Skip to main content

Teaching and Learning Infused with Ethics and Justice

We live in a time when there is a growing insistence on education as little more than narrowly focused career preparation. Concurrently, the new digital learning ecosystem and the free, unfiltered flow of information are calling into question established ways of teaching and intellectual authority. 

By imaginatively retooling our pedagogy for new ways of learning, and by helping students understand the broad range of meaningful professional futures open to them, we serve our mission of promoting holistic development, prepare students for gainful and productive employment, and ultimately produce the most important outcome of all: thoughtful, active citizens who are capable of changing the world.

This is our opportunity to show the world the value of an unabashedly humanistic education for digital natives by: 

  • Inspiring personal and social transformation through liberal education
  • Reimagining student-centered teaching and learning
  • Promoting holistic personal development

Teaching and Learning Infused with Ethics and Justice

Related School and Division Specific Initiatives

Arts and Sciences

  • Enhance the ability of Arts and Sciences to deliver excellent graduate and undergraduate education.
  • Project a more unified voice for Arts and Sciences at Fordham.
  • Enable effective advocacy on behalf of students, faculty, and staff.
  • Cultivate a vibrant culture and sense of community across departments, programs, and campuses.
  • Ensure equity and consistency across campuses, clearly explaining and rationalizing differences in structures, policies, and processes where they exist.
  • Promote dynamism in academic programs and effective coordination of graduate and undergraduate education.
  • Expand opportunities for faculty and students alike to produce and share original research.
  • Expand opportunities and support structures for interdisciplinary research, teaching, and learning.
  • Consider specific revisions of policies, processes, and leadership positions to ensure a functioning institutional structure and to support strategic visioning and planning; and, where appropriate, provide stepwise proposals to advance these goals.
  • Foster the growth of faculty scholarship and teaching by advancing faculty renewal, development, and retention.
  • Support and develop non-tenure-track personnel.
  • Advance diversity, equity, and inclusion for all.

Diversity Action Plan

  • Strengthen and expand the University’s new student orientation programs for undergraduates.
  • Develop orientation programs and ongoing personal and professional development programs that are appropriate for their students.
  • Advance a proposal that seeks to require all first-year undergraduate students to enroll in a one-credit “First Year Experience” course containing a significant diversity component.

Facilities

  • Campus Center project which includes an expanded career center, expanded facilities for Campus Ministry and Student Affairs, updated dining facilities, new space for student clubs and socializing, new event spaces, and updated technology, among other features.

  • Renovated science facilities, including a thorough renovation of John Mulcahy Hall and the new forms of instrumentation and laboratory equipment described in the initiative under Objective 2C.

  • Purchase and renovation of Murray-Weigel and Kohlmann Halls for residence space and academic/administrative space, respectively.

  • Construction of a new strength and conditioning center for varsity athletes in the Campus Center.

  • Continued renovation of Lowenstein Center space at Lincoln Center.

Fordham College at Lincoln Center

  • Increase student retention.
  • Enhance diversity, equity, and inclusion.
  • Further ""Re-imagining Arts and Sciences.”
  • Support faculty and student research.
  • Increase partnerships with Manhattan cultural institutions / curricular engagement with NYC. 
  • Increase collaboration with professional schools (e.g., Gabelli, Law School, School of Education) to bolster opportunities for accelerated or dual degree programs.
  • Increase study abroad / global engagement.
  • Increase alumni engagement.
  • Heighten visibility of FCLC.

Fordham College at Rose Hill

  • Create an integrated academic experience for FCRH students.
  • Foster a culture of student support and success.
  • Advance and support STEM and Pre-Health.

Gabelli School of Business

  • Invest in the undergraduate division as a driver of reputation and source of sustainable growth.
  • Raise the prestige of the graduate division by cultivating a small, strong MBA coupled with growth in MS and non-degree programs.
  • Become known for knowledge generation via faculty and student research and doctoral education.

Graduate School of Religion and Religious Education

  • Develop highly qualified teacher-scholar-practitioners from diverse backgrounds who engage in public life to serve the academy, faith communities, and society.
  • Verify the educational effectiveness of all degree programs by engaging in comprehensive assessment toward curriculum reform—inclusive, intercultural, interdisciplinary, and interfaith.
  • Revitalize online and hybrid programs by upgrading our current delivery system.

Graduate School of Arts and Sciences

  • Advance knowledge creation that shapes the global conversation.
  • Promote student research, scholarship, and professional development.
  • Foster catalytic partnerships.

Graduate School of Education

  • Enhance revenue through fee-for-service programming, and special cohort-based programming
  • Develop and implement fully online degree programs both through our 2U partnership and our Blackboard platform
  • Enhance efficiency and effectiveness of GSE through faculty and staff training in diversity, disability, and University software systems

Graduate School of Social Work

  • Employ 21st Century Models of Teaching, Learning and Practice
  • Develop Implicit Curriculum that is Student-Centered
  • Support and Promote GSS Faculty as Innovative Educators and Scholars
  • Foster a Strategic and Nimble School

Mission Priority Examen

  • Outline a much more comprehensive and strategic plan for developing faculty, staff, and board members in their understanding of Fordham’s mission in a way that is both reflective of our identity as Jesuit and Catholic and appropriate to a diverse set of needs and backgrounds.
  • Design and advance strategies for linking issues of diversity to mission and identity.

School of Law

  • Anticipate the demands of a changing legal profession
  • Foster a diverse and inclusive community
  • Bring Fordham Law School to new audiences