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Strengths
* Teaching and research capabilities of the faculty
* High-ability students
* Loyal alumni
* Strong traditional undergraduate programs which are built upon a solid
core and which accommodate second majors, minors, and certificates
* Strong preprofessional programs
* Well-developed interdisciplinary programs and centers, including nationally
and internationally visible programs in Medieval and Renaissance Studies
* Broad array of master's and doctoral programs
* Extensive use of technology and significant pedagogical reform in many
areas
* Focused mission and academic identity
* Strong Jesuit identity, including the main responsibility for educating
"the whole person" campus-wide
* Robust international programming
* Important programmatic outreach components (e.g., Micah House, internships,
and service learning)
* Strong and growing undergraduate research programs that include student
presentations at professional meetings and publications in peer-reviewed
journals
* Key component of a high-quality first-year experience program (SLU 2000
seminars)
Weaknesses
* Significant space limitations, especially in fine and performing arts
areas and biology
* Limited range of programs in the social sciences and arts
* Relatively high instructional loads and rather limited staff and operational
support for a unit attempting to attain "finest" status
* Relatively low assistantship stipends and too few fellowships
* Insufficient racial diversity among faculty and students and insufficient
gender diversity within the faculty
* Limited user-level input on space design and allocation issues
* Limited ability to insure that all pre-tenure faculty have the opportunity
to travel professionally and have extended periods of study time to develop
professionally
* Middling pre- and post- award support for those pursuing grants
* Insufficient support to meet all high-priority equipment, technology,
and technology-learning needs
* Lack of a true high-technology infrastructure, including the absence
of a relational student and personnel database at the University level
which is capable of facilitating program analysis and optimizing services
to students
* Communication regarding the effectiveness of the core in meeting non-Arts
& Sciences' educational goals limited
Opportunities
* Capacity to attract more grants and contracts
* Capacity to attract more gifts in support of programmatic excellence
* Ability to develop high-quality first-year experience program
* Ability to launch programs that will attract new clienteles (e.g., graduate
degrees in International Culture and Society and in Criminal Justice,
baccalaureate program in Women's Studies)
* Ability to expand significantly the reach of existing programs (e.g.,
1-8-1-8 and visual arts [photography and sculpture])
* Ability to expand formal international linkages (e.g., withBelgium,
Italy, South America, and Mexico)
* Ability to continue converting adjunct positions to full-time faculty
lines
* Ability to make greater use of Lay and Reis field stations in support
of programming
* Ability to work more aggressively to enhance undergraduate graduate
admissions
*Capacity to attract more quality-conscious students as services at public
universities in Missouri and Illinois deteriorate due to budget cutting
Threats
* Depressed national and state economies
* Turbulent international politics (which can create barriers to international
students matriculating here and to U.S. students studying abroad)
* Number of high school graduates to decline within this decade
* Increased competition from low-cost providers as tuition costs rise
(e.g., UMSL, Southeast Missouri State, as well as Saint Louis Community
College and other two-year institutions for the early years of a "SLU"
degree)
For
additional background, please see University
Strategic Plan Goals
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