Division of Student Development|Loyola University Chicago

Division of Student Development

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DSD Strategic Plan

Igniting Campus Engagement:

Division of Student Development Strategic Plan, Goals, Objectives, Rationale, and Action Items

 

University Mission

We are Chicago's Jesuit Catholic University-- a diverse community seeking God in all things and working to expand knowledge in the service of humanity through learning, justice and faith.

Divisional Vision

At Loyola University Chicago, fellow students, faculty, staff, and administrators engage and support all students in discovering the values, skills, and competencies to enhance the intellectual, social, and spiritual growth of every student.  A collection of offices and departments offer developmental and sequential programs and services to support students and enrich their learning experience. The Division of Student Development’s vision is to have nationally recognized programs and services that embolden, enrich, and engage students through a collection of key experiences.  We support learning environments needed to lead and serve in a diverse and changing world. The Division of Student Development inspires involvement in a wide range of co-curricular pursuits that ignite the academic enterprise and services and that mirror the values of the core curriculum.  Our events and activities do more than support students; they also encourage the spiritual integration of prayer, reflection, and discernment into their busy academic and personal lives.

Divisional Mission

The mission of the Division of Student Development is to support a transformative education by offering programs and initiatives that aspire to provide unparalleled service to students, providing vision and leadership for a holistic student experience.

We not only have a vision of student formation, but we have also embraced a promise.  The Student Promise embodies the beliefs and values of students and is intended to unite our community around the very things that make us excellent.  It is a statement of pride and dignity.  It states “as a Loyola student being educated in the Jesuit Catholic tradition, I promise to care for myself, care for others, and care for the community.” 

Based upon the University Mission, the Divisional Vision and Mission, and the Student Promise, the Division of Student Development adopts the following Divisional Goals, Objectives, Rationales, and Action Items as part of its Strategic Plan for Igniting Campus Engagement.

 

Divisional Goal 1 – Enhance and create initiatives, programs, and experiences that foster student engagement and leadership development.

 

OBJECTIVE 1A: EXPAND LEARNING COMMUNITIES (LC) TO CREATE A SEAMLESS ACADEMIC AND CO-CURRICULAR EXPERIENCE FOR FIRST-YEAR THROUGH SENIOR STUDENTS.

Rationale: LCs provide students with an integrated living and learning experience by offering activities and instructional strategies that support student learning in the classroom, in the residence halls, and within the greater city of Chicago (University Strategy 1).

Short Term Action Items (before July 1, 2011)

  • Hire a Director of Learning Communities.
  • Add a third Pre-Heath LC.
  • Explore the feasibility of developing a Sustainability LC and expanding the Global  Citizenship LC.

Intermediate Term Action Items (before July 1, 2012)

  • Develop a comprehensive strategic plan and implementation approach for the future of the Learning Community program that includes communities for first-year through senior students and engages faculty, staff, and students from across the institution.
  • Identify and implement phase one of the LC plan in 2011-2012 including increased participation in existing LCs as well as expanded LC options.
  • Research and consider for inclusion in the LC plan a more intensive community focused on service and community engagement.

Long Term Action Items (after July 1, 2012)

  • Complete implementation of all phases of the Learning Community plan, ensuring that LCs engage increasingly more students.

Responsibility: Director of Learning Communities, Residence Life, partners in Student Development in conjunction with Academic Affairs.

 

OBJECTIVE 1B: DEVELOP A PREMIER RETREAT PROGRAM THAT FOCUSES ON WELCOMING NEW STUDENTS, ENGAGING THEM IN THE JESUIT CATHOLIC TRADITION, AND FOSTERING INTERFAITH COOPERATION.  A LOYOLA RETREAT PROVIDES STUDENTS THE OPPORTUNITY TO DISCERN ACTIVELY THEIR PERSONAL SPIRITUAL JOURNEY WITH THE INTENTION OF MAKING MEANING AND INTEGRATING LIFE EXPERIENCES WHILE DISCONNECTING FROM THEIR DAILY ROUTINE.

Rationale: This student retreat program would be a first step in assisting students in understanding and fully appreciating the transformative nature of the Jesuit tradition (University Strategy 1).

Short Term Action Items (before July 1, 2011)

  • Hire a Retreat Director and determine reporting structure.
  • Review current first-year retreat models and develop a new integrated model.
  • Develop a sophomore retreat model.
  • Review current senior retreat models and develop a new integrated model.
  • Develop a retreat focused upon service and interfaith cooperation.
  • Determine student organizations on campus that could integrate retreat experiences into their programming.

Intermediate Term Action Items (before July 1, 2012)

  • Pilot first-year retreat program.
  • Implement first-year retreat program with participation goal of 20%.
  • Implement sophomore and senior retreat programs.
  • Evaluate programs and make necessary adjustments.
  • Support new retreat models for student organizations.
  • Establish a comprehensive Challenge Course at the Loyola University Chicago Retreat & Ecology Center.

Long Term Action Items (after July 1, 2012)

  • Grow the first-year retreat program to achieve 35% participation.
  • Grow the sophomore and senior retreat programs.
  • Expand the number of student organizations utilizing the retreat campus.
  • Enable every student to experience LUCREC.

Responsibility: Retreat Director, Ministry, partners in Student Development in conjunction with First Year Experience.

 

OBJECTIVE 1C: ENHANCE STUDENT ENTRY INTO SERVICE EXPERIENCES AND BETTER INTEGRATE LEARNING, LEADERSHIP, REFLECTION, SOCIAL JUSTICE EDUCATION, AND COMMITMENT INTO STUDENT SERVICE OPPORTUNITIES.

Rationale: Service experiences allow students to directly engage and explore social issues and foster a hunger for civic participation (University Strategy 1).  A Center for Community Service and Action (CCSA) will provide an entry point for students to engage in a diverse menu of one-time, short-term, and long-term service opportunities.

Short Term Action Items (before July 1, 2011)

  • Create and staff CCSA.
  • Establish CCSA’s identity among students and campus/community.
  • Identify and celebrate existing community partnerships.

Intermediate Term Action Items (before July 1, 2012)

  • Increase professional and student staff in the CCSA.
  • Enhance service-related programming and expand student outreach.
  • Collaborate with Student Leadership Development in offering leadership opportunities and training for service-centered groups.
  • In collaboration with the Center for Experiential Learning, explore tracking mechanisms to capture student service experiences.

Long Term Action Items (after July 1, 2012)

  • Develop and manage the creation of new mutually beneficial community partnerships.
  • Work with departments across the Division to enhance service opportunities available to students.
  • Collaborate with campus partners to implement a system of tracking student service hours and experiences (both quantitative and qualitative).

Responsibility: Director of the Center for Community Service and Action, with collaborators as appropriate.

 

OBJECTIVE 1D:  EXPAND, DEEPEN, AND INCREASE AWARENESS OF THE PROGRAMS, SERVICES, AND RESOURCES PROVIDED TO SUPPORT STUDENT LEADERSHIP DEVELOPMENT INITIATIVES. 

Rationale: Further developing a comprehensive, developmental list of experiences that contribute to student leadership development, as well as tools, resources and approaches to support integrated learning around these experiences, will promote transformative learning in the Jesuit tradition (University Strategy 1).

Short Term Action Items (before July 1, 2011)

·  Expand and promote use of a library of leadership literature, activities, and workshop resources.

·  Create a menu of workshops that can be easily incorporated into existing programs, trainings, and academic curriculum.

Intermediate Term Action Items (before July 1, 2012)

·  Create additional levels or series of workshops within the Certificate program to offer opportunities for students to explore certain aspects of leadership on a deeper level.

·  Facilitate intentional conversations among members of the LUC community whose work contributes to student leadership development.  Conversations should focus on current leadership development programs, best practices, relevant literature, and a collaborative vision for future initiatives.

·  Further integrate social justice education with student leadership development programming.

Long Term Action Items (after July 1, 2012)

·  With collaborative partners, establish a comprehensive list of distinctive programs and experiences to meet students’ leadership development needs throughout all of their time at LUC.  

Responsibility: Director of Student Leadership Development, with collaborators as appropriate.

 

OBJECTIVE 1E: REINVEST IN ATHLETICS AND RECREATION.

Rationale: To help promote the development of the whole person through an integrated curricular and co-curricular program (University Strategy 1), Loyola must strengthen its Athletic programs.

Short Term Action Items (before July 1, 2011)

·  Retain a search firm to assist in hiring a new Director of Athletics.

·  Hire a new Director of Athletics.

Intermediate Term Action Items (before July 1, 2012)

·  Complete an Administrative Program Review for the Department of Athletics.

·  Determine priority recommendations from the Administrative Program Review and establish a schedule for implementation of those recommendations.

·  Establish a Program Coordinator for Club Sports to elevate Loyola’s Club Sports program to national prominence.

·  Explore the possibility of acquiring, through lease or purchase, additional athletic and recreational space, including an indoor running track.

 

OBJECTIVE 1F: ENHANCE THE QUALITY AND DIVERSITY OF ON-CAMPUS HOUSING

 

Rationale: Loyola is experiencing an increased demand for on-campus housing.  Research suggests students living on campus have an increased sense of belonging and a higher retention rate at the university.  Yet, current housing inventories are inadequate.  (University Strategy 1). 

Short Term Action Items (before July 1, 2011)

·  Complete a needs assessment for on-campus housing

·  Start plans to expand on-campus housing inventories

·  Development on on-campus housing master plan

Intermediate Term Action Items (before July 1, 2012)

·  Break ground on additional residence halls

·  Hire two Associate Directors in Residence Life

Long Term Action Items (after July 1, 2012)

·  Accommodate 65% of undergraduate students in on-campus housing by 2016.

 

OBJECTIVE 1G: ENHANCE THE QUALITY OF THE UNDERGRADUATE EXPERIENCE FOR NON-RESIDENTIAL AND COMMUTER STUDENTS.

 

Rationale: Non-residential and commuter students report lower satisfaction with their undergraduate experience and lower retention rates.  To improve these metrics, special attention needs to be given to non-residential and commuter students.  (University Strategy 1). 

Short Term Action Items (before July 1, 2011)

·  Better understand the unique challenges and opportunities commuter and off-campus students face at Loyola.

Intermediate Term Action Items (before July 1, 2012)

·  Better integrate commuter and off-campus students into the life of the Loyola community.

·  Consider developing a Student Walking Escort Program.

Long Term Action Items (after July 1, 2012)

·  Partner with Campus Safety and the Wellness Center to enhance the holistic development of all students.

 

Divisional Goal 2: Establish and expand educational partnerships that integrate academic learning, spiritual growth, and student development.

 

OBJECTIVE 2A:  THE DIVISION OF STUDENT DEVELOPMENT WILL CONTINUE TO PARTNER WITH ACADEMIC AFFAIRS TO EXPAND SIGNIFICANTLY ITS ALTERNATIVE BREAK IMMERSION (ABI) PROGRAM BY OFFERING IMMERSION SERVICE EXPERIENCES CONNECTED TO STUDENTS’ ACADEMIC DISCIPLINES.

 

Rationale: In an effort to engage more deeply students in the transformational nature of their Loyola education, an expanded ABI program will allow students to develop an appreciation for the global paradigm in which they operate, as well as an ability to integrate their academic knowledge into a wider community context (University Strategy 1).  

Short Term Action Items (before July 1, 2011)

  • Review current immersion trips to determine existing academic connections and identify potential new partnerships.  
  • Determine funding mechanism(s) for new immersion trips.

Intermediate Term Action Items (before July 1, 2012)

  • Develop Ignatian model for reflection and analysis of immersion experiences.
  • Expand immersion service trips into two new schools/academic departments.
  • Partner with study abroad programs.

Long Term Action Items (after July 1, 2012)

  • Establish functioning immersion service trips in most schools.

Responsibility: Ministry, EVOKE/Undergraduate Initiatives in partnership with Academic Affairs.

 

OBJECTIVE 2B: INCREASE SPIRITUAL AND PASTORAL SUPPORT TO RESIDENTIAL STUDENTS.

Rationale: Residence Hall Chaplains will provide programming aimed at deepening the spiritual and faith development of students living in residence halls, athletic teams, and other students.  The chaplains will pay particular attention to the “hungers” for a “moral compass” and “adult spirituality” (University Strategy 1).

Short-Term Action Items

  • Ministry and Residence Life will collaborate with the Jesuit Community to establish the responsibilities and expectations of Residence Hall Chaplains.
  • Identify residence halls to be first served by Residence Hall Chaplains.
  • Establish job description and responsibilities for chaplain positions.
  • Determine funding mechanism for residence life chaplains.
  • Enhance interfaith dialogue programs to make LUC not just a “home” for all faiths, but also a place to “explore” all faiths.

Intermediate Term Action Items (before July 1, 2012)

  • Establish Residence Life Chaplains in 25% of residence halls.
  • Establish inter-faith service projects and immersion experiences.

Responsibility: Ministry, Residence Life, in collaboration with the Jesuit Community.

 

OBJECTIVE 2C: DEVELOP AN OFFICE FOR OUTDOOR EXPERIENTIAL EDUCATION (OOEE) THAT OFFERS THE LOYOLA UNIVERSITY COMMUNITY A UNIQUE VEHICLE FOR TRANSFORMATIVE EDUCATION.

Rationale: The OOEE serves the Loyola University community by providing integrated educational experiences designed to foster the student promise.  Using the outdoors as classrooms, students participate in intentional, challenging, group-based activities that provide space for reflection and leadership development.

Short Term Action Items (before July 1, 2011)

  • Develop a student-leader training progression that will equip students to facilitate groups through outdoor experiential activities.
  • Purchase equipment and staff an OOEE equipment room.
  • Establish the OOEE’s identity among students and campus/community.
  • Develop policy and procedures to guide risk and emergency management.
  • Develop policy and procedures that highlight Loyola’s care for the environment and sustainability practices.

Intermediate Term Action Items (before July 1, 2012)

  • Increase professional and student staff in the OOEE for the LUREC Challenge Course and the Halas addition rock wall.
  • Partner with the Office of First Year Experience to offer outdoor adventure pre-orientation experiences.
  • Offer on-campus skill clinics, local daylong experiences, and extended trips for students using outdoor pursuits.
  • Hire and train both students and professional staff to facilitate challenge course experiences at the LUREC.

           Long Term Action Items (after July 1, 2012)

  • Increase programming for faculty and staff.
  • As a service-learning partnership, collaborate with community programs to provide trained student facilitators to guide outdoor experiences.
  • Develop a catalogue of summer expeditions that bring together current students, faculty, staff and alumni to tell their “Loyola story” while exploring wilderness destinations.

Responsibility: Director of Outdoor Experiential Education, with collaborators as appropriate.

 

Divisional Goal #3: Create a campus culture, climate, and environment that support a transformative education fostering a comprehensive and holistic approach to student learning and development.

 

OBJECTIVE 3A: UTILIZE SELECTED ASSESSMENT RESULTS TO DETERMINE THEMES AND PERCEPTIONS RELATED TO DIVERSITY ISSUES AT LOYOLA UNIVERSITY CHICAGO.

Rationale: In order to recruit and retain a diverse student body as well as a diverse, culturally competent staff committed to the principles of Jesuit education (University Strategy 2), the wider Division should achieve proficiency in multicultural competence.

Short Term Action Items (before July 1, 2011)

·  Identify campus resources to assist in sifting through existing and new raw data from Campus Climate surveys.

·  Identify themes in the data.

·  Report the findings and themes to Division leadership, and appropriate partners.

·  Do an Administrative Program Review of the Department of Student Diversity and Multicultural Affairs to identify strengths, weaknesses, and any areas for growth.

Intermediate Term Action Items (before July 1, 2012)

·  Develop recommendations for staff development initiatives in the area of cultural competency and social justice education.

Long Term Action Items (after July 1, 2012)

·  Re-administer survey instruments to assess areas of growth and progress.

·  Benchmark the Division with peer institutions.

Responsibility: Division-wide Cultural Competency Committee and the Department of Student Diversity and Multicultural Affairs.

 

OBJECTIVE 3B: COMMUNICATE AND FOSTER COMMITMENT TO THE PRINCIPLES AND SPIRIT OF TRANSFORMATIVE EDUCATION WITHIN THE LOYOLA UNIVERSITY CHICAGO COMMUNITY.

Rationale: If the Division of Student Development is going to be an active and vital partner in providing a “Transformative Education” (University Strategy 1), all members of the Division must have a solid understanding of and appreciation for the document and how it relates to each department’s work.

Short-Term Action Items

  • Include “Transformative Education in the Jesuit Tradition” (whether in hard copy or via the web) in the information packet provided to all candidates who are interviewed for positions in the Division.
  • Responsibility: Area Directors.
  • Develop standard interview questions that relate to assessing a candidate’s propensity to commit to the spirit and practice of transformative education.
  • Responsibility: Division-wide Jesuit Education Team.
  • Incorporate a session on transformative education and social justice education in the Division’s new staff training.
  • Responsibility: Office of the Vice President for Student Development and Division-wide Jesuit Education Team.
  • Create on-going professional development activities around Transformative Education.
  • Responsibility: Division-wide Professional Development Group.
  • Develop a division-wide electronic newsletter.
  • Responsibility: Office of the Vice President.

Intermediate-Term Action Items

·  Create a “Division of Student Development Communication Committee” to collaborate with University Marketing and Communication (UMC) to develop ways of communicating and celebrating Divisional initiatives that embody the spirit of transformative education (e.g. The Student Promise, Key Experiences, social justice education, etc.) and that tell the full Loyola Story.

Responsibility: Office of the Vice President.

 

Divisional Goal 4: Help students to develop a reasoned set of values and ethical standards consistent with our Jesuit Catholic Mission.

 

OBJECTIVE 4A.  TRAIN DIVISION STAFF HOW TO ENGAGE STUDENTS IN PURPOSEFUL REFLECTION.

Rationale: Since the university is committing itself to the delivery of transformative education as understood within the Jesuit tradition (Strategy 1), staff should be adept in the ways of how discerning and reflecting, both personally and corporately, in an intentional and purposeful manner.

Short Term Action Items (before July 1, 2011)

·  Outline a series of initiatives that serve to assist staff in facilitating reflection upon co-curricular experiences (i.e., web, direct programming, workshops).

Intermediate Term Action Items (before July 1, 2012)

·  Deliver the program/workshop at a Division-wide development event in the forms of reflection guides and materials, in-service programs, prayer books, etc.

Long Term Action Items (after July 1, 2012)

·  Establish a required menu of formative materials and experiences that serve to orient and train new Student Development personnel in the areas of reflection, prayer and discernment practices that illustrate the Jesuit mission as identified in the Transformative Education document.

 

Responsibility: Division-wide Jesuit Education Team, with Professional Development Group.

 

OBJECTIVE 4B: DEVELOP A COMPREHENSIVE PLAN FOR ENGAGING STUDENTS IN ACTIVITIES RELATED TO THE STUDENT PROMISE.  ACTIVITIES WILL VARY DEPENDING ON THEIR CLASS YEAR AND WILL RELATE TO APPROPRIATE DEVELOPMENTAL EXPECTATIONS OF THAT YEAR (UNIVERSITY STRATEGY 1, TACTIC 4).

Rationale: The Student Promise is a student written document that serves as an inspiring symbol of student empowerment, pride, and student-to-student accountability.  The above plan would infuse The Student Promise more concretely into the undergraduate experience.

Short Term Action Items (before July 1, 2011)

·  Create a general framework for the initiative, including exploring the connections between The Student Promise, social justice education, and interfaith cooperation.  

Intermediate Term Action Items (before July 1, 2012)

·  Implement programs targeted to class years.

Responsibility: Assistant Dean of Student Conduct and Conflict Resolution.

 

Divisional Goal 5.  Develop and utilize ongoing systemic assessment of Division programs to enhance the quality of the student learning experience.

 

OBJECTIVE 5A: ESTABLISH ASSESSMENT AS A PRIORITY FOR THE DIVISION.

Rationale: In order to establish a shared understanding of assessment for the Division, it is imperative that a position be created that is responsible for assessment to provide the leadership and management of a division-wide assessment plan.

Short Term Action Items (before July 1, 2011)

·   Develop a position description for a staff position dedicated to assessment.

Intermediate Term Action Items (before July 1, 2012)

·  Eplore the feasibility of creating a Center for Student Development and Learning that would oversee divisional assessment.

Long Term Action Items (after July 1, 2012)

·  Develop overall Divisional learning outcomes.

·  Establish a Division-wide template/system for annual evaluation.

·  Establish and engage in an administrative program review/self-study on an ongoing basis.

Responsibility: Vice President for Student Development, Chair of Assessment and Research Group, Staff member responsible for assessment.

 

OBJECTIVE 5B: DEVELOP LEARNING OUTCOMES FOR EACH DEPARTMENT OR FUNCTION AREA IN STUDENT DEVELOPMENT

Rationale: To be able to assess the work being done in individual departments and ensure that the co-curricular experience is indeed transformational (University Strategy 1), it is essential that each area have outcomes that are measureable.

Short Term Action Items (before July 1, 2011)

·  Conduct staff training on fundamental overview on writing learning outcomes by providing template, framework, and resources for assistance.

·  Each department/area develops a set of learning outcomes appropriate to their work.

·  Submit finalized set of learning outcomes to staff member responsible for assessment.

Intermediate Term Action Items (before July 1, 2012)

  • Each area develops on-going assessment plan for departmental learning outcomes.

Responsibility: Assessment and Research Group and Area Directors.

 

OBJECTIVE 5C: DEVELOP AND IMPLEMENT AN ADMINISTRATIVE PROGRAM REVIEW FOR INDIVIDUAL ADMINISTRATIVE UNITS.

Rationale: To be able to assess the work being done in individual departments and ensure that the co-curricular experience is indeed transformational (University Strategy 1), each administrative unit should be reviewed, as an individual unit, on a periodic basis, including an evaluation by an external review team.

Short Term Action Items (before July 1, 2011)

·  Select an administrative unit for a pilot Administrative Program Review.

·  Pilot the Administrative Program Review process.

·  Establish a calendar of Administrative Program Review for each department in the Division over the next five years.

Intermediate Term Action Items (before July 1, 2012)

  • Implement Administrative Program Review process.

Responsibility: Office of the Vice President.

 

OBJECTIVE 5D: CREATE A TEMPLATE TO IDENTIFY AND TRACK PROGRAMS THAT ENGAGE STUDENTS IN REFLECTING UPON EXPERIENCES.

Rationale: In an effort to ensure that all students experience the transformative nature of reflection done in the Ignatian tradition (University Strategy 1), the template will identify which subsets of the student population are developing this skill.

Short Term Action Items (before July 1, 2011)

·  Research uses of an e-portfolio, recognize its potential to track experiences of students that are transformative in nature.

 

Intermediate Term Action Items (before July 1, 2012)

·  Draft a template and system for utilizing it, i.e. an e-portfolio.

Long Term Action Items (after July 1, 2012)

·  Introduce system to all members of the Division and begin tracking.

·  Identify gaps and work with appropriate departments to fill gaps.

Responsibility: Division-wide Programming Committee.

 

Divisional Goal 6: Develop and implement coherent programs for first, second, third and fourth year, graduate, and continuing students.

 

OBJECTIVE 6A: IN AN EFFORT TO CREATE A TRUE “LOYOLA EXPERIENCE,” PROVIDE A SYMBOLIC REPRESENTATION OF ENGAGEMENT (“KEY EXPERIENCES”), WHICH WILL ALLOW BONDS TO FORM AMONG STUDENTS, CONNECTIONS TO BE MADE WITH ALUMNI, AND A STRONGER AFFINITY WITH LOYOLA TO BE CREATED.

 Rationale: By providing students with a clear recognition of our values and the programs that support them, students can more intentionally construct their experience at Loyola to be a transformational one (University Strategy 1).

Short Term Action Items (before July 1, 2011)

·  Create an initial plan to describe the initiative and to establish both philosophy and structure.

·  Solicit buy-in and participation from departments within Student Development.

·  Introduce program at New Student Convocation.

Intermediate Term Action Items (before July 1, 2012)

·  Establish an initial list of broad-based “key experiences” and implement program.

·  Determine the appropriate format for awarding “keys” to participants.

·  Solicit buy-in and participation from departments outside of Student Development.

Responsibility: Associate Dean of Students (WTC), Associate Dean of Students (LSC), and Assistant Vice President for Student Development.

 

OBJECTIVE 6B: DEVELOP INCREMENTAL FAITH FORMATION PROGRAMS DEVELOPMENTALLY APPROPRIATE FOR UNDERGRADUATE STUDENTS.

Rationale: In order to ensure that the undergraduate experience delivers a transformative education, it is essential that all Loyola’s undertakings be “infused with a conviction regarding the sacred character of all reality. . .  (and) the mutually informing dynamic between faith and reason” (in keeping with University Strategy 1).  

Short Term Action Items (before July 1, 2011)

  • Establish a formal “faith formation” team.  
  • Create catechetical outline for each undergraduate year with particular emphasis upon social justice education and interfaith cooperation.
  • Pilot formation programming in the first year residence halls.

Intermediate Term Action Items (before July 1, 2012)

  • Assess pilot programming to improve and expand programming.
  • Implement formation programming in all residence halls.

 

Long Term Action Items (after July 1, 2012)

  • Develop formation programs for upper class students not in residence halls.

 

Responsibility: Ministry, in hopeful collaboration with the Jesuit Community, Theology faculty, and the Institute of Pastoral Studies.

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