DEPAUL’S MISSION STATEMENT TELLS US THAT AMONG THE THREE
FUNDAMENTAL RESPONSIBILITIES OF ALL UNIVERSITIES—TEACHING, RESEARCH, AND PUBLIC
SERVICE—“THE UNIVERSITY PLACES HIGHEST PRIORITY ON PROGRAMS OF INSTRUCTION AND LEARNING.” In this age of
constant change, easy access to information, and automation, DePaul graduates
need not just a mastery of their field, but also the ability to create,
innovate, and discover. Our academic mission is to serve as an incubator and
repository of knowledge and to transfer that knowledge, first and foremost
between faculty and student, and also between university and society. Our
learning community of faculty, staff, and students will be further strengthened
by focused support of distinctive academic initiatives, improved teaching
effectiveness and program assessment, and enhanced support for faculty and
student research and creative work.
DePaul’s academic profile
A. Create a funding mechanism to support innovative
B. Increase selectivity and elevate DePaul as a valued
destination for high-achieving students.
C. Invest in marketing strategies designed to build and
sustain DePaul’s brand awareness and promote its academic distinction.
D. Implement changes in institutional practice and
performance to improve DePaul’s national academic rankings.
E. Support faculty’s work as public intellectuals and
publicize distinctive research and creative activities to internal and external
audiences, including alumni and trustees.
F. Secure funding for endowed chair positions to recruit
and retain outstanding faculty in select areas.
G. Support doctoral programs to enhance the academic
reputation of the university and sustain its Carnegie classification.
H. Ensure DePaul maintains its competitiveness and
commitment to academic excellence through continued investment in the
recruitment and retention of junior tenure-line faculty.
I. Develop an appropriate balance within programs between
tenure-line, term, and adjunct faculty that recognizes the central role of
tenure-line faculty in personnel decisions and the development and oversight of
faculty teaching effectiveness
A. Create a centralized resource for faculty development related
to teaching and provide incentives to all ranks of faculty to continue to
develop skills as teachers.
B. Implement faculty development workshops to teach best
practices on cultivating inclusion in the classroom.
C. Develop more effective procedures for peer evaluation
of teaching and better tools for measuring teaching effectiveness.
D. Develop flexible faculty workload models to support
alternative curricular structures and better balance individual faculty
teaching, research, and service obligations.
E. Implement tools to improve the consistent tracking of
F. Foster and support cross-college interdisciplinary
faculty collaborations such as team teaching.
G. Improve use of academic program assessment results to
inform curricular and pedagogical revisions in all programs and the Liberal
Studies Program in particular.
diverse perspectives into academic programs
A. Charge each program with integrating diverse topics
into its curriculum.
B. Implement faculty development workshops on integrating
diversity in the curriculum.
C. Enhance the tenure and promotion standards to
recognize teaching, research, and service accomplishments that promote and
advance diversity and equal opportunity.
support, incentives, and recognition for scholarly and creative work by faculty
A. Enhance and expand college and university structures
that support research, creative activities, and technology transfer.
B. Strengthen support to help faculty locate, secure, and
manage external funding.
C. Increase student participation in research and
creative activities by providing incentives for faculty research supervision
and competitive financial support for graduate and undergraduate research
D. Strengthen support for students and faculty seeking
competitive external scholarships (e.g., Fulbright, Rhodes, Boren).