Strategic 目标和目的
We will achieve our goal by doubling down on mission, by having clarity about who we are and why we do this work.
目标
These are specific metrics of our performance for this three-year plan:
保持率:
There is no better quantitative measure of our achievement of mission than our ability to graduate students whose lives we have transformed. Based on an analysis of our retention efforts and those of our peer-group, we strive for an 85% first-to-second-year undergraduate retention rate. 如果我们实现了这个目标, it will place us within the ranks of only a dozen other institutions with similar Pell-eligible rates and, 随着时间的推移, improve our four and six-year graduation rates. We also seek to end disparities within that retention rate based on class and race.
Growing the University’s 资源:
Loyola needs further growth to better compensate 我们的人民, provide margins for contingency, 资助新想法, tackle long-deferred maintenance and replenish the endowment. We strive to grow gross revenue by 20% to better sustain our needs and invest in 我们的人民, and to create budgeted surpluses of 3% through the plans outlined here.
登记:
Given the current demographic downturns and increasing competition, we seek to buck national trends and continue modest growth in our undergraduate net tuition revenue while increasing overall graduate and professional net tuition revenue by at least 15% through the creation of new programs. This will require building on the strengths described in this plan, executing our enrollment strategy ever better, and creating strategic new programs.
Building visibility and momentum:
实现其目标, Loyola must visibly expand its profile, 在本地, nationally and particularly with its own alumni. We will measure this by raising the number of positive media impressions, through surveys of alumni opinion, and by increasing the alumni participation rate.