The Drury Community: Horizon
Strategic Plan: 2012–2017
Drury is an independent university, church-related, grounded in the liberal arts tradition, and committed to personalized education in a community of scholars who value the arts of teaching and learning. Education at Drury seeks to cultivate spiritual sensibilities and imaginative faculties as well as ethical insight and critical thought; to foster the integration of theoretical and practical knowledge; and to liberate persons to participate responsibly in and contribute to a global community.
With abiding commitments to our heritage and with renewed commitments to the global community and innovative teaching and scholarship, Drury will be a premier university where the finest teacher/scholars and professional staff educate students to become engaged, ethical and compassionate citizens for servant leadership in communities characterized by change, complexity and global interdependence.
- Provide a student-centered, personalized education
- Attain financial strength.
- Build a sustainable physical and technological environment.
- Elevate regional and national recognition.
- Nurture an environment of inclusion for all persons.
- Commit to a university culture of wellness.
- Achieve Academic Excellence and Become Better Recognized for Academic Strengths.
- Strengthen the financial position of the University.
- Attain optimal capacity of 1640-1660 for the Day school and 70% residency.
- Respond to the unique needs of each student group: traditional, adult and professional.
- Improve the Student experience and Campus Culture.
FY '12 HIGHEST PRIORITIES OBJECTIVES IN BOLD
Strategic Imperative #1: Achieve Academic Excellence and Become Better Recognized for Academic Strengths.
- Define the standards of academic and institutional excellence required, including shared metrics and processes to demonstrate achievement. Charles Taylor. Spring 2012
- Develop the appropriate infrastructure to assure and support continuous improvement in pursuit of defined academic and institutional excellence including a Center for University Excellence and strategies for appropriate hiring, development, evaluation, accountability and compensation systems for faculty and staff. Charles Taylor, December 2012
- Require all units to develop plans, procedures, and strategies for achieving and reporting progress toward Drury's standards of academic and institutional excellence, demonstrating accountability and continuous improvement in the process. Charles Taylor & Director of University Excellence/TLC, May 2012
- Identify, select, and promote "Peaks of Distinction" that resonate with our external constituents, distinguish us in the marketplace and reinforce our connection to the region. Jann Holland. October 2013
Strategic Imperative #2: Strengthen the financial position of the University.
- Improve diversified revenue streams by reducing dependence on Net Tuition Revenue to 73% and supplementing with outside grants representing 1% of total revenue and Restricted Operational Gifts representing 1% of total revenue. Krystal McCulloch May 2017
- Begin establishing healthy liquidity by building restricted and unrestricted reserves to ultimately $3MM, implementing The Beuerlein Initiative, and employing new accounting methods including zero based budgeting and activity based accounting. Bill Scorse, Rob Fridge, Charles Taylor. May 2012
- Allocate resources as prioritized by strategic imperatives and zero based budgets. Todd Parnell, Bill Scorse May 2012
- Improve performance in each college so that they become financially independent and sustainable. Charles Taylor, Bill Scorse, Rob Fridge Ongoing
- Increase the Endowment with $10MM in new monies over five years. Krystal McCulloch May 2017
Strategic Imperative #3: Attain optimal capacity of 1640-1660 for the Day school and 70% residency by 2018.
- Define optimal day school enrollment range where resources are fully utilized and students receive the personal attention synonymous with a Drury education. Complete
- Implement value added programmatic and structural improvements to justify an increase in the published tuition rate including:
General Education Curriculum
Charles Taylor Fall 2012
Chip Parker Pilot: Fall 2011, Full Implementation: Fall 2012
Tijuana Julian Pilot Fall 2011, Full Implementation: Fall 2012
Study Away Investment
Tijuana Julian Fall 2012
Restructuring fees (books, fees, P/L included in tuition)
Dawn Hiles Fall 2013
- Establish and track the relationship between tuition, fees, scholarships, financial aid and discount rate that will result in increasing day school net tuition revenue per student(NTR) ½ percent per year ($400,000 in 2012 dollars). Dawn Hiles Fall 2013
- Ensure facilities are in place to support the optimal enrollment range including student life facilities, technology, housing, classrooms, offices and parking. Tijuana Julian, Pete Radecki Fall 2018
- Identify the appropriate staffing (faculty and staff) necessary to support the incremental growth toward the optimal enrollment range. Charles Taylor, Scotti Siebert As needed. August 16, 2011
Strategic Imperative #4: Respond to the unique needs of each student group: traditional, adult and professional
- Restructure the College of Graduate and Continuing Studies into two units (College of Adult Professional Studies and College of Graduate Studies) to better serve distinct graduate and continuing education constituencies. Charles Taylor, Brian Holloway June 2012
- Structure the University to maximize value-added student success, professional excellence, effective decision making, and financial strength. Todd Parnell, Charles Taylor June 2012
Strategic Imperative #5: Improve the Student experience and Campus Culture
- Provide a personalized 4-5 year plan that weaves both curricular requirements and co-curricular experiences to provide a truly personalized education for every student. Tijuana Julian Fall, 2012
- Strengthen our community of inclusion and diversity. Kelley Still Fall 2012
- Enhance student-centered facilities and spaces on campus to strengthen student engagement and foster student interconnectivity. Pete Radecki, per Appendix
- Develop activities that promote a culture of intellectual, emotional, spiritual, and physical wellness. Todd Parnell, per Appendix
- Define Standards of Excellence (Taylor)
- Build Reserves (Scorse)
- Launch Beuerlein Initiative (Taylor)
- Begin zero based budgeting (Fridge)
- Approve Gen Ed Curriculum (Taylor)
- Drury Team Pilot (Parker)
- Passport Program Pilot (Julian)
- Increase Net Tuition Revenue ½ % (Hiles)
- Restructure CGCS (Taylor, Holloway)
- Restructure University (Parnell, Taylor)
STRATEGIC PLANNING PROCESS
- October, 2010 – Trustee Strategic Planning Session
- November, 2010 – January, 2011 – Strategic Imperatives Task Force (Deeds, Hiles)
- January 28, 2011 – Executive Committee approval of five Strategic Imperatives
- February, 2011 – March, 2011 – Strategic Imperative Objectives (Project Leaders, Co-Chairs)
- Week of March 28, 2011 – Campus review of draft Strategic Imperative Objectives
- April 1, 2011 – Executive Committee approval of Strategic Imperatives Objectives
- April, 2011 – May, 2011 – Benchmarks/Accountability (Project Leaders, Co-Chairs)
- Week of May 2, 2011 – Campus review of draft Benchmarks/Accountability
- May 13, 2011 – Board Approval of Strategic Plan
- June, 2011 – Incorporate Board meeting feedback
- July, 2011 – Implementation of Strategic Plan
- October, 2011 – Provide 5 year financial plan to Trustees
- May, 2012 – Progress Review for Trustees