MISSION to MOMENTUM STRATEGIC PLAN 2025-2030
MISSION to MOMENTUM STRATEGIC PLAN 2025-2030
1 Executive Summary 2 Organizational Analysis 4 Challenges and Opportunities 6 Mission and Vision 8 Strategic Pillars 14 Conclusion 15 Acknowledgments
THIS STRATEGIC PLAN WAS APPROVED BY THE LOYOLA UNIVERSITY NEW ORLEANS BOARD OF TRUSTEES ON OCTOBER 9, 2025
EXECUTIVE SUMMARY
Within this Strategic Plan: Mission to Momentum 2030, Loyola University New Orleans is prioritizing the success of its community of faculty, staff, and students. Following a year-long conversation and Examen with community stakeholders, six foundational pillars have been established:
1 2 3 4 5 6
Invest in Our Greatest Resource: Our People Invest in Sustainable Infrastructure Enhancements Create Brand Prestige for the University Increase Student Enrollment, Retention, and Success Invest in Experiential Learning Execute our Mission by Being Contemplatives in Action
Mission to Momentum outlines key initiatives and action steps for each pillar to accomplish this work. It requires us to work more collaboratively, moving away from silos that were inadvertently created for a variety of reasons. Our campus community, state, and region require more of us. Our primary reason for existing is to educate students. We strive to do this in a way that prepares them to lead meaningful lives with and for others. We will review programming to ensure that we offer what the marketplace demands, and make sure the marketplace knows the value of a Jesuit education. We will ensure that students complete at least one internship or off-campus research experience so that they have the opportunity to learn in a natural work environment, and have the opportunity to apply the critical thinking skills they have acquired. Doing so will help them develop career-focused networks that lead to higher career placement outcomes. As part of our Jesuit education, we will ensure that students understand what it means to live
with and for others by being contemplatives in action which comes about via opportunities to serve in our community. In order to accomplish this work, it requires dedicated faculty and staff. We are not poor in this area, our community of faculty and staff work diligently to ensure the success of our students, and pour into them daily. We will invest in our faculty and staff to ensure we are paying competitive salaries and benefits. To create an environment that inspires academic excellence, we will continue to invest in our physical and technological campus infrastructure. All of this would not be possible without creating a brand with a focused marketing and communications plan that helps us to communicate who we are, the value we exude, and the tools we possess to educate the whole person that will go out and make a more just world.
The work ahead provides great hope to our community with a focused plan for our future. This plan will be re-evaluated annually as progress is made and changes occur at the macro level that may require continued adaptation to ensure the plan’s ultimate success. MISSION TO MOMENTUM LOYOLA STRATEGIC PLAN 2025-2030
1
LOYOLA AT A GLANCE
4,322
43%
of enrolled students come from outside Louisiana
1 in 4
incoming first-year students are first-generation
TOTAL ENROLLMENT
555 graduate
21
89% of full-time faculty hold the 13:1 student-faculty ratio
NAIA DIVISION I
115
STUDENT ORGANIZATIONS
academic programs
60
continuing education
615 law
A DIVERSE COMMUNITY
VARSITY SPORTS
highest degree in their field
nearly 100
receive some form of financial aid
47
73 doctoral
ATHLETICS + STUDENT LIFE
ACADEMICS
+ STUDY ABROAD
2
3,032 undergraduate
99%
COUNTRIES
LOYOLA STRATEGIC PLAN 2025-2030 MISSION TO MOMENTUM
+
65% female
65% female
66% female
FIRST-YEAR
UNDERGRADUATE
GRADUATE
35% male 59% ethnic minority
35% male 53% ethnic minority
34% male 41% ethnic minority
with programs spanning the Americas, Europe, Asia, Africa, and Oceania Australia / Brazil / Colombia / Costa Rica / Czech Republic / Denmark / Ecuador / France / Germany / Iceland / India / Ireland / Italy / Japan / Korea / Mexico / Netherlands / New Zealand / Portugal / Rwanda / Spain / South Korea / Switzerland / Thailand / Turkey / Uganda / United Kingdom / and more
Loyola University New Orleans, a Jesuit and Catholic institution of higher education, was chartered in 1912. Loyola is one of 28 Jesuit, Catholic universities and colleges in the United States. We are uniquely defined by a diverse student body, an impressive portfolio of academic offerings, and two picturesque campuses in the heart of New Orleans — a city infused with creativity and matchless cultural traditions.
ORGANIZATIONAL ANALYSIS
Inspired by Ignatius of Loyola’s vision of finding God in all things, we strive to educate the whole student and to benefit the larger community through teaching, research, creative activities, and service. The University consists of six colleges: Arts & Sciences, Business, Nursing & Health, Law, Music & Media, and City College. Loyola has been an anchor in the City of New Orleans for over 110 years. Community engagement is one of the most important ways Loyola strives to achieve its Jesuit mission. Loyola's campus consists of 26 acres on historic oak-lined St. Charles Avenue in Uptown New Orleans, with its main campus directly across from Audubon Park, and a short drive down St. Charles to the French Quarter and downtown New Orleans. The University is consistently ranked among the top institutions in the South.
MISSION TO MOMENTUM LOYOLA STRATEGIC PLAN 2025-2030
3
Our Catholic, Jesuit values remind us to reflect on the ways in which we can be the best version of ourselves, and how we can use education to sharpen our God given gifts and talents to impact the world around us.
Pursuit of Excellence Respect for the World, Its History and Mystery Learning From Experience Contemplative Vision Informed by Hope Development of Personal Potential Critical Thinking and Effective Communication Appreciation of Things Both Great and Small Commitment to Service Special Concern for the Poor and Oppressed Linking Faith with Justice International and Global Perspective Discerning Mindset: Finding God in All Things
4
LOYOLA STRATEGIC PLAN 2025-2030 MISSION TO MOMENTUM
&
CHALLENGES OPPORTUNITIES
The University’s previous strategic Plan Courage and Creativity provided a great opportunity for the University to plant the seeds that led to much needed infrastructure updates, growth of our nursing programs, and the resurrection of City College. Since the completion of that plan the world around us has changed. There is a greater threat to higher education than ever before, both from the impending enrollment cliff due to the decrease in college aged students, and from a national cultural and political climate that questions the utility of a college degree.
In the coming years, much of the University administration's work will be to rectify any misconceptions on the value of higher education. We invest greatly in our students with institutional dollars and endowed scholarships, which are made possible in large part by our extraordinarily generous alumni and benefactors, but is also reflected in our generous Loyola grant. In addition to internal investment, nearly half of our student body receives Pell grants, reflecting previous federal administrations investment in the future of our young people and our nation. But, if we don’t continue to lobby for such support, which largely supplements the education of our first generation students or students from lower socio economic backgrounds, we could potentially see a greater demographic shift and divide within our region and nation.
Due to these circumstances in which we find ourselves, this new plan will reinforce the mission of the University. We will stand firm on the 500 year history of our Catholic, Jesuit values that compels us to be with and for others, as experienced by educating the whole person in mind, body and spirit. Education empowers our communities, not only on an individual basis but for our society as a whole. Education develops critical thinking, problem solving and communication skills. It also encourages innovation, productivity, economic mobility, reduces inequality, promotes civic participation, and inspires community service. Education is more than a physical institution - it's a dynamic tool and mentorship that improves lives, shapes communities and builds a better future. We are at a critical juncture that requires Loyola University New Orleans to be an anchor institution for our city, state, Gulf South region and beyond, now more than ever before. Now that we have concluded some major projects in 2025 with the completion of our new residence hall, renovations to our remaining residence hall portfolio, and the renovation of our Danna Center; it is time to reset our brand, strengthen and diversify our enrollment, and cultivate the experiences that provide the richness of a Catholic, Jesuit education. The University is well positioned to strengthen its reputation with the exemplary leadership that is currently in place, along with the devoted and supportive faculty and staff that inspire our students to succeed.
MISSION TO MOMENTUM LOYOLA STRATEGIC PLAN 2025-2030
5
MISSION
6
LOYOLA STRATEGIC PLAN 2025-2030 MISSION TO MOMENTUM
Loyola University New Orleans, a Catholic university in the Jesuit tradition, welcomes students of diverse backgrounds and prepares them to lead meaningful lives with and for others. Rooted in the liberal arts and inspired by Saint Ignatius of Loyola’s vision of finding God in all things, we pursue truth, wisdom, and virtue; educate the whole person; and work for a more just world.
Loyola University New Orleans will be a stronger, increasingly vibrant, and more innovative institution at the conclusion of the Mission to Momentum 2030 strategic plan. We will reset our brand, strengthen and diversify our enrollment, and cultivate the experiences that provide the richness of a Catholic, Jesuit education.
VISION
MISSION TO MOMENTUM LOYOLA STRATEGIC PLAN 2025-2030
7
1 8
LOYOLA STRATEGIC PLAN 2025-2030 MISSION TO MOMENTUM
PILLAR 1
INVEST IN OUR GREATEST RESOURCE: OUR PEOPLE KEY INITIATIVES
Our ability to provide an outstanding education depends on the strength and well-being of those who make up the heart of the university— our faculty and staff. We will invest in our people to create a culture where academic excellence can flourish. As we continue to advance Loyola’s mission, we must focus on a commitment to improve overall compensation and increase opportunities for professional development.
1 SALARIES Invest in faculty and staff salary raises to the appropriate market salary, according to merit. 2 RETIREMENT Invest in the future of our faculty and staff by increasing the University contribution to retirement plans. 3 FACULTY AND STAFF DEVELOPMENT Expand professional development opportunities for faculty and staff emphasizing teaching innovation and excellence, sharing of expertise, research support, and ongoing career growth.
PILLAR 2
INVEST IN SUSTAINABLE INFRASTRUCTURE ENHANCEMENTS KEY INITIATIVES In order to create a healthy and inspiring campus culture that supports academic excellence for our faculty, staff and students to thrive, we will invest in our physical and technological campus infrastructure. These investments in infrastructure will promote opportunities for meaningful dialogue, relationships, and collaboration to occur.
1 EXISTING STRUCTURES Invest in campus facilities, prioritizing spaces that directly impact teaching, research and student engagement including: classrooms, labs, residential and gathering spaces; with attention to Universal Design standards for improving campus accessibility and environmental sustainability. 2 NEW CAMPUS DEVELOPMENT Evaluate all buildings and spaces on both Main and Broadway campuses to maximize their utilization to enrich academic excellence through our program offerings and services, and create opportunities for revenue generation. 3 TECHNOLOGY Audit and improve all technology offered at the University. Academic Excellence can thrive when campus technology is performing at the highest level.
2 MISSION TO MOMENTUM LOYOLA STRATEGIC PLAN 2025-2030
9
3 10
LOYOLA STRATEGIC PLAN 2025-2030 MISSION TO MOMENTUM
PILLAR 3
CREATE BRAND PRESTIGE FOR THE UNIVERSITY
Creating brand prestige begins with strengthening the foundation of Loyola’s marketing and communications strategy. By refining our organizational structure, optimizing our digital and web presence, and reinvigorating our brand, we will build a unified and effective institutional voice - one that authentically reflects the University’s mission and values, galvanizes pride among faculty and staff, and earns recognition from students, alumni and external audiences alike.
KEY INITIATIVES 1 OMC ORGANIZATIONAL STRUCTURE Create an efficient and agile organizational structure that empowers the Office of Marketing and Communications (OMC) to direct all Universitywide marketing and communications efforts. This structure will support cross-campus collaboration while ensuring message cohesion, brand consistency, and resource alignment across all institutional units. 2 MARKETING AND COMMUNICATION STRATEGY OMC will serve as the strategic lead for all university marketing and communications activities. They will develop a marketing framework for the institution, ensuring all departments and colleges are grounded in a cohesive voice. Through brand storytelling, creative oversight, and policy implementation
and guidance, OMC will ensure all marketing and communications reflect Loyola’s voice, values and priorities. The OMC will develop a University-wide plan that establishes policies and operating procedures for media relations, social media, crisis response and messaging for internal and external stakeholders. 3 WEBSITE OPTIMIZATION The University website, Loyno.edu, provides valuable digital real estate for marketing purposes. A well-maintained, high performing University website will ensure search engine optimization, content accuracy, accreditation compliance, brand consistency, and a positive user experience. OMC’s web team will lead an audit of Loyno.edu and subsequently develop a roadmap for platform upgrades, content updates, and formalized training and support for campus web partners and site administrators. 4 BRAND REFRESH OMC will lead the development of a comprehensive brand refresh: defining the vision, process and timeline for institutional alignment from student enrollment and experience to alumni and donor engagement. The strategic relaunch will establish core brand standards across all internal and external communications, reaffirm Loyola’s commitment and legacy to academic excellence, our Catholic, Jesuit identity, and ensure long-term brand integrity.
PILLAR 4
INCREASE STUDENT ENROLLMENT, RETENTION, AND SUCCESS KEY INITIATIVES Our Jesuit mission is to welcome and educate students from a variety of backgrounds to lead meaningful lives with and for others. Increasing our goals to attract, retain and help our students succeed to graduation will advance our mission to impact the world.
1 STRATEGIC ENROLLMENT MANAGEMENT Increasing and achieving enrollment goals will improve the University’s financial health and allow for broader access to Loyola’s Catholic, Jesuit education where all students are nurtured and included in campus life. Understanding the change in student demographics and the future of higher education, we will diversify and strengthen our enrollment strategies. 2 SUPPORT, RETAIN, AND GRADUATE OUR STUDENT BODY The way in which we support, retain and graduate our undergraduate students is just as important, if not more important, than how we recruit them. While our retention gains have been in alignment with our peer group, we have fallen short in our graduation outcomes. In an effort to improve this metric, we will increase our average six-year graduation rate by five percentage points, to be competitive with our peer institutions. 3 PROGRAM MAXIMIZATION Continually revise our portfolio of degree programs, certificates and non-credit training to maximize revenue and grow overall enrollment.
4 MISSION TO MOMENTUM LOYOLA STRATEGIC PLAN 2025-2030
11
5 12
LOYOLA STRATEGIC PLAN 2025-2030 MISSION TO MOMENTUM
PILLAR 5
INVEST IN EXPERIENTIAL LEARNING KEY INITIATIVES
Learning happens outside the classroom, just as it does inside the classroom. We will enhance and increase opportunities for high-impact student learning experiences with Loyola constituencies and mission-aligned partners.
1 EXTERNAL PARTNERSHIPS We will increase partnerships with employers, local businesses, non-profit organizations and government agencies to broaden the opportunities a student has to demonstrate the value of a Loyola education. Every Loyola student will be guaranteed at least one internship or offcampus research experience before graduation. Students learn best when they have the opportunity to apply the critical thinking skills they have acquired in applied scenarios. 2 ALUMNI/STUDENT MENTORSHIP A comprehensive alumni mentoring program will be created in collaboration among the academic colleges and University Advancement. Opportunities for mentorship can make a lasting impact on student persistence and outcomes. Increased interactions between current students and alumni will create moments for these introductions and synergies to occur.
PILLAR 6
EXECUTE OUR MISSION BY BEING CONTEMPLATIVES IN ACTION KEY INITIATIVES We are inspired by Saint Ignatius of Loyola to find God in all things and to educate the whole person in Ignatian intellectual life: mind, body and spirit. We will execute our mission, supported by the Mission Priority Examen, to increase opportunities for our community to become familiar with the spiritual exercises and to utilize them when exerting their faith into action.
1 MISSION AND IDENTITY ORGANIZATIONAL STRUCTURE Create a structure that centralizes formation related programming under the Office of Mission and Identity. 2 SPIRITUAL DEVELOPMENT Loyola will increase the opportunities for faculty, staff and students to become familiar with and utilize the spiritual exercises, and participate in retreat experiences. 3 COMMUNITY SERVICE PARTNERSHIPS Students will conduct at least one missionoriented community service opportunity during their academic career. Service to our New Orleans community not only makes a lasting impact on the community, but also teaches Loyola students accompaniment and how to live with and for others. 4 GLOBAL SERVICE PARTNERSHIPS Being globally minded for a more just world requires our students to venture out into the world to serve communities different from their own. Loyola will continue to cultivate and create educational opportunities to prepare students to engage a global community from a mission lens and Ignatian perspective. Funds will be raised for students to participate in global service immersion trips.
6 MISSION TO MOMENTUM LOYOLA STRATEGIC PLAN 2025-2030
13
CONCLUSION Mission to Momentum 2030 will make Loyola University New Orleans a stronger and innovative institution ready to respond to the ever changing future of higher education.
14
LOYOLA STRATEGIC PLAN 2025-2030 MISSION TO MOMENTUM
ACKNOWLEDGMENTS The creation of a University Strategic Plan involves the collaborative work of many community members and listening sessions. The Loyola University New Orleans community came together to have meaningful conversations about the future of our institution. Thank you to everyone who participated in a listening session and shared feedback using the online form. This plan is also credited to the collaborative work of the Strategic Planning Team and leadership, all of whom are listed below. FACULTY AND STUDENTS Sean Cain Corina Caraccioli Diamond Dixon (SGA) Trey Drury Christine Ebrahim Adam Mills William Ransom Nick Volz FACULTY AND STAFF SENATE CHAIRS Sarah Allison Mary Musso Alysse Arceneaux
OTHER REPRESENTATIVES OF FACULTY AND STAFF Kurt Bindewald Maria Calzada Uriel Quesada Hollie Garrison DEANS Paul Cesarini Michelle Collins Sheryl Kennedy Haydel Leonard Kahn Bobby Savoie
ADMINISTRATION Alicia Bourque Thomas Chambers John Cunningham, S.J. Stuart Gay Stephanie Hotard Anthony Jones Desiree Rodriguez Sharonda Williams
MISSION TO MOMENTUM LOYOLA STRATEGIC PLAN 2025-2030
15