A SUSTAINABLE FINANCIAL FOUNDATION IS NECESSARY FOR
DEPAUL’S REALIZATION OF ITS MISSION AND EDUCATIONAL ASPIRATIONS. As a highly
tuition-dependent institution, the university must achieve enrollment and
tuition revenue goals in a competitive environment where affordability and
value for students are paramount. It also requires a sharpened focus on the
profitability of our portfolio of programs and the prioritization of our
purposes. We will work diligently to reduce costs, improve efficiencies, remain
an employer of choice, reallocate resources in light of strategic priorities,
and reduce tuition dependence by building our endowment and increasing philanthropic
sustainable annual operating margins of at least 4 percent through a balanced
long-term plan for revenue growth and cost containment
A. Develop long-term financial plans for the academic and
B. Review subsidies to nonacademic units.
C. Implement cost management strategies, including
consolidation of administrative and academic functions and structures while
continuing to invest in academic, instructional, and student support.
D. Invest in technology that improves efficiency,
integration, and scalability of services and operations.
E. Realize course scheduling efficiencies by using
improved course scheduling analytics.
F. Develop new sources of auxiliary income.
revenue from philanthropy in terms of funds raised and participation levels of
A. Launch a comprehensive campaign, aligned with the
vision and goals of the strategic plan.
B. Increase the percentage and amount of alumni giving.
C. Increase grant revenue and sponsorships from private
foundations and corporations.
D. Increase collaborations between faculty and
development, leveraging faculty innovation in research and curriculum.
6.3 Grow the
endowment to a market value that is consistent with the university’s size and
credit rating ($1 billion by the end of fiscal 2024)
A. Contribute a minimum of $25 million in gifts on
average annually to the endowment pool.
B. Employ investment strategies that produce sufficient
endowment returns to meet the university’s distribution objective and provide
for real growth in the market value of the endowment.
C. Contribute a portion of any annual operating surplus
to the endowment.
D. Continue the university’s return-to-principal practice
related to the DePaul General Endowment Fund.
6.4 Develop formal
and transparent processes for ongoing prioritization of academic programs and
identify opportunities for investment, strategic alignments, consolidations,
A. Deploy a program proposal software system to coordinate
new program development across the university.
B. Incorporate a budget-aware prioritization step in the
process for proposing and approving new academic programs and tie resources to
program enrollment benchmarks.
C. Improve checks and balances on the redundancy of
course offerings, especially in courses meeting Liberal Studies requirements.
D. Develop and launch an academic program prioritization
process during the 2018-19 academic year.
6.5 Achieve a
sustainable and optimal undergraduate enrollment that meets net tuition revenue
goals while balancing mission and quality outcomes
A. Define the optimal size, enrollment mix, and net
revenue goals for undergraduate academic programs in light of market trends,
financial goals, and academic and mission priorities.
B. Build the marketing, recruitment, and enrollment
support required to increase applicant demand and yield from new freshmen and
transfers sufficient to achieve enrollment goals, improve selectivity, and
increase net revenue.
C. Increase market share and transfer enrollment through
expanded marketing, recruitment, partnerships, and services that streamline the
D. Increase out-of-state freshman enrollment through dedicated
regional recruitment staff and outreach programs.
E. Increase international undergraduate enrollment
through external partnerships.
DePaul’s market share and competitiveness in graduate and professional programs
A. Create new graduate-level programs that contribute
additive net tuition revenue.
B. Expand corporate partnerships for programs responding
to employers’ workforce development needs.
C. Increase international graduate enrollment through
external partnerships and improved coordination and integration of recruitment
D. Expand marketing efforts to generate greater awareness
of graduate programs and sufficient applicant demand to achieve enrollment
growth and improve market share.
E. Determine and implement optimal, differentiated, and
competitive pricing of graduate degree programs.
F. Centralize support for the development, marketing, and
delivery of continuing and professional education.