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


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 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.

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.