional deans and Advancement to identify and secure external funds to support programmatic innovation. (Estimated cost: $5,000,000 to endowment)
TACTIC 5
Develop school-specific Centers that promote scholarly productivity, community engagement, and student learning.
Actions and Directions
- By 2010, each dean will identify no more than three possibilities for school-based Centers designed to promote scholarly productivity, community engagement, and student learning.
- By 2011, each dean will create a college/school plan and timetable for establishing new or reorganizing existing school-based Centers.
- By 2015, have fully operative new or refocused schoolbased Centers in each graduate/professional school that meet defined targets for promoting scholarly productivity, community engagement, and student learning. (Estimated cost: $20,000,000 to endowment)
- Enhance appropriate pedagogical and professional support structures to sustain a rich environment for intellectual endeavor, high quality, and first-rate professional credentials.
TACTIC 6
Reorder our funding priorities to selectively enhance graduate stipend and post-doctoral opportunities that enhance our programs in areas of health and life sciences, ethics and social justice, and children and families.
Actions and Directions
- Establish dedicated funding sources for graduate and post-doctoral stipends in health and life science, ethics and social justice, and children and family studies. (Estimated cost: $4,000,000 to endowment)
- Beginning in 2010, realign, using clearly defined and transparent criteria, the stipend budget to areas of strategic importance.