性吧导航

性吧导航 is proactively addressing the challenges facing the higher education sector on two parallel tracks: While we are transforming our academic enterprise to position Drexel for future success, we are also building financial resilience by bringing our expenses into alignment with revenue on a permanent basis. This page provides a high-level overview of the University's strategies and progress toward building financial resilience.

Goal as of May 2025: The goal is to build financial resilience to support and strengthen the University’s academic enterprise by achieving modest, positive and sustainable operating margins. The University is continuing its multi-year plan to solve the structural imbalance in the operating budget by identifying and implementing expense reductions, determining cost avoidance opportunities and revenue enhancements above the base budget model, and pursuing one-time net positive enhancements. With rapid changes in the higher education sector and the regulatory landscape presenting new challenges and uncertainties, we are continuing to analyze all factors and to adjust our assumptions, strategies and timeline accordingly.

Progress as of May 2025:

• $60M of expenses have been removed from the budget since July 2024;
• $26M of expense reductions and revenue enhancements are currently being implemented;
• $43M of additional potential savings have been identified;
• One-time opportunities being implemented or evaluated: $26M net, one-time gain.

(Progress toward goal will be updated quarterly: March, May, September, December.)

Strategies include but are not limited to:

• Streamlining and reducing the administrative structure of the University and implementing shared services to better support the academic mission and achieve efficiencies;
• Growing enrollment/NTR, especially among graduate, transfer and stopped-out students;
• Diversifying grant funding from at-risk funders to growing sectors and foundations;
• Growing partnerships and fundraising;
• Reviewing academic unit expense/revenue ratios;
• Implementing cost-saving opportunities related to central and distributed IT services, structures, systems, etc.;
• Reducing contractual requests;
• Implementing benefit cost savings;
• Improving operating and business processes, such as procurement modernization, and reviewing categories of spending across the University; and
• Monetizing real estate holdings, optimizing space and reviewing leases.

Community Input: Please share your ideas for expense reduction, efficiency, or revenue enhancement through this .

Messages About Building Financial Resilience:

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October 10, 2024

Building Financial Resilience to Strengthen Our Academic Enterprise
October 10, 2024

Becoming a More Academically and Financially Resilient University
October 1, 2024