Modernizing Fordham Law School
Modernizing Fordham Law School
Chapter 6 Explains the Law School’s decline and Dean William Hughes Mulligan’s efforts to reform and modernize it during the 1950s and 1960s. Fordham University impeded reforms by diverting Law School revenues to subsidize the university’s other divisions. Quantitative data presented in ABA and AALS reaccreditation reports document the Law School’s decline in qualitative indices, such as the school’s stated mission and vision of legal education, the number of full-time and part-time faculty, student/faculty ratios, library size and budget, the number and nature of elective courses and seminars, the volume and nature of faculty scholarship, faculty support, faculty salaries and benefits, student aid, student scholarships, opportunities for student research and writing, student placement services. The physical plant was inadequate until the Law School relocated to the Lincoln Center campus in 1961. The law faculty struggled and failed to achieve financial and administrative autonomy from the university administration. The struggle produced bitterness, hostility and distrust between the Law School and the university.
Keywords: Dean William Hughes Mulligan, Laurence J. McGinley, S.J., Edwin A. Quain, S.J., Leo McLaughlin, S.J., Michael P. Walsh, S.J., Paul J. Reiss, Dr. Joseph R. Cammarosano, self-study report, Professor Robert M. Byrn, the Gellhorn Report, ABA and AALS standards, faculty governance, budgets, fund-raising, faculty union
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