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A Strategic and Agile Institution

Higher education, like every other enterprise in our society, faces new levels of skepticism and scrutiny and growing calls for accountability and transparency. While Fordham does not have to answer to a legislature in the way that many of our public sector peers do, we must prove on daily basis that we possess keen foresight and that we are good stewards of our families’ and donors’ hopes and expectations.

Finding new efficiencies, diversifying revenue sources, and expanding our philanthropic circle are all within our reach—if we embrace a culture of innovation, entrepreneurship and thoughtful risk-taking by:

  • Creating a sustainable business model
  • Building a strong, dynamic technology infrastructure
  • Design and implementing a transparent, inclusive, continuous planning process

A Strategic and Agile Institution

2020-2025 Proposed Key Goals and Initiatives Supporting a Strategic and Agile Institution

University-Wide Goal 4: National and International Recognition

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.
  • Enhance the “unified voice” of A&S across its schools and colleges.
  • Foster the growth of faculty scholarship and teaching by advancing faculty renewal, development, and retention.
  • Foster nimble and effective internal organizational structure and workflows in FAS.

Diversity Action Plan

  • Label diversity-related educational events in campus calendars.

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 Goal 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

  • Reimagine arts and sciences.
  • Strengthen staffing and operations in the FCRH dean’s office.

Gabelli School of Business

  • Raise the prestige of the graduate division by cultivating a small, strong MBA coupled with growth in MS and non-degree programs.

Graduate School of Religion and Religious Education

  • Increase and diversify enrollment by expanding operations in the areas of development/annual fund, marketing communications, recruitment, retention, global partnerships, and alumni relations.
  • 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.
  • Invest in all areas closely designed to strengthen operational effectiveness.

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 Service

  • Employ 21st century models of teaching, learning and practice.
  • 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

  • Increase our scholarly impact.
  • Bring Fordham Law School to new audiences.