Associate Dean for Academic Affairs; James E. Rogers Professor of Law
Key decision makers in the same organization
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Board meetings, strategic plans, and buyer signals from John Savery Madden’s organization
Jun 1, 2026·StrategicPlan
Board
Vision 2026
This document outlines the strategic vision and priorities of New Dean Jason Kreag for the 'U of A' college. Key objectives include supporting aspiring lawyers to become leaders through comprehensive preparation for careers and the bar exam, investing in faculty scholarship and research, and ensuring student success. A significant focus is placed on increasing scholarship support to alleviate financial pressures, allowing students the flexibility to pursue opportunities aligning with their passions after graduation. The plan emphasizes aligning these priorities for the college's future direction.
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University Of Arizona James Rogers College Of Law Vision 2026-2031
The Dean's vision for the University of Arizona James Rogers College of Law over the next three to five years centers on three core pillars: student success, intellectual community, and community engagement. Key priorities include training aspiring lawyers for bar exam success, recruiting outstanding faculty who are both scholars and committed teachers, and fostering strong relationships with alumni, judges, and friends of the college to gather ideas, support students, and increase scholarships for JD students.
May 29, 2026·StrategicPlan
Board
University of Arizona James E. Rogers College of Law Vision 2026-2031
The Dean's vision for Arizona Law, outlined for the next three to five years, centers on three core areas: training aspiring lawyers to successfully pass the bar and serve the nation, strengthening the intellectual community through recruiting outstanding faculty, and enhancing community engagement to foster financial support and improve student employment outcomes.
Oct 13, 2025·StrategicPlan
Board
Future Of Law Libraries White Paper 2026-2028
This white paper, produced by the Future of Law Libraries initiative, distills findings from regional roundtables on Artificial Intelligence's impact on law libraries and proposes collaborative directions. It outlines three core recommendations: creating a centralized AI organization, developing tiered AI training for legal information professionals, and establishing a centralized AI knowledge hub. The plan aims to foster coordinated advocacy, enhance professional skills, and create an authoritative repository to empower law libraries in leading AI-driven change in legal education and work, with meaningful progress targeted for 2026-2028.
Extracted from official board minutes, strategic plans, and video transcripts.
