DePaul University Office of the President > Strategic Directions > Past Plans > Vision 2012

Vision 2012

VISION twenty12, the Plan for Academic Enrichment, was crafted by hundreds of DePaul faculty, staff and students, some with the insight of DePaul’s history, others with the enthusiasm of new arrivals. The plan had as its foundation Vision 2006, the Plan to Build Capacity, which finished in 2012. With those successes in mind, DePaul charted a course of university-wide academic enrichment, buttressed by social and civic responsibility, Catholic and Vincentian values, and sound finances.

In 2010, DePaul’s senior leadership created a subset Push agenda. The agenda did not supplant the original plan, but gave special emphasis to certain goals for its last two years. The plan came to a successful conclusion in June 2012.

VISION_twenty12_Final Report, October 2012

View VISION twenty12 Strategic Plan brochure

Vision 2012 Goals

Goal I: Enrich Academic Quality

Increased academic rigor, strategically enhanced curricula and an intensified focus on ethical practices and Catholic theological tradition will drive student learning success as the university continues to tap the city of Chicago to extend classroom learning.

Objective 1a. Strategically enhance curricula.

Objective 1b. Raise the academic rigor and expectations for student learning.

Objective 1c. Educate all students for an increasingly globalized world.

Objective 1d. Be a model provider for quality distance learning.

Objective 1e. Provide opportunities for all students to learn ethical systems and demonstrate ethical practice.

Objective 1f. Increase opportunities for the study and exploration of Catholic intellectual and theological tradition and praxis through curricular and co-curricular initiatives.

Objective 1g. Engage the City of Chicago to extend classroom learning.

Objective 1h. Foster an academic advising environment that supports student learning success.

Objective 1i. Support faculty work.

Objective 1j. Become the dominant provider within certain markets.

Objective 1k. Raise DePaul’s academic reputation.

Objective 1l. Build new facilities for theatre, music and science; expand and enhance facilities for the College of Law; increase classroom capacity at Lincoln Park and Loop. ​

Goal II: Prepare Students to be Socially Responsible Future Leaders and Engaged Alumni

At a university noted for its commitment to social justice and civic engagement, students will grow culturally, spiritually and personally into leaders with lifelong connections to their alma mater.

Objective 2a. Expand and develop purposeful co-curricular activities to promote leadership, civic engagement, cultural awareness and personal and spiritual development.

Objective 2b. Become a university known for its students’ lifelong commitment to social justice and civic engagement.

Objective 2c. Become a premier institution known for its student success programs.

Objective 2d. Become a leader in providing efficient, user-friendly and integrated student services for all students.

Objective 2e. Build strong alumni institutional affinity, pride and lifelong connections. ​

Goal III: Be a Model of Diversity

Long known for its emphasis on the success of first-generation, economically disadvantaged urban students, the university will attain leadership in recruiting and retaining a diverse body of students, faculty and staff.

Objective 3a. Attain leadership in recruitment and support of diverse faculty, staff and senior administrators.

Objective 3b. Exceed national norms in recruiting, retaining and graduating a diverse student body, with an emphasis on first generation, economically disadvantaged urban students.

Objective 3c. Expand opportunities for the DePaul community to study and practice religious faiths in a pluralistic environment.

Objective 3d. Create programming for all constituents of the DePaul community that affirms the central place of diversity in the university’s mission and institutional culture. ​

Goal IV: Selectively Increase Enrollment

Undergraduate enrollments will grow through a strategic mix of new transfer students and freshmen who will be intellectually challenged in the classroom. Graduate and adult enrollments will be maximized.

Objective 4a. Achieve undergraduate enrollment growth through a balanced strategy of increasing new freshmen and new transfers.

Objective 4b. Increase graduate and adult enrollment to capacity, especially in high net revenue programs.

Objective 4c. Raise the perception of quality attached to the university’s brand.

Objective 4d. Increase demand for DePaul’s academic programs to ensure DePaul’s ability to select its desired enrollment mix.

Objective 4e. Exceed national norms in enrolling, retaining and graduating economically disadvantaged students, first generation students and students of color.

Objective 4f. Become a nationally recognized leader in the graduation of students of DePaul’s profile.

Objective 4g. Develop online learning as a high priority strategy for enrollment growth, market expansion and student academic progress. ​

Goal V: Strengthen Financial Position

Financial resources will be strategically and consistently managed to ensure the viability and vitality of the university for generations of students to come.

Objective 5a. Invest in market-responsive academic program development to satisfy the demand of prospective students and thereby fuel strategic enrollment growth.

Objective 5b. Manage university financial resources consistent with a disciplined financial plan to ensure the university’s longterm financial viability and vitality.

Objective 5c. Increase gift income to support student financial aid, academic programs and facilities construction.

Objective 5d. Restructure the university’s resource allocation system to fund strategic enrollment growth and reward financial performance. ​

Goal VI: Further Institutionalize DePaul's Vincentian and Catholic Identity

Charged with maintaining the university’s Catholic and Vincentian identity, the board, faculty and staff will foster a learning environment respected for its civic engagement. Business practices fulfilling the needs of faculty and staff will be employed.

Objective 6a. The board, faculty and staff will assume responsibility for the institution’s Vincentian and Catholic identity.

Objective 6b. Ensure that human resource functions, university business practices and internal communication are responsive to the needs of staff and faculty.

Objective 6c. Human Resources will coordinate, expand and assess university-wide training efforts for staff.

Objective 6d. Externally, be well-known for civic and community engagement and a commitment to the common good as expressions of our Vincentian, Catholic and urban identity. ​