The Fordham Board of Trustees has adopted a new strategic framework for comprehensive planning that aims to make the University more agile and responsive to the rapidly shifting trends in higher education.
A Strategic Framework for Fordham’s Future, the adoption of which was announced by Fordham University President Joseph M. McShane, S.J., on Oct. 25, is a milestone in the University’s planning process. It replaces a decades-old static approach with a dynamic strategy that focuses on perfecting the process of providing Fordham students with an excellent Jesuit education. As part of Fordham’s planning efforts, in the coming year planning groups in each of the schools, colleges, and administrative areas will be considering how to orient their initiatives toward the goals and objectives that the Framework sets out.
- To ensure the University is responsive to new trends in higher education
- To empower faculty and staff to share in decisions that will affect the University’s future
- To allow each department to contribute to the process in a way that benefits their faculty, staff and the communities they serve
These goals emerge from the University’s Jesuit mission and the need to be attentive to the needs of providing high quality education in the diverse, ever-changing landscapes of New York City and U.S. higher education.
“I am personally heartened that this framework embodies the questioning and questing heart that distinguishes Jesuit, Catholic higher education,” said Joseph M. McShane, S.J., Fordham University President. “This strategic framework represents a huge step forward for our University.”
The Strategic Framework seeks to advance six main priorities, and the document also includes an overview of Fordham’s future direction.
With a focus on offering humanistic education that merges academic preparation with ethical and social justice values, we will concentrate our efforts on holistic learning that engages our students creatively and thoughtfully.
We look to support each department’s development of beneficial partnerships with other organizations, in order to engage students in cutting-edge research and to promote interdisciplinary learning.
By using a vibrant New York City as a catalyst, Fordham will take advantage of the location’s valued opportunities and resources. At the same time, we will engage in the city’s narrative to support programs and organizations that help foster its vibrancy.
With 125 programs, Fordham already offers study-abroad opportunities above the national average. We will work to more effectively leverage the global network of Jesuit universities and include a global perspective in all classes—abroad and on campus—so that our students receive the best preparation to develop into citizens of the world.
Making the University an inclusive home for all beliefs, backgrounds, and values is crucial to becoming an institution that does justice to our Jesuit legacy. We will actively support cross cultural collaborative education with each of us learning from the life history of others.
A university must embrace innovation, entrepreneurship, and thoughtful risk-taking. Applying vision and foresight, Fordham will seek out new efficiencies and work to diversify revenue sources and philanthropic opportunities.