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MAKE NO SMALL W


“ PLAY THE HAND YOU’RE DEALT. DON’T SPEND TIME THINKING ABOUT WHAT YOU DON’T HAVE.”


LEAPS AND BOUNDS


Under Father Garanzini’s tenure, the University has experienced a period of tremendous growth.


INCREASING ENROLLMENT


In 2001, Loyola’s total enroll- ment was 13,019 and declining. Last year, the total enrollment stood at 15,902.


STABILIZING FINANCES


When Father Garanzini joined Loyola, the University was losing more than $20 million a year. As a result of positive operations, Loyola is able to invest $30 million a year back in the University.


ENLARGING ENDOWMENT


Since 2001, Loyola’s endowment has grown by $280 million and now exceeds $530 million.


hen Father Garanzini arrived at Loyola in 2001, the University was suffering from dwindling enroll-


ments, financial losses, and crumbling infra- structure. Under his leadership, the institu- tion began to change direction. Within three years, the budget went from red to black. Over a 10-year period, total enrollment increased more than 23 percent. Full-time undergradu- ate enrollment went from 5,399 in 2001 to 9,331 in 2014. From campus transformations to student-life programming to global expan- sion, progress has been made in nearly every aspect of the University during Father Garan- zini’s tenure. He established several priority areas: campus transformation, the student experience, academic excellence, global expansion, environmental sustainability, and the health sciences. Generous gifts from our alumni and friends, as well as sound finan- cial management, have fueled achievement in these areas and set the stage for the next era of growth at Loyola.


SETTING THE STAGE


Stabilized finances, growing enroll- ment, and increased donor support allowed Loyola to execute a new vision for the Lake Shore Campus. The master plan is shown at right, and the zones of development are shown below.


2 1 3 4 DEVELOPMENT STRATEGY


1 CENTRAL CAMPUS 2 NORTH CAMPUS 3 CAMPUS EDGE 4 SOUTH CAMPUS


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