Loyola University Chicago

Office of the President

1: Leverage University Resources to Ensure Student Access and Success

‌Institutional priority 1

Leverage University Resources to Ensure Student Access and Success

Continue to prioritize access to education for those from underserved communities as well as the tools to promote success for all students

Loyola remains committed to providing access to higher education for students of all social classes. A third of our students come from first-generation families, and one-third receive Pell grants. The next step is helping to ensure students thrive, graduate on schedule, secure post-graduation success commensurate with their interests and capacity, and contribute to the dismantling of societal structures that perpetuate inequality. Loyola will more intentionally leverage its resources— academic, financial, human, social, and technological—to make sure these students benefit equitably from the transformative opportunities envisioned by a Jesuit education. Technology and other evolving educational tools will be critical to providing cost-effective education and support services. Loyola's campuses should be places hospitable and supportive to people from all communities. This will require increased mentoring, engagement, and support from faculty and staff. Loyola will also further refine its recruitment strategies to cultivate underrepresented communities, particularly those seeking an associate degree.

Key Administrator

  • Provost

Responsible Staff

  • Vice president, Student Development
  • Vice president, Advancement
  • Dean, Arrupe College
  • Deans and directors
  • Academic leaders for Enrollment Management, Curriculum Development, and Student Academic Services

Advisory Bodies

  • Board of Trustees
  • Council of Deans
  • Council for Student Success

Estimated Net Investment over 5 years: $1 Million

Strategy 1

Expand efforts to recruit and retain underserved students

Tactic 1.a: The University will launch a college program leading to an associate's degree for underserved and inner-city students with weak academic qualifications but high potential for success (by fall 2015).

Tactic 1.b: The associate provost for Enrollment Management and assistant provost for Academic Services will implement an enrollment management plan to expand access for students who are first-generation or from economically and socially diverse backgrounds (by fall 2016).

Tactic 1.c: The vice president for Advancement will be responsible for completing an endowment campaign to raise $80 million that will provide additional aid to support the financial needs of students from economically disadvantaged families. (by FY2020)

Major Initiative

Arrupe College of Loyola University Chicago

Access to higher education by underserved populations is a critical public policy issue. Loyola is creating a unique program designed to give these students the extra support and encouragement needed to increase their probability of graduating with a bachelor's degree. Arrupe College, in its early implementation phase, will offer a Core Curriculum leading to an associate's degree in the Jesuit liberal arts tradition to students who would otherwise attend community colleges. The program will offer small classes, necessary academic support services, an organized curriculum that satisfies all the requirements of the Illinois common core, and affordability—with no or minimal debt at completion of the two-year curriculum. The associate degree is designed to create a pathway toward a baccalaureate degree at Loyola University Chicago or other private or public university.

Estimated Financial Investments over 5 years:


  • $17 million

Funded Scholarships

  • $7 million


  • $21 million

Net Revenue

  • $3 million

Priority 1 - Strategy 2

Implement advanced student support programs and academic initiatives to enhance student success

Tactic 2.a: The provost and the deans of undergraduate schools will implement enhanced academic support and student life programs that promote retention, timely graduation, career readiness, and post-graduation success (by fall 2016).

Tactic 2.b: The senior leadership for curriculum development and student academic services will foster innovative Core and engaged curricular programs that enhance student learning through experiential pedagogies (fall 2016).

Tactic 2.c: The University will establish an Office of Institutional Effectiveness to coordinate institutional research, learning outcomes assessment, and related projects to ensure that future strategic and budgetary plans are developed and aligned with sound analytical data on our students and graduates (by fall 2017).

Tactic 2.d: Academic deans and directors will recruit and develop a diverse faculty and staff committed to Loyola's mission and with the capacity and commitment to produce graduates who will improve society, especially for people who are less fortunate.

Major Initiative

Rethinking the University's approach to student success

Our commitment to support students in the realization of their college goals is a compact we make with them upon their admission to Loyola. Through the guidance of the Council for Student Success, the University will examine current approaches to student success, including high-impact practices (undergraduate research, service learning, e-portfolios, etc .), analyze student success outcomes (retention, progression, career readiness, timely graduation, and post-graduation success), and recommend new and enhanced approaches to improve measured student outcomes. We will focus first on efforts directed to new first-year students and transfers, progressing by cohort across the span of the undergraduate experience by AY2016–17. One important goal will be to improve student retention and graduation rates by three percent over five years.

Estimated Investment over 5 years:

  • $500,000