Drury University 2016 President's Report

One Voice:

2016 President's Report

From Our President


By Dr. J. Timothy Cloyd - President

Greetings to all of you, members of our community of alumni and friends of Drury University, and blessings during this holiday season of thanksgiving and generosity. As I reflect on my first few months as Drury's 18th president, I am struck by the depth of warmth and generosity shown to my wife, Wendy, and me. I am full of gratitude that our vocation and calling have led us here.

Drury is a truly wonderful place that transforms lives. I find that our students have a distinctive intellectual curiosity, our faculty and staff members are dedicated and world class, and our alumni live exemplary lives and are transforming our community and our world. It is a place of innovative teaching, close student-faculty relationships and customized mentorship. Drury University has a storied history, is built on a rock-solid foundation and has a bright future!

"Drury University really has that family feel to it...that's why you go to Drury."

When I arrived at Drury, I introduced a set of themes to which I am committed for the purpose of inspiring and focusing our efforts toward achieving our highest goals: EMPOWERMENT, DECISIVENESS and UNITY comprise the three essential strengths of edu at Drury University.

Drury is a place of EMPOWERMENT, transforming the lives of individual students as well as the greater community. My personal goal as president is to marshal Drury's diverse resources toward an even greater environment of empowerment for students, our faculty and staff, our alumni family and everyone who participates in the Drury experience.

DECISIVENESS is perhaps the toughest part of any senior leadership position given the accelerating pace of change and the numerous valued inputs from broad-ranging sources, but good decisions have always been, and continue to be, essential in moving the institution forward. You will see rapid movement in three major initiatives under my administration: a comprehensive MASTER PLAN for our campus; a POSITIONING PLATFORM that is intentional and differentiating that will make Drury highly visible from a great distance and be universal and defining of the student experience; and an ambitious CAMPAIGN for Drury University that provides for advancement of the institution as we approach the celebration of 150 years of service.

UNITY is where we find our greatest institutional strength and rewards. It is a state of existence that embraces dialog, debate, even discourse but ultimately brings us together under a common vision and sets us in motion to a common destination. We all have a vital role in establishing unity of voice, purpose and direction. My prayer for Drury University is that with a great clarity of shared vision and with greater participation levels than ever before, we join in UNITY to undertake these great initiatives.

And finally, let me share one additional theme introduced at my first gathering of our trustees that some of you might not have heard before. It is a celebration of our daily life here at DRURY – GRATAHAD. I believe never a truer phrase has been spoken than this: Great Remarkable Affirming Things are Happening At Drury!

I look forward to serving you and Drury University in the coming years as we approach 150 years of educating students and transforming lives!

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The Annual Drury Experience Fund


By Wayne Chipman - Executive Vice President for Advancement

Thank you to the alumni and friends who have given so generously to Drury through volunteer efforts and financial support. Total contributions increased by 70 percent last year to over $6.4 million. These gifts helped to make Drury stronger. This year, we are launching a new opportunity to have a direct impact on the lives of future Drury students called "The Annual Drury Experience Fund."

This fall, we welcomed one of the largest incoming classes of new students in Drury's history to campus. For those of us who know Drury well, we understand these students may have come to Drury for different reasons, but there are common themes they will all share, such as a caring faculty, a supportive environment to learn and grow, and the opportunity to develop their unique interests and skills. We want to make a Drury education attainable and affordable so students can experience this life-changing gift.

It is our goal to join together as a Drury family to raise $1.5 million for The Annual Drury Experience Fund to provide scholarships and financial aid to future students. In doing so, we will help attract promising students to Drury and reduce some of the financial obligations of a college education.

For donors who are interested in providing financial support and having a personal connection with Drury students, we offer the opportunity to establish a named scholarship with an annual gift of $2,500 or more to The Annual Drury Experience Fund.

Each student who receives a named annual scholarship will be notified of the donor's generous support for the student's education and will be encouraged to connect with the donor. In addition, the donor will receive information about the recipient of the scholarship. The opportunity for meaningful interaction and mentoring should be an extra benefit to the donor and the student. We ask that donors continue their annual support for at least four years so the same student will have the opportunity to renew the scholarship throughout his or her full Drury experience.

We hope you will consider this new opportunity to invest in future students through The Annual Drury Experience Fund.

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Change: A Constant Companion


By David J. Hinson - Executive Vice President, Chief Operating Officer and Chief Information Officer

If the platitude "the only constant is change" applies anywhere, it applies especially to operations, technology and customer service in higher education. Boilers burst, grass grows, computers crash and paint peels. The new becomes the old seemingly overnight and right before our eyes.

It is a "Sisyphean" charge that we are given. To fulfill this commission, we start by first recognizing the ephemeral nature of all we do: buildings begin dying the moment we lay the foundation and technology starts becoming obsolete the moment we remove the shrink wrap.

We then think about, and plan for, the unexpected, disastrous and inevitable disruption and change that is a natural part of supporting facilities and technology. We examine our personnel and skill inventories. Do we have the right people, in the right positions, with the right training? Are we equipping staff with all the tools and resources they need to accomplish tasks?

We consider our infrastructure; can we sustain and grow our key, critical systems? Not merely at a level of adequacy, but in a fashion that provides for a superior experience for everyone who steps through our doors?

And we also dream. My dream is to foster a technology ecosystem that promotes innovative pedagogy, digital scholarship and engaged learning, and create and maintain a beautiful, comfortable and safe space for learning and living. I wish to develop a culture of servant leadership that will enable all of these dreams to be made real. I invite you to come and dream along with me.

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Total 2015 - 2016 giving exceeded
$6.4 million
A "Best in the Midwest" University
Princeton Review

Student Experience

The Drury Somos Program in Monett

By Ann Saunders - Somos Program Director


Drury received a $1.94 million grant in August 2016, providing freshman-year success services to first generation students of migrant families. The grant has allowed the creation of the “Somos” program and is fully funded through the U.S. Department of Education's CAMP initiative. CAMP (College Assistance Migrant Program) grants are designed to provide support, training, mentoring and academic counseling to the family members of migrant or seasonal agricultural workers. Federal funds will provide $373,047 this year and a total of $1.94 million over the five-year grant period.

The Somos program will be housed at Drury's Monett location and is a collaboration with the Monett Chamber of Commerce, local faith-based organizations and city leaders. The goal is to provide a unique networking opportunities for students and community organizations.

Drury University's New Somos Program

Monett's site director, Ann Saunders, together with Elizabeth Gackstetter Nichols, Professor of Spanish, and Emma Bentley Ruzicka, the Manager of Corporate and Foundation Relations, have designed a program that provides individualized advising, leadership training and financial support for 20 students per year. Working closely with Associate Professor of Anthropology, Dr. Erin Kenny, Monett staff Rhonda Schilly and Karen Wade, and the new program director, Yesy Pérez, the university will engage in outreach and provide support for our Somos students.

The grant funding and programming also represents a significant opportunity to raise Drury's profile in underserved migrant communities. The number of Hispanic, Hmong and Haka Chin families in the region engaged in seasonal and migrant agricultural activities represents a growing demographic of bright and hard-working future Drury students. This grant will allow the university to build loyalty and trust with those communities, some of which, like the Hispanic community, are growing by 500% each census year.

The CAMP grant and the Somos program fulfills Drury's core historical mission of providing educational opportunities to students of "meager purse" and to "liberate persons to participate responsibly in and contribute to a global community.""

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Setting the Stage: The New Black Box Theatre

By Dr. Robin Schraft - Theatre Program Director, Professor of Theatre


The Theatre Program's move from Springfield Hall to the Mabee Center for the Performing Arts presented a number of opportunities. One opportunity was to design a new black box theatre to meet the needs of the Theatre Department in a manner superior to the current one in Springfield Hall.

A black box theatre is a flexible space that allows the configuration of the audience and the stage space to be changed for each production, providing a far more intimate space ideally suited to smaller plays and student-initiated projects. It is a significant complement to Wilhoit Theatre in the Breech building, which is a fixed proscenium theatre more suited to larger productions. When the current studio theatre space was designed for Springfield Hall, it was primarily intended to be a teaching space with minimal performance potential. However, it quickly became a heavily utilized performance space. The new black box theatre is intended primarily as a performing space and will include a number of features not possible in the current space; including a control booth for lighting and sound, a loading door for scenery, a more convenient entrance for the audience and actors, and access to dressing rooms and dedicated storage.

As an alternative to Wilhoit Theatre, the Sunderland Black Box Theatre will provide a more intimate facility that can seat between 60 and 100 depending on the seating configuration. It will also be used for all acting and directing senior projects as well as other student-initiated projects. The Theatre Program's current Student Studio Season will present fourteen student-produced plays in the present studio theatre in addition to one or two main-stage productions. The theatre will also serve as a lighting lab for the Stage Lighting class and as a rehearsal space for other productions.

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Q & A with Shannon McMurtrey


We sat down with one of Drury's newest faculty members, Dr. Shannon McMurtrey, to talk about the recently added Cybersecurity Leadership Certificate.

In a broad sense, what exactly is cybersecurity and how does it affect a company's day-to-day functions?

Cybersecurity encompasses the people, processes, tools and techniques used to keep electronic information safe. The three pillars of cybersecurity are confidentiality, integrity, and availability. Cybersecurity addresses each of these areas through policies, processes, people, and technology. It is a subset of the larger area of Information Security, also involving physical security.

Cybersecurity can best be understood as one side of a scale, with the other side being balanced by the ability to get work done in a safe and legal manner. Those two sides of the scale, cybersecurity and the ability to get work done, must stay in balance in a healthy organization. If an organization places too much emphasis on cybersecurity, they may find that their day-to-day operations are inhibited to the point that they can't effectively do business. However, if too much emphasis is placed on getting work done, without an appropriate level of attention being paid to cybersecurity (which describes the current situation in many businesses today) then businesses may find they are putting their customers, and themselves, at great risk.

Cybersecurity has become quite the booming industry over the last decade or so. Why now?

I think that the real answer to that question lies in cybersecurity governance. For too long when there was a breach, it was the security team that lost their jobs. When that didn't yield any results it became the CIO (Chief Information Officer) that lost his or her job, and more recently we have seen the CEO lose his or her job following a large breach. Governance over cybersecurity is now rising to the board level, where it should be, resulting in a much greater emphasis being placed on cybersecurity.

We are also seeing a dramatic uptick in the global cyber war that started with Stuxnet (one of the topics covered in our first class). With so much of our nation's critical infrastructure tied to the Internet, this is an area of risk that we have to understand and address.

Has the cybersecurity industry hit its growth ceiling? Or, will it continue to grow?

It will likely continue to grow. The U.S. Department of Labor forecasts an 18% job growth over the next ten years (much faster than average). Companies are coming to grips with the reality that this is a people problem more than a technical problem. There was a report issued by a House Oversight Committee addressing the breach that occurred at the U.S. Office of Personnel Management (OPM), which was certainly one of the most, and quite possibly the most, damaging breach in U.S. government history. The report laid the blame for the breach squarely at the feet of OPM's leadership, which I feel was very appropriate and hopefully eye opening for leadership across industries. One of the key findings from the report was, "OPM leadership failed to heed repeated recommendations from its Inspector General, failed to sufficiently respond to growing threats of sophisticated cyber attacks, and failed to prioritize resources for cybersecurity." (read the full report)

How does Drury's new Cybersecurity Leadership Certificate benefit students? What kind of students are you trying to reach with this program?

The report detailing the OPM breach that I mentioned earlier is probably one of the strongest endorsements for the need of a program like we have created here at Drury. The report didn't assign blame to the technical staff; it assigned blame to the organization's leadership for not having appropriate policies, procedures and guidelines in place with regard to cybersecurity. This is true in many organizations and needs to be addressed through education.

Our business leaders understand risk deeply on many levels, but do not fully understand, or appreciate, their cybersecurity risk. Our program was created to help address that.

So, the program greatly benefits students. What does it mean for Drury?

It demonstrates Drury's desire to update curricula to stay current with the challenges and needs faced by business leaders today. Organizations are recognizing the reality that cybersecurity is a people problem more than it is a technology problem. Without proper understanding of risk, and effective governance, the situation will not improve.

In a broad sense, what exactly is cybersecurity and how does it affect a company's day-to-day functions?

Cybersecurity encompasses the people, processes, tools and techniques used to keep electronic information safe. The three pillars of cybersecurity are confidentiality, integrity, and availability. Cybersecurity addresses each of these areas through policies, processes, people, and technology. It is a subset of the larger area of Information Security, also involving physical security.

Cybersecurity can best be understood as one side of a scale, with the other side being balanced by the ability to get work done in a safe and legal manner. Those two sides of the scale, cybersecurity and the ability to get work done, must stay in balance in a healthy organization. If an organization places too much emphasis on cybersecurity, they may find that their day-to-day operations are inhibited to the point that they can't effectively do business. However, if too much emphasis is placed on getting work done, without an appropriate level of attention being paid to cybersecurity (which describes the current situation in many businesses today) then businesses may find they are putting their customers, and themselves, at great risk.

Cybersecurity has become quite the booming industry over the last decade or so. Why now?

I think that the real answer to that question lies in cybersecurity governance. For too long when there was a breach, it was the security team that lost their jobs. When that didn't yield any results it became the CIO (Chief Information Officer) that lost his or her job, and more recently we have seen the CEO loses his or her job following a large breach. Governance over cybersecurity is now rising to the board level, where it should be, resulting in a much greater emphasis being placed on cybersecurity.

We are also seeing a dramatic uptick in the global cyber war that started with Stuxnet (one of the topics covered in our first class). With so much of our nation's critical infrastructure tied to the Internet, this is an area of risk that we have to understand and address.

Has the cybersecurity industry hit its growth ceiling? Or, will it continue to grow?

It will likely continue to grow. The U.S. Department of Labor forecasts an 18% job growth over the next ten years (much faster than average). Companies are coming to grips with the reality that this is a people problem more than a technical problem. There was a report issued by a House Oversight Committee addressing the breach that occurred at the U.S. Office of Personnel Management (OPM), which was certainly one of the most, and quite possibly the most, damaging breach in U.S. government history. The report laid the blame for the breach squarely at the feet of OPM's leadership, which I feel was very appropriate, and hopefully eye opening for leadership across industries. One of the key findings from the report was, "OPM leadership failed to heed repeated recommendations from its Inspector General, failed to sufficiently respond to growing threats of sophisticated cyber attacks, and failed to prioritize resources for cybersecurity." (read the full report)

How does Drury's new Cybersecurity Leadership Certificate benefit students? What kind of students are you trying to reach with this program?

The report detailing the OPM breach that I mentioned earlier is probably one of the strongest endorsements for the need of a program like we have created here at Drury. The report didn't assign blame to the technical staff; it assigned blame to the organization's leadership for not having appropriate policies, procedures and guidelines in place with regard to cybersecurity. This is true in many organizations and needs to be addressed through education.

Our business leaders understand risk deeply on many levels; but do not fully understand, or appreciate, their cybersecurity risk. Our program was created to help in addressing that.

So, the program greatly benefits students. What does it mean for Drury?

It demonstrates Drury's desire to update curricula to stay current with the challenges and needs faced by business leaders today. Organizations are recognizing the reality that cybersecurity is a people problem more than it is a technology problem. Without proper understanding of risk, and effective governance, the situation will not improve.

Update on the Review of the General Curriculum

By Dr. Karen Spence - Associate Professor of Architecture, Associate Dean of Hammons School of Architecture


Faculty and staff are presently engaged in discussions about the general curriculum to ensure that it provides a strong, current and compelling educational foundation for our students. While we are only in the early stages of this work, we have identified several critical topics to strengthen and are exploring new developments that would complement our offerings. Our goal is to phase in these changes to improve our general curriculum as early as fall 2017, with a complete revision ready by 2018.

We are examining the writing sequence, the engaged learning experiences, and the overall combination of requirements. Questions such as how is writing taught throughout a student's education and how are engaged learning experiences connected to academics and documented on transcripts are being evaluated. Our course requirements will likely remain similar in hours, allowing students the ability to pursue double majors and minors; however, it is probable that there will be some shifts toward crafting higher-level general education courses that teach teamwork, integrative skills and a variety of communication skills, including technological skills. The curriculum will remain transfer-friendly while simultaneously raising the bar.

Holistic advising, co-curricular transcripts, certificates and credentials, and web-based portfolios are among the new developments being examined. Drury fosters a strong record of academic and career guidance, and making that guidance a part of every student's experience is on the horizon. Other achievements, such as certificates and credentials, become pieces that students can earn. Completing online portfolios will help provide comprehensive displays of the great work our students complete.

We are committed to offering a robust and distinctive general education. We are making positive changes that can be seen by everyone from prospective students and their potential employers, to our campus community and the general public.

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Nearly 70% of '15 graduates completed an internship for credit
Last year, 42.5% of graduates studied abroad

Admission

Reflecting on Success

By Dr. Chris Panza - Interim Vice President for Enrollment Management; Professor of Philosophy


The Day School Admission Office's 2016-2017 recruiting year was an amazing success. As of census, we enrolled 497 new students, up 37% from the year before – the largest year-to-year increase of incoming students in Drury's history. In addition, we also ended our four-year enrollment slide and turned our overall undergraduate headcount upward, from 1,315 (in fall 2015) to 1,370 (in fall 2016). To complement that increase in headcount, we also succeeded in advancing our secondary goal by intentionally enlarging the reach and scope of our enrollment footprint. More students are now attending Drury from far beyond Southwest Missouri, hailing from Des Moines, Omaha, Tulsa, Dallas and Houston, to name a few. In fact, our biggest success story of 2016 was our spike in enrollment from Chicago. For the first time, Chicago is now Drury's fourth biggest recruitment market, after Springfield, St. Louis and Kansas City.

Discover Drury

Although we are pumped about the size of the new freshman class, we are also excited about the story behind those numbers. Specifically, we see our success as the culmination of a multi-year strategic enrollment effort that pulled together the best thinking and wisdom of over 50 faculty, staff, students, alumni and administrators. As that plan developed, we worked hard to forge a passionate and dedicated cross-constituent team that collectively labored to bring in the best and largest freshman class possible. We worked together to develop better and more personal ways for faculty to reach out to prospects by email, we spent considerable time visiting local high schools, and we dedicated a great deal of energy to ensuring that the campus visit experience was individualized and highly memorable. Now that this integrated team approach to enrollment is an embedded part of the Drury culture, be sure to look forward to future successes in 2017 and beyond!

Vision for the Path Ahead

By Kevin C. Kropf - Executive Vice President for Enrollment Management


Greetings from Bay Hall!

The future of enrollment at Drury is bright indeed. On the heels of the largest one-year increase in new student enrollment in Drury's history, we are working to continue to bring multi-talented scholars to our university. Drury possesses many positive attributes including a beautiful campus, dynamic faculty, exceptional facilities, successful outcomes and proximity to myriad amenities in Missouri's finest college town. These features, along with the experiential nature of the education offered here, are quickly making Drury a destination college for students throughout the Midwest and beyond.

It is an honor to represent this great university as the Executive Vice President of Enrollment Management. Being charged to identify, recruit and enroll promising scholars is a hefty task, but it is a task that I willingly embrace as a part of my own personal mission to positively impact the lives of young people. Drury makes a difference and more people need to know about us! I've worked at small, private, liberal arts schools my entire 23-year career, and Drury is the type of university I have always aspired to represent. My family and I recently relocated to the Springfield area and it has won us over with its historical, cultural and gastronomical delights (Andy's Frozen Custard anyone?).

Student Spotlight:
Miranda Maverick

Building upon the Strategic Enrollment Management Plan, which laid a solid foundation for growing enrollments, the offices of admissions and financial aid are moving confidently toward a new era of dynamic and engaging campus visits, comprehensive financial assistance, and building relationships with Drury's key stakeholders. We will continue to invest in market expansion, spreading the Drury brand to Chicago, Minneapolis and other major metropolitan areas. We remain committed to our primary markets in Springfield, St. Louis, Kansas City, and Southwest Missouri, but we are steadfast in our resolve to enhance our presence in areas where we know future Panthers reside.

The best marketing is always word of mouth. A great way to introduce this amazing institution to bright and dynamic high school students is the simple question, "Have you thought about Drury?"

Have you thought of Drury? If so, let someone else know about this institution that is truly making a difference.

Inputs:
By the Numbers

1

13

Net Endowment Assets

Total Giving

Graduate School Enrollment

College of Continuing Professional Studies Enrollment

Day School Enrollment

Assets

Liabilities

Net Assets

Operating Income

Operating Expenses

Alumni By State

Alumni By Country

Student Retention

Our retention numbers speak to our students' success:

Over the last five years, we've averaged a 92% retention rate from fall to spring. The fall-to-fall five-year average for all students is 83%, which places Drury in the top quarter of all four-year institutions reporting retention for these years.

Over the last five years, our students who live on campus retain at high numbers from fall to spring:

  • Freshmen (93%)
  • Sophomores (95%)
  • Juniors (98%)

Students of color succeed at Drury, with an average retention rate of 92% from fall to spring.

Our first-year to second-year fall-to-fall student retention for 2016 is 77%. Fall to spring is 89%.

Strong and growing alumni base:
25,066

Outputs:
The Students

The Ubiquitous “and”

By Dr. Beth Harville, Interim Provost


The newest generation of college graduates will face increasingly complex challenges. Solving these multifaceted problems requires individuals with interdisciplinary expertise, creativity and critical thinking skills. Drury University attracts students who value these abilities, have multiple interests, and seek to make a difference in the world. Drury helps prepare students by making intentional connections between academic disciplines and by enabling them to earn multiple degrees in pursuit of their educational and career goals. A majority of Drury students graduate with double majors, or one major with multiple minors. These degrees, often from very different fields of study, provide students with the knowledge and skills needed to successfully compete in the job market and gain admission to elite graduate and professional programs.

Student Spotlight:
Nargiss Pourmand

Faculty advising and guidance is also necessary to help students develop competencies they need to be successful. Drury advisors work closely with students to craft individual educational plans, including curricular and extracurricular pieces, which bring together courses and experiences from multiple fields of study. Students who are pursuing careers in medicine often earn majors in biochemistry and Spanish, giving them the knowledge and skills necessary for medical school while developing language and cultural competencies to effectively communicate with patients and serve their communities. Other students major in fine arts and marketing to develop their artistic abilities while also acquiring the business skills necessary for careers as self-employed artists. Still other students have majored in English and computer science to pursue careers in technical writing.

By intentionally pairing majors and minors, Drury graduates are prepared for the challenges of the future. This interdisciplinary preparation makes them top choices for elite employment opportunities and post baccalaureate programs. More importantly, these Drury graduates have the necessary expertise to positively address critical problems and become leaders across all sectors of society.

153,000
Student services hours completed
in 2015-16
21 triple majors
284 double majors

Connect

Ways to Give


Drury is a place where meaningful intellectual pursuits, powerful connections and invaluable experiences are the standard for students and a touchstone for alumni, like you. Whether you are a recent graduate or a longtime supporter, your investment is important to the future of Drury.

A Drury education is life-changing, and cost should never deter anyone from pursuing an education. When you give to The Annual Drury Experience Fund, you are investing in Drury's future. Your annual gift provides financial aid to our students.

Please join in sharing The Drury Experience with a deserving student!
Donate to Drury

There are multiple ways to donate to The Annual Drury Experience Fund and many companies match contributions. Contact your human resources office and inquire about a matching contribution – you could double, or even triple your gift!

If you have questions, please contact the Office of University Advancement at (888) 353-7879 or alumni@drury.edu.

Share Your Story!

Connect to Drury


Please share important milestones in your personal and professional life. We want to celebrate your accomplishments in Panther Tracks.

Panther Tracks Update

Stay connected: We encourage you to attend Drury alumni events in your area or to make plans to join us at Drury for Homecoming and Alumni Reunion each year. You can also stay connected to alumni by participating in the Drury Mentoring Network, community service activities, networking events, or hosting prospective students and attending athletic events.

If you'd like to get more involved, serve as a volunteer alumni regional representative in your area to help the Office of University Advancement coordinate events, communicate with alumni and support university initiatives.

Regional Representative Opportunities