Abel Chávez, President, Our Lady of the Lake University
In an interview with Invest:, President Abel Chávez emphasized Our Lady of the Lake University’s adaptive approach to economic and technological shifts, grounded in its Catholic identity. “We’re aligning our academic offerings with the real infrastructure needs of this community,” he noted.
How have recent shifts in the regional economy and job market impacted Our Lady of the Lake University, your programs, and partnerships?
In higher education — really across education more broadly — we’re navigating a world shaped by major forces, including cost, competition, and convergence.
Cost is always a reality, both for institutions like ours and for our students. Competition is strong here in San Antonio. We have a diverse range of higher education institutions — public and private, large and small — and that gives students options, which is a good thing. Then there’s convergence in the way technologies, learning methods, and work itself are all changing. The smartphone, video, computers, and new delivery models – all of these influence how we teach and how students learn.
Over the past three years, since I began my presidency, we’ve worked hard not to be disrupted by these forces but instead respond proactively. We’re asking: How can we operate more efficiently? How do we reduce costs for students while maintaining quality? How do we make learning more accessible, more experiential? It’s about meeting this moment and ensuring our learners and their families are positioned to succeed.
What makes San Antonio an ideal location for Our Lady of the Lake University, and what differentiates the institution?
San Antonio is a predominantly Catholic city, and so is much of South Texas, northern Mexico, and Latin America. Being a Catholic university in a region that shares that cultural and spiritual identity is a big differentiator for us.
Another differentiator is our size. We’re a private institution serving around 2,000 students. That means I’m able to know most of our students by name. When the president of the university knows who you are, that creates a different educational experience.
Beyond that, we’re deeply connected to the region’s economic development. Whether it’s housing, energy, transportation, healthcare, or education, we’re aligning our academic offerings with the real infrastructure needs of our community. We can’t solve every problem, but we can positively affect them and deliver hands-on learning tied directly to community-based challenges. That’s where our students thrive.
Which programs are experiencing the highest demand, and how are they aligned with workforce needs?
Our social work program is one of the best in the nation and continues to be a stronghold for us. Our graduates are working with municipalities, health systems, and universities, serving as caseworkers and helping people navigate complex systems. That’s real impact.
Our communication disorders program is another standout. We run a clinic on campus where we serve patients from across San Antonio in speech, hearing, and language care. That program intersects with social work in many ways — students from different disciplines working with the same individuals, addressing different aspects of their needs.
Cybersecurity and computer information systems are also in high demand. We offer these programs at both the undergraduate and master’s levels, and they’re growing every year.
We’ve also launched a new executive MBA program. It’s a 12-month program where students can earn a certification in health care management, nonprofit management, or cybersecurity as part of their degree. It’s a flexible, high-impact model that equips students to lead in today’s job market.
How is the university responding to technological innovation, particularly AI, across campus operations and academics?
We’re embracing artificial intelligence — it’s here, and we’re not ignoring it. Institutionally, we’re looking at how AI can streamline operations and exponentially improve the student experience through AI. That’s our focus: how does this technology help students succeed?
In the classroom, the approach varies by discipline. How AI is used in an English course is different from how it’s used in a cybersecurity course. And our faculty are creative, talented, and forward-thinking. They’re finding ways to incorporate AI where it makes sense, always with the goal of enhancing learning.
What partnerships support hands-on learning and prepare students for the workforce?
We have partnerships across the city with nonprofits, local government, global companies, and more. For example, we’ve placed interns at the city of San Antonio and with major employers headquartered here. Our students are getting real-world experience in the field, and that’s essential.
The opportunities for our students are broad, meaningful, and impactful. We’re creating a network where students can try things, explore their interests, and connect their academic work to professional outcomes.
How is the university maintaining affordability and supporting access to higher education?
Scholarships are critical. We offer institutional aid, donor-supported scholarships, and encourage all students to complete the FAFSA. I, too, benefited from scholarships; without them, I wouldn’t be here.
One program I’m especially proud of is the Futuro Leaders Scholars Program. Each cohort includes about 15 Scholars, and their tuition is fully covered for four years.
As part of the program, they meet with me one-on-one, usually over coffee, at least once or twice a semester. We talk about leadership, but more importantly, about what leadership means to them. Then, once they graduate, we ask them to go back to their home communities and be leaders there. Our first cohort will graduate next year, and I couldn’t be more excited.
How are you engaging the local community to address regional economic needs and opportunities?
We’re listening. Whether it’s roundtables with greater:SATX, conversations with chambers of commerce, or meetings with local businesses here on campus, we’re asking questions and paying attention. We want to make sure our students are learning skills that match workforce needs.
I have an incredible executive team that shares this vision. Every day, they’re working to ensure that when a student earns a degree from Our Lady of the Lake University, it translates directly into a job. That’s our commitment.
What are your top priorities for the next two to three years, and what is your outlook for the university?
We have three key priorities. First, building financial strength. We have to perform today, not tomorrow, and that means making smart, sustainable decisions.
Second, achieving operational excellence. That’s about continuous improvement, always asking: Are we doing everything we can to ensure our students have an extraordinary experience?
Third, elevating our university brand. That includes media presence, digital engagement, and how we position ourselves in the broader higher education landscape.
My outlook is bold. Later this year, we’ll be announcing some exciting new pathways that will shape the university’s legacy for decades to come. I’m looking forward to sharing more soon.
