STRATEGIC PLAN
2026-2031
Commitment 2: Financial Strength
CAMPBELL COMMITS to strengthening the University’s financial health by ensuring that annual
revenues regularly exceed expenses, expanding and diversifying revenue streams, increasing
philanthropic support, remedying a backlog of deferred maintenance issues, and investing in
employees in ways that reward merit.
Objectives
OBJECTIVE 7. We will increase net revenue each year by generating more tuition/housing/dining dollars through increased enrollment and through consistent, incremental reductions in undergraduate discount rates.
Metrics of Success
We will chart annual increases in net revenue from tuition, housing, and meal plans.
We will chart annual decreases in average undergraduate discount rates, with an expectation of at least a 0.5% reduction annually for each year of the planning period.
We will chart the allocation of increases in net revenue invested back into faculty and staff salaries according to annual measures of employee merit and performance.
OBJECTIVE 8. We will increase philanthropic support by setting annual goals that grow the endowment, broaden donor participation, and ensure that fundraising priorities across all divisions and units are aligned with the University’s mission and coordinated centrally to support institutional strategic priorities.
Metrics of Success
We will launch and measure the progress of Campbell University’s most ambitious comprehensive fundraising campaign through total dollars received and percentage of target achieved.
We will annually measure the effectiveness of Campbell Giving Day, shifting from participation
goals to dollar goals with an expectation of exceeding $2M as a one-day total by no later than FY31.
We will measure the overall effectiveness of fundraising efforts annually by charting total dollars contributed, with an expectation of at least 5% growth annually.
We will prioritize the naming of at least one currently unnamed college or school during the period of this plan, with the naming gift(s) being of such magnitude that they can dramatically transform opportunities and operations for the academic unit.
OBJECTIVE 9. We will grow revenue streams by increasing extramural grant submissions and awards.
Metrics of Success
We will measure growth by annually charting the number of proposals submitted, total dollar value
of proposals submitted, number of grants awarded, and total dollar value of grants awarded.
OBJECTIVE 10. We will secure annual net gains in auxiliary revenue by maximizing use of campus facilities, by increasing residential occupancy, and by expanding revenue-generating partnerships and programs that enhance the campus experience and contribute to long-term financial stability.
We will measure increases in residential occupancy each year, with an expectation of at least 2% growth annually (beds occupied and new net revenue generated).
We will measure increases in net revenue from summer camps, conferences, and facility rentals
with an expectation of at least 5% growth annually.
We will measure increases in athletic event revenue, game guarantee revenue, and Fighting Camel Club gift revenue, with an expectation of at least 5% growth annually across all categories. A new revenue-sharing model will ensure that dollars derived from athletic events are distributed appropriately across contributing divisions and directed toward institutional priorities.
OBJECTIVE 11. We will complete a comprehensive campus Master Plan that prioritizes mission-aligned capital investments.
Metrics of Success
We will deploy the Master Plan to chart progress on a preventive and deferred maintenance schedule, with annual funding benchmarks and implementation timelines providing clear metrics for institutional accountability.
We will create, fund, and fill a new Mechanical Engineer staff position with responsibility for
project design and management, thereby reducing institutional reliance on third-party engineering firms. We will measure dollars saved through this shift from external to internal capacity.
OBJECTIVE 12. We will strengthen procurement and technology resource management by modernizing policies, conducting regular competitive reviews, and ensuring that purchasing and system investments maximize institutional efficiency, reduce redundancy, and support long-term financial stewardship.
Metrics of Success
We will complete a full assessment of the remaining lifecycle of all major technology systems
and implement a prioritized replacement and modernization plan.
We will measure the consolidation of software purchases to reduce redundancy, eliminate
unnecessary outsourcing, and minimize duplicate functionality across disparate vendors.