Loyola University Chicago

Office of the President

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


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 Quinlan School of Business 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.


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.


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.


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)


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.


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.