This speech describes Chicago State University's (CSU) model for encouraging student retention and success and the organizational changes that were necessary to implement the model during a period of fiscal constraints. A description of the institution and its context notes that CSU is a comprehensive, urban, commuter university serving a predominantly minority student population who are often the first in their family to attend college, are older than the traditional college student, and are balancing work and family responsibilities with school attendance. Initiating the new retention program required development of preliminary 7-year goals for retention and graduation, revising the budget process, and building connections with local public schools. The second stage involved creating an educational environment that met the needs of the student body by creating a sense of community through a faculty phoneathon to recruit students and respond to their questions, decentralizing student advising, and contacting the year's prior freshman class over the summer to increase the second year retention rate. Other initiatives have included implementing 15 minute one stop registration and financial aid application routines, welcome activities, faculty incentives and development, academic support services, community outreach efforts, resource reallocation, and expanded evening and weekend course offerings. (JB)