战略背景下

战略背景下

我们的环境

大学 have protected themselves for centuries by preserving what matters most in layers of tradition. Instead of competing through innovation, American higher education has relied on constant growth. 把门开得更大, eliminating barriers of class, 比赛, 和性别, the percentage of Americans who obtain a bachelor’s degree or higher by the age of 25 has risen from 4.1940年到1933年是6%.今天的4%. 

This landscape, however, has utterly changed. The pandemic of 2020 has shaken our economy and our student base to its core. This massive disruption hit universities at a moment when they were already vulnerable, competing for a declining number of 18-year-old students during a demographic dip. Higher education can no longer resist change in order to survive. 

Like most of our peer institutions, Loyola struggles to bridge the gap between what our students can afford and the cost of the education they deserve. 作为一个耶稣会的机构, we engage in a struggle carried on for 500 years, that of providing truly excellent education but making it available to all. 

有一段时间, Loyola bridged that gap in a unique way, funding half of its operating revenue with the income of WWL radio and television stations. (WWL stands for World-Wide Loyola). Loyola sold those assets before the disruption of the television industry, and continues to benefit from the income of the resulting endowment. Now we must find new ways to diversify our revenue.

保持灵活.

我们必须更加

entrepreneurial, nimble, and forever open to change. We also must remain lean and efficient to reduce costs for our students.

We bring together an extraordinary faculty and staff, whose loyalty to Loyola’s students has inspired them to work ever harder for static, 或者有时, decreasing amounts of compensation during the last decade.

Loyola must also diversify its revenue to avoid overreliance on undergraduate tuition at a time of disruption in that market. 

We build on key advantages as we work to attract more students and ask those who can afford it to pay more for excellence. This generation of students prefers urban institutions, in authentic and exciting cities. We know that we can do more to capture the zeitgeist of 新奥尔良. Students also prefer diverse campuses that look like the world, as Loyola proudly does. 

生活成本的变化.

洛约拉必须成长

its revenue to meet its needs, to compensate its people as they deserve, and to maintain the kind of steady revenue growth necessary for cost-of-living increases and merit-based pay.

Students increasingly also prefer pragmatic and professional fields of study over the traditional liberal arts, and larger schools over small. We are a medium-sized liberal arts college with historic strengths in business, 法律, 还有科学. 当我们展望未来, we will need to capitalize on our most popular programs while continuing to make a case for the study of the humanities. 

最后, we seek to preserve and strengthen our core Jesuit identity with a declining number of Jesuit priests. 为学生, nothing can replace the transformative nature of engaging directly with the Jesuits, whose wisdom and skills are honed through decades of training. If we are to sustain our core mission, we must spread those skills throughout our faculty and staff. We cannot ask the remaining priests among us to carry that mission for us alone. St. Ignatius designed his Spiritual Exercises as a layperson, 为所有人, and we must carry on the work of formation. Our Jesuit identity stands as our calling card; it establishes our credibility as educators who change lives; and it is the entire point of our institution. 


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战略计划
2020

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战略计划
追求包容性卓越

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任务优先级
反省

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