Fordham University School of Law (Fordham Law School) is a leading force in legal education with one of the nation’s most select student bodies, an enduring commitment to academic excellence, and a virtually unrivaled record of graduate employment. Established in 1905, Fordham Law School builds on the University’s commitment to service and today offers three law degree programs—JD, LLM, and SJD—and an MSL degree which is designed for non-lawyers. Fordham Law School offers dynamic academic programs including corporate law, intellectual property, information technology, and international law; an award-winning moot court and Alternate Dispute Resolution program; and numerous public service initiatives. Located on the West Side of Manhattan, as part of Fordham University’s Lincoln Center, the School leverages its strengths of community, faculty, devoted alumni, and place in the nation’s commercial and legal capital, providing exceptional preparation for service-oriented lawyers, counselors, problem solvers, advocates, and leaders ready to address the needs of clients around the globe.

The Position


As a key member of the Fordham Law School (FLS) senior management team, the assistant dean of the Career Planning Center (Center or CPC) works closely with the dean to enhance career opportunities for law students and alumni. The assistant dean reports to the dean of the Law School and leads the CPC, which is the principal source of career support for approximately 1,200 JD students in the day and evening divisions. The assistant dean develops the strategic vision and direction for the CPC, sets policy, and oversees the counseling of students and alumni in their career development and job search strategies, as well as the design and implementation of CPC programming, execution of the on-campus interview program involving over 150 employers, and other key initiatives of the Center.

Developing and sustaining relationships with employers—many of whom are highly engaged Fordham alumni—including the implementation of innovative marketing strategies to expand recruitment opportunities for students on a local, national, and global basis in legal, business, and public interest sectors is critical to supporting the professional aspirations of FLS students and the enviable placement success of the School. The assistant dean ensures the accurate collection and comprehensive reporting of employment data in accordance with protocol established by the Law School’s primary regulator, the American Bar Association, and provides employment statistics to FLS stakeholders, as well as U.S. News & World Report and NALP.

Additionally, the assistant dean collaborates with the Public Interest Resource Center, the newly established Center for Judicial Events & Clerkships, Alumni Relations, Admissions, and Student Affairs, as well as other administrative offices to address student-driven goals and objectives. Beginning in fall 2019, the assistant dean will be a vital partner in the ongoing development and implementation of a House system establishing more intimate communities within the institution to ensure that all students feel a sense of belonging, that all have mentors, and that all receive ample guidance as they develop their professional identity and prepare to begin careers as lawyers. The assistant dean cultivates an atmosphere of innovation and collaboration throughout a staff of 11 counselors and other administrators and oversees the Center’s budget.


Suzanne Endrizzi has been a key leader of the CPC at Fordham Law School for more than 15 years. Beginning in 2003, she served as co-director of the Center and was soon promoted to the role of executive director. By 2006, Endrizzi was named assistant dean. As of late August 2019, Endrizzi has shifted her responsibilities to the inaugural position of assistant dean of the Center for Judicial Events and Clerkships at Fordham Law School.

Under Endrizzi’s leadership the CPC has reported strong placement results for graduates, with significant success among those securing employment with New York City big law firms. She has leveraged her deep institutional memory and impressive breadth of alumni and employer connections to benefit students, alumni in transition, and the overall reputation of the School. Recognized as highly organized and adept at managing the many metrics that measure placement outcomes of graduates, Endrizzi, also, was the conceiver and architect of the Small to Midsize Law Firm Leaders’ Dean’s Advisory Council as well as CPC’s point counselor system. Owing to accomplishments like these, Endrizzi has gained considerable recognition for her abilities within the School and throughout the legal community.

Looking forward, Endrizzi is enthusiastic about her new position—developing innovative ways to engage members of the judiciary in the life of the School while enhancing clerkship support for students and alumni. While there will be collaboration between the CPC and the Center for Judicial Events and Clerkships, Endrizzi relishes the prospect of new challenges for herself and has already yielded full authority to advance the work of the Career Planning Center to the interim assistant dean—Ann Murray, director for career planning—as the search for a permanent successor continues. When the new assistant dean of CPC is installed, Murray will return to her former role.


The assistant dean of the Career Planning Center must be highly personable and inspirational, capable of motivating staff, faculty, campus partners, alumni, and, importantly, students to join in the vision and work of the Center to achieve its goals supporting the success of Fordham Law graduates. Dean Matthew Diller is enthusiastic about the work of the CPC and eager to partner with the assistant dean to advance key objectives. Recognizing this is a time of change, the assistant dean must craft a proactive strategic plan that is focused on increasing student engagement and utilization of services; expanding alumni involvement, particularly in key market sectors (such as the small and mid-sized legal firm market); and continuing to drive positive employment outcomes.

Another key objective is to foster a high functioning, collaborative CPC team. Assessing and aligning the organizational structure to support strategic priorities will be important. Additionally, the assistant dean will need to intentionally nurture a positive work culture where staff are encouraged to innovate new programs, services, and delivery models, where all are valued for their respective contributions, and where success is considered a shared experience. Such qualities will be of vital importance in enhancing the internal atmosphere and supporting staff retention goals.

Additional priorities and challenges as outlined by stakeholders include:

  • Foster a diverse and inclusive Center environment through the creation and implementation of programs, outreach strategies and practice, policy development, and recruitment of staff.
  • Involve the leadership team in assessing current employer relations strategy and resource allocation to devise opportunities for expanding efforts and advancing penetration into new market sectors while maintaining the strength of current ones.
  • Increase CPC’s visibility among students—encourage staff to think outside their conventional roles and work spaces to truly engage students where they are.
  • Design and implement an intentional model of collaboration and communication across the School that fosters shared responsibility for supporting the professional preparation of JD students. Foster ongoing collaboration with the Public Interest Resource Group, new Center for Judicial Events & Clerkships, Non-JD programs—LLM, MLS, and SJD, Admissions, Alumni Relations, Development, and International Programs. Strive to eliminate duplication of efforts and improve coordination of outreach and stewardship of key external relationships.
  • Devise effective mechanisms for early identification of, and remediation for, individuals who are not on track with regard to their career preparation.
  • Maintain a data-informed operation and ensure accurate, timely reporting of all placement data as required of the ABA, S. News & World Report, and other organizations.
  • Review the Center’s current policies with an eye toward streamlining and assuring they are in step with best practices. Regarding policies defining student participation in recruitment activities, ensure these are aligned with appropriate compliance measures as determined by the ABA and NALP, as well as changing market conditions. Policies need to resonate with students and support strategic priorities. They should be streamlined, transparent, and encourage—rather than restrict—participation wherever possible.
  • Continue efforts to support the successful Early Interview Week program.
  • Invest in staff members’ professional development and encourage participation in School-wide committee structures as well as external associations that will expand skills and knowledge while simultaneously infusing new ideas into practice.
  • Provide insight to and encourage the ongoing work of the Small to Midsize Law Firm Leaders’ Dean’s Advisory Council.
  • Evaluate the CPC’s current use of technology and devise a strategy for enhancing the use of technology through CRM systems and social media to improve communication and information access among students, employers, and other key constituents. Exercise caution to avoid communication overload.
  • Actively contribute to and support the work of the Dean’s Planning Council that includes leading alumni and friends of Fordham Law School.
  • Support the ongoing development and delivery of services through the new house system that are designed to foster a greater sense of community and engagement among 1L students in cohorts of 40-45 students or super sections of 90 students.
  • In conjunction with Joseph Landau, professor of law, assess the recent “Faculty Connect” initiative to determine ways to revitalize this effort that was conceived and designed to increase faculty engagement in identifying employment opportunities and networking prospects for students.
  • Reconstitute a working CPC Advisory Committee to include professors and adjuncts, key administrators, and alumni to open up new lines of communication, foster greater transparency, offer insight into curricular and experiential preparation of students in line with market expectations, and generate creative solutions to address CPC priorities.
  • In coordination with Development and Alumni Relations officers, identify opportunities to increase revenue from external sources.


The position requires an advanced degree (Juris Doctor Degree strongly preferred), with a progressive record of experience in a career development or closely related role, including demonstrated supervision, innovation, and leadership. The successful candidate will possess excellent interpersonal, administrative, and management skills; strong communication skills as evidenced by written and oral expression; knowledge of the legal market and profession with an emphasis on the career development needs of contemporary law students; experience counseling law students and alumni; and a knowledge of and commitment to the goals of Jesuit Education. Other preferred qualifications of an ideal candidate will include: experience with the New York City metro legal market; ability to identify and analyze trends in the legal profession; and a proven ability to foster cooperative environments and to work in a collegial fashion with individuals of diverse backgrounds and experience.

Several Fordham Law stakeholders also indicated the following capabilities and attributes would be attractive in a successful candidate:

  • Possess a transparent and participatory leadership style.
  • Demonstrate an outgoing and approachable persona that invites connection with, as well as inspires confidence in, others.
  • Actively engaged in professional associations and committed to professional growth for self and staff.
  • Be an energetic and innovative problem solver—able to think outside the box.
  • Student-focused—demonstrate genuine interest in students’ experiences, interests, and aspirations. Be a vocal, visible champion for students.
  • Possess strong leadership and management skills—able to articulate and operationalize a vision while managing complex responsibilities and building a cohesive, strong, and resilient team.
  • Possess excellent public speaking ability and comfortably embrace the role of ambassador and spokesperson with many constituencies, including the media.
  • Demonstrate prior experience in a recruiting capacity—either within higher education/career services, human resources, or within a law firm, government office or corporate environment.
  • Eagerly build and sustain professional networks.
  • Understand the critical relationship between career development outcomes and admissions within a professional school environment.
  • Highly organized, comfortable with data collection and analysis for identification of trends, reporting, and implementation of continuous improvement efforts.
  • Exhibit a keen understanding of how technology can be deployed to further the strategic goals of an organization—be adept at using and evaluating current and emerging technological solutions that add value, improve ease of access to information, streamline processes, and/or facilitate communication.
  • Understand the academic enterprise and intersection of academics, career development, admissions, and alumni relations.
  • Collegial and highly collaborative—able to build positive relationships across many constituencies.


As a JD student at Fordham Law, students have a wealth of career support available across the school. That support continues for alumni through the Career Planning Center, Public Interest Resource Center, Center for Judicial Events & Clerkships, and Fordham Law Alumni Association, as well as the faculty committees on fellowships.

Fordham Law’s Career Planning Center offers comprehensive career development services and resources to JD students and JD alumni. With a mission focused on providing the highest level of service to students, alumni, and employers, the CPC strives to support the professional development and career aspirations of all JD members of the Fordham Law community while ensuring active cultivation of external relationships that lead to opportunities for its students and the continuous flow of information about the changing expectations of legal employers. Currently, the CPC utilizes Symplicity as its career management system.

Services for Students

Career Planning Center counselors work with JD students starting even before their 1L year to provide the advice, support, resources, guidance, and tools needed to support their career aspirations, including assistance in:

  • Determining one’s career path;
  • Exploration of opportunities across the legal marketplace;
  • Connecting with employers; and
  • Showcasing each student’s best self in the job search.

All CPC counselors are former practicing attorneys who were involved in recruiting at their prior employers or were recruiters in the legal area at their previous employers. To advance its counseling practice, CPC counselors have also developed the following initiatives:

Point Counselor System
Each career counselor is the Point Counselor to two first-year sections (each section includes approximately 40 to 45 students). Throughout law school, a student’s point counselor proactively reaches out to alert them to programming or resources of interest, checks in on their job search progress, and invites them to one-on-one counseling sessions. The point counselor follows students throughout their law school career until a first permanent post-graduate position is obtained.

Career Counseling Sessions
Interactive one-on-one counseling sessions engage students in the job search process through self-assessment, identifying their career path and options, critique of application materials, job search advice, navigating hiring processes and career resources, and developing their networking persona or approach.

Small group counseling sessions allow students to benefit from one’s peers’ questions, experiences, and backgrounds. Some small group counseling session topics include Summer Legal Job Search, Strategy Sessions for Small and Midsize Law Firm Job Searches, and International JD Student Career Development.

Preparing for Interviews
Performing well in an interview is important. Counselors are eager to help and assist with:

  • Mock Interviews – with CPC counselors and practicing attorneys through the large scale Mock Interview Program held in July.
  • Interview Prep Session – topic-based preparatory session, in-person or by phone, that includes proper interviewing etiquette, materials to bring to the interview, highlighting one’s strengths, and researching prospective employers.

Drop-In Hour Service

Drop-ins answer students’ brief career-related questions (10 to 15 minutes). Each week the CPC has 12 drop-in hours available to students, which can be conducted either in-person or by phone.

Services for Employers

Fordham’s Career Planning Center offers employers a variety of recruiting options to access student and alumni applications. CPC staff work closely with employers to assess the available recruitment options and identify those that are best suited to their organization’s needs while simultaneously providing assistance in raising individual organization’s profiles with the Fordham Law student body. Employers are invited to participate in Fordham Law’s On-Campus Interview Program or to post opportunities through the Fordham online Job Bank.

Institution & Location


An Overview of the School of Law

Fordham School of Law is a professional graduate school of Fordham University. The school is located in the borough of Manhattan in New York City and is one of eight ABA-approved law schools in that city. Among the 2015 graduates of Fordham Law who sat for the bar exam within two years of their graduate date, 96.62 percent passed the bar exam.

Fordham Law has been coeducational since 1918. Ruth Whitehead Whaley became the first black woman to enroll at Fordham Law, graduating at the top of her class in 1924. Within one year of graduating, Whaley became one of the first black women admitted to practice law in New York.

Fordham lawyers are smart, know the law, have strong judgment, and possess the skills to solve real-world problems. Whether they are employed by firms, businesses, government agencies, or community organizations, Fordham lawyers are committed to service with an integrity that is a hallmark of Fordham’s Jesuit tradition. Fordham lawyers serve clients and the public at the highest levels as counselors, problem solvers, advocates, and leaders. These qualities stem from and reflect Fordham Law School’s unique approach to legal education, which is grounded in deep commitments to excellence, an ethos of care, valuing the individual while building community, and the belief that law and lawyers can nurture human flourishing.

Located in new and stunning surroundings in arguably the greatest city in the world, Fordham Law School offers students the extraordinary advantages of a large institution of learning while providing individualized training, focus, and mentorship from a world-class faculty. And Fordham’s extended network of dedicated alumni help create opportunities within the profession while ensuring that the Law School itself remains strong.

Fordham Law School is one of the top schools that sent the highest percentage of 2018 graduates to the largest law firms and federal clerkships, according to data presented by the National Law Journal. In the report, Fordham ranks 17th, with over 52.6 percent of its 371 Class of 2018 graduates going to law firms with more than 100 attorneys or federal clerkships. The National Law Journal also ranks Fordham 15th in terms of the percentage of the JD Class of 2018 hired by the largest 100 law firms and reported that Fordham Law ranks 10th in the number of alumni promoted to partner.

In its 2020 edition of “America’s Best Graduate Schools,” published in March 2019, U.S. News & World Report ranked Fordham Law as 39th among 192 U.S. law schools included in the rankings. The Law School’s part-time evening program is ranked third (#3) out of 72 such programs. In the 2020 edition of rankings, Fordham Law remained among the country’s most diverse law schools.

According to Fordham University School of Law’s 2018 ABA-required disclosures, 81.4 percent of the Class of 2018 obtained full-time, long-term, “JD/Bar Passage Required” employment nine months after graduation. Approximately seven percent of 2018 graduates were employed in “JD Advantage” positions. The 2018 Academic Ranking of World Universities ranked Fordham Law School as 27th best in the world.

Fordham Law School is a leading force in legal education, with one of the nation’s most select student bodies. Students are drawn from among the most academically rigorous undergraduate schools in the country.

Top Feeder Schools

  • Fordham University
  • New York University
  • Columbia University
  • Cornell University
  • University of Michigan
  • University of Pennsylvania
  • Georgetown University
  • Binghamton University
  • Villanova University
  • Boston College
  • Rutgers University

Five of Fordham’s programs in specialty areas have been ranked among the nation’s top 30.

Nationally Ranked Programs (US News & World Report, 2020 Rankings)

  • Trial Advocacy: 9th
  • Dispute Resolution: 21th
  • International Law: 19th
  • Clinical Training: 19th
  • Intellectual Property Law: 28th

The Fordham Law alumni community is a global network. Graduates can be found in 49 states and 80 countries around the world, with a very high concentration of alumni in the New York City metropolitan area. The Fordham Law Alumni Association is one of the largest law school alumni associations in the country.

Leadership of the Law School

Matthew Diller – Dean of the School of Law

Matthew Diller has led Fordham Law School since July 2015. Prior to being appointed dean at Fordham Law in 2015, he served as dean at the Benjamin N. Cardozo School of Law for six years.

Dean Diller is a prominent scholar of social welfare law and policy. He has lectured and written extensively on the legal dimensions of social welfare policy, including public assistance, Social Security, and disability programs and disability law and policy. His articles have appeared in the Yale Law JournalUCLA Law ReviewTexas Law Review, and Michigan Law Review.

Dean Diller began teaching at Fordham Law in 1993. He was the Cooper Family Professor of Law and co-director of the Louis Stein Center for Law and Ethics.

From 2003 to 2008, he served as the associate dean for academic affairs. He has received the Louis J. Lefkowitz Award for the Advancement of Urban Law from the Fordham Urban Law Journal (2000), the Eugene J. Keefe Award for outstanding contributions to the Law School (2002), and the Dean’s Medal of Achievement (2009).

Dean Diller is a member of the New York State Permanent Commission on Access to Justice and is chair of the commission’s Committee on Law School Involvement. He serves on the board of the Legal Aid Society of New York and is a member of the executive committee of the Association of the Bar of the City of New York. He is also a member of the Judicial Institute on Professionalism in the Law and a fellow of the American Bar Foundation.

He served as a member of the board of directors of Legal Services NYC from 1999 to 2009, and he was vice chair from 2003 to 2007. He was a member of the executive committee of the poverty law section of the Association of American Law Schools and was chair in 1999 to 2000. From 2000 to 2008, he was a member of the board of directors of the National Center for Law and Economic Justice. He was also a member of the New York City Bar Association’s Task Force on New Lawyers in a Changing Profession. In fall 1999, he was scholar-in-residence at the Brennan Center for Justice at New York University School of Law.

He received an AB and a JD, both magna cum laude, from Harvard University, where he was an editor of the Harvard Law Review. He then clerked for the Honorable Walter R. Mansfield of the U.S. Court of Appeals for the Second Circuit. He worked for the Legal Aid Society in New York, where he was a staff attorney in the civil appeals and law reform unit.

In 1991, the Association of the Bar of the City of New York honored him with a legal services award. In 2014, the AALS Section on Pro Bono and Public Service Opportunities awarded Dean Diller the Deborah L. Rhode Award for his leadership in legal education and public service.

The Dean’s Leadership Team

The following leadership positions at Fordham Law report directly to Dean Diller:

  • Associate Dean, Academic Affairs (member of the full-time faculty)
  • Associate Dean, Research (member of the full-time faculty)
  • Associate Dean, Experiential Learning (member of the full-time faculty)
  • Assistant Dean/Assistant Vice President, Development
  • Assistant Dean, Administration
  • Assistant Dean, Career Planning Center
  • Assistant Dean, Enrollment Services,
  • Director, Finance

Forward Campaign – Campaign For The Fordham Law Experience

Under the leadership of Dean Diller, Fordham Law has embarked upon a fundraising campaign, aptly named “Forward.” The student experience is paramount to the Forward campaign. If Fordham Law is to attract a talented and diverse class year after year, then the School must ensure every single student feels valued and engaged. Opportunities to interact are plentiful, but the School must guarantee these interactions lead to even more meaningful connections.

Forward focuses on three aspects of the student experience:

  • Getting In—Recruitment and Retention
    • Financial Aid
    • Diversity Recruitment
    • Pipeline Programs
  • Gearing Up—Personal and Professional Development
    • House System
    • Student Life Initiatives
    • Diversity Programs
    • Professional Skills and Writing Center
    • Global Opportunities
    • Student Services
  • Going Beyond—Careers and Passion
    • Postgraduate Fellowships
    • Loan Repayment Assistance Program
    • Stein Scholars and Public Interest Fellowships
    • Career Planning

For more information about the capital campaign, please visit:

Institutional Background – Fordham University

The origins of Fordham University can be traced to 1839 when John Hughes, the Bishop of New York, bought 100 acres at Rose Hill in the Fordham section of what was then Westchester County. Though facing financial difficulties in starting St. John’s College, Bishop Hughes, a poor Irish immigrant himself, saw education as the indispensable means for his immigrant flock to break out of the cycle of poverty and better themselves economically and socially in their adopted homeland. St. John’s College opened its doors in 1841 as a diocesan institution with a grand total of six students.

For both financial and personnel reasons, in 1846 Bishop Hughes was happy to sell St. John’s College to a religious order with an international reputation as professional educators—to the Society of Jesus. Throughout the later nineteenth century, St. John’s College remained a small liberal arts college.

From College to University

In 1904 the president, Father John J. Collins, S.J., announced that St. John’s College would become a university, but the transition from St. John’s College to Fordham University was a gradual process, spread over several decades. The process began in 1905 with the opening of the first of two graduate schools. The first graduate school, the Medical School, opened and subsequently closed within 16 years. However, the second graduate school, the Law School, flourished from the beginning despite a somewhat nomadic existence that necessitated four changes of location in the first ten years.

In the fifteen years between 1905 and 1920, Fordham gradually assumed the dimensions of a genuine university with the establishment of several additional Schools and Colleges, though this was not without many challenges. In 1936, Father Gannon was brought in from St. Peter’s College to lead the university.  He is regarded as the first modern president of Fordham. He brought stability to the Office of the President and over a 13-year period, from 1936 to 1949, guided the university through lean years of the Depression and World War II and oversaw rapid expansion in the post-war years. He strengthened the academic reputation, curtailed the football program to the delight of some and the outrage of others, and gave Fordham its own radio station. He also separated the office of the rector of the Jesuit community from that of the university president, became an indefatigable fundraiser, and gave Fordham high visibility in New York City through his frequent appearances and speeches at public events. He was the first president of Fordham University to become a well-known figure in New York City.

The Lincoln Center Campus

A major milestone in the development of Fordham University took place with the establishment of the Lincoln Center Campus in the 1960s. Fordham’s new Manhattan campus actually had an inauspicious beginning in December 1954, when Father Laurence J. McGinley, S.J., the President of Fordham, asked Robert Moses, New York City’s master planner and quintessential power broker, if Fordham could rent five floors in the new Coliseum office building to be constructed at Columbus Circle. Moses turned down the initial request and in its place suggested that Fordham assume a role in what became known as the Lincoln Square Urban Renewal Project, one block west of the Coliseum. This project was also responsible for the creation of the Lincoln Center for the Performing Arts and included the Juilliard School.

That conversation between Robert Moses and Father McGinley started the most important dream in Fordham’s history. The Lincoln Center campus of Fordham University gradually took shape between 1961, when the Law School building was dedicated, and 1969, when the Lowenstein Building became the home of a new liberal-arts college and the graduate schools of Education, Social Service, and Business Administration. In August 2014, the Law School moved into a new, state-of-the-art building at Lincoln Center—part of a 22-story structure also housing 425 undergraduate students—and its former building was then renovated to accommodate the Gabelli School of Business.

To read more about the history of Fordham University, please visit:


Fordham University, the Jesuit University of New York, is committed to the discovery of Wisdom and the transmission of Learning, through research and through undergraduate, graduate, and professional education of the highest quality. Guided by its Catholic and Jesuit traditions, Fordham fosters the intellectual, moral, and religious development of its students and prepares them for leadership in a global society.

Strategic Plan

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, 2016, 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.

The three main goals of the planning process are:

  • 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.

To read more about the strategic plan:

University Leadership

Joseph M. McShane, S.J. – President

A native of New York, Father McShane entered the Society of Jesus in 1967 and was ordained a priest in 1977. He received both a bachelor’s degree and a master’s degree from Boston College, and master’s degrees in theology from the Jesuit School of Theology at Berkeley in 1977. He completed his doctorate, in the history of Christianity, at the University of Chicago in 1981.

He served as a member of the Department of Religious Studies at LeMoyne College in Syracuse, New York, from 1981 to 1992. He served as the dean of Fordham College at Rose Hill from 1992 to 1998. In 1998, he became president of the University of Scranton, a post that he held until he returned to Fordham in 2003 to assume the Fordham presidency.

Father McShane’s leadership team includes:

  • Margaret T. Ball, Esq.
    Secretary of the University
  • John W. Buckley
    Vice President for Admission and Student Financial Services
  • Jeffrey Gray
    Senior Vice President for Student Affairs
  • Martha K. Hirst
    Senior Vice President, Chief Financial Officer and Treasurer
  • Dennis C. Jacobs, Ph.D.
    Provost and Senior Vice President for Academic Affairs
  • Michael C. McCarthy, S.J.
    Vice President for Mission Integration and Planning
  • Roger A. Milici, Jr.
    Vice President for Development and University Relations
  • Nicholas Milowski
    Vice President for Finance
  • Frank Simio
    Vice President for Lincoln Center
  • Peter A. Stace, Ph.D.
    Senior Vice President for Enrollment and Strategy
  • Kay Turner, Esq.
    Vice President for Human Resources
  • Marco A. Valera
    Vice President for Facilities Management

Academic Programs and Faculty of Fordham University

Fordham University is comprised of nine schools, operating across three campuses (residential campuses at Rose Hill in the Bronx and Lincoln Center in Manhattan and a branch campus in Westchester, New York).

  • Undergraduate Schools
  • Fordham College at Rose Hill
  • Fordham College at Lincoln Center
  • Gabelli School of Business
  • School of Professional and Continuing Studies
  • Graduate Schools
  • Gabelli School of Business
  • Graduate School of Arts and Sciences
  • Graduate School of Education
  • Graduate School of Religion and Religious Education
  • Graduate School of Social Service
  • School of Law

Faculty Demographics and Other Key Statistics

735        Full-time Instructors
58%       Men
42%       Women
28%       Underrepresented Populations

437         Tenured Faculty
63%        Men
37%        Women
16%        Underrepresented Populations

833        Part-Time Instructional Staff
50%       Men
50%       Women
18%       Underrepresented Populations

93% of faculty hold a PhD or other terminal degrees

15:1 undergraduate student-to-faculty ratio
22 students average class size

31 Jesuits at Fordham (18 faculty; 13 administrators)

168 Fulbright Scholarships since 2003
1,597 Awards and Scholarships since 2003
76% health professional school acceptance rate
1 M over one million community service hours annually
2,600 NYC-based internship companies

The Student Body

Demographic Data

16,037  students in nine schools
9,599    undergraduates
2,283    freshmen students
6,438    graduate and professional students

57.5%   Women
42.5%   Men

28.2%   Underrepresented Populations
14.3%    Hispanic
9.8%     Asian
3.9%      African American
3.4%      two or more racial groups
0.1%      American Indian/Alaskan
0.1%      Hawaiian/Pacific Islander

Geographical origins:
46 states, D.C., Puerto Rico, Federal States of Micronesia, Puerto Rico, and 74 countries

About New York, New York

The City of New York is the most populous city in the United States. With an estimated 2018 population of 8,398,748 distributed over a land area of about 302.6 square miles, New York is also the most densely populated major city in the United States. Located at the southern tip of the state of New York, the city is the center of the New York metropolitan area, the largest metropolitan area in the world. A global power city, New York City has been described as the cultural, financial, and media capital of the world and exerts a significant impact upon commerce, entertainment, research, technology, education, politics, tourism, art, fashion, and sports. The city’s fast pace has inspired the term New York minute. Home to the headquarters of the United Nations, New York is also an important center for international diplomacy.

Benefits Overview

As an employee of Fordham University School of Law, the following benefits are available:

  • Health Insurance – United Healthcare
  • Dental Insurance – Cigna
  • Vision Insurance – VSP
  • Retirement Plans – TIAA and Fidelity
  • Supplemental Retirement Options
  • Flexible Spending Accounts
  • Life and Disability Insurance
  • Vacation, Sick, Personal Leave, and Holidays – employees of less than five years receive 15 days of vacation annually; two personal days per calendar year; 12 sick days per calendar year; 16 paid holidays, plus Election Day in a Presidential Election Year; Summer Break includes six Fridays off during the summer following Independence Day; the University closes during the week between Christmas and New Year’s Day
  • Educational Benefits – after six months of employment, eligible employee receives 100 percent tuition remission, maximum 24 credits for an academic year; dependents are eligible for 100 percent tuition remission, no credit limit
  • Tuition Exchange Program – national undergraduate scholarship program for dependent children of full-time employees

Please visit the following page for additional information:

Application & Nomination

Review of applications will begin immediately, and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Valerie B. Szymkowicz at Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Fordham University School of Law website at:

Founded in 1841, Fordham is the Jesuit University of New York, offering an exceptional education distinguished by the Jesuit tradition to more than 16,000 students in its 9 colleges and schools. It has residential campuses in the Bronx and Manhattan, a campus in West Harrison, N.Y., the Louis Calder Center Biological Field Station in Armonk, N.Y., and the London Centre in the United Kingdom.

Fordham University is committed to excellence through diversity and welcomes candidates of all backgrounds.
Fordham is an Equal Opportunity Employer –Veterans/Disabled and other protected categories.