Drew University Presidential Search Profile 2013

8/13/2019 Drew University Presidential Search Profile 2013

1/21

THE SEARCH

FOR A

PRESIDENT

We invite nominations and

applications for this distinctive

opportunity for leadership.

The Board of Trustees has announced

a search for the 12th president

of Drew University.


2/21

The next Drew president will be asked to

develop a vision and strategic plan for

strengthening academic standing, financial

health and reputation while underscoring

Drews core values, existing accomplish-

ments and emerging initiatives.

The agenda for the next president goes

well beyond maintaining the status quo.

The potential for energetic, engaged and

entrepreneurial leadership at Drew is

uncommonly attractive.

The current president, Dr. Vivian A. Bull, will complete a two-year interim periodin the presidency on June 30, 2014. With prior service as a Drew faculty member

and administrator, and as the former president of Linfield College, her currentcontributions to Drew have been invaluable. Under her leadership, the universityhas affirmed its sense of mission, bolstered its institutional confidence andassessed its potential initiatives.


3/21

60-Second Glossary

What Makes Drew Drew

Three Schools, One University

Agenda for Drews Next President

Desired Presidential Attributes

The Application Process

3

4

13

16

19

20


4/21


5/21

WhatMakes DrewDrew?

Notable for its strength in the liberal arts,

the quality of its academic programs, the

beauty of its verdant 186-acre campus,its historic links to the United Methodist

Church and its proximity to the intellectual

and cultural resources of NewYorkCity,

Drew University presents a distinctive

profile. The university has three parts: theTheological School, the College of Liberal

Arts and the Caspersen School of Graduate

Studies. Together, they enroll 2,400

students and have 170 full-time faculty.

Campus tour video
http://www.youtube.com/watch?v=ODq6Ajlu_k4&hd=1http://www.youtube.com/watch?v=ODq6Ajlu_k4&hd=1


6/21

Acommunity for learning

The entire chemistry facultyknows me as a person, not justa chemistry student. WheneverI have a bad day, I knock on myadvisers office door and complainfreely. Hes a good listener.Sophomore Alae Kawam

ONE

Meet Alae Kawam
http://www.youtube.com/watch?v=QZM8On7QUH8http://www.youtube.com/watch?v=QZM8On7QUH8http://www.youtube.com/watch?v=QZM8On7QUH8


7/21

Supportively RigorousAcross all three schools, a Drew education is characterized by close

faculty-student interaction and personal, collaborative relationships.

Learning is student-driven and supportively rigorous, with faculty

serving to challenge students in their intellectual journey.

Drew offers unusual opportunities to pursue knowledge across

the conventional boundaries of the academy. Hallmarks of Drews

approach to higher education include:

the clarity of the universitys commitment to liberal learning

an emphasis upon interdisciplinary studies

the international character of its curriculum and the presenceof students from throughout the world

its commitment to experiential learning and small classes

Praise in Princeton Review

Drew consistently ranksamong the top 10 schools inthe nation for the popularityof campus theater, one of thereasons the Drew UniversityDramatic Society (DUDS) getsaway with its acronym.

Sangay Yeshi 14, Tibet


8/21

60SECOND

GLOSSARY

Best of both worlds: a bucolic campusretreat for academic and social pursuitsclose to New York City

TWO

Daniel Drew chose Madison, N.J., as the

location for the school that bears his name

because of its proximity to the educational

and cultural resources of New York City, only

29 miles to the east. The university continues

to benefit from his decision and thrives in the

research-rich state of New Jersey, home to one

of the highest percentages of college graduates

in the nation. Regular commuter rail service into

midtown Manhattan from downtown Madisongives students access to a wide range of intern-

ships and has allowed the university to develop

distinctive programming.

Drew created its first New York program, the

Semester on the United Nations, in 1962. It

uses the U.N. facility as a classroom and is the

oldest of its kind in the country. A Wall Street

Semester, which takes advantage of the

universitys strong alumni network in the field,

followed in 1998. Students travel twice a week

to Manhattans financial district to learn from

professionals who work in the financial world,

and visit the places that are so integral to theU.S. economy: investment banks, brokerages

and stock exchanges. The Semester on Con-

temporary Art exposes students to New Yorks

art scene by taking them into artists studios,

museums and galleries. A fourth New York

program focused on communications and

media is in the planning stages.


9/21

I got to tell Bobby Moynihanfrom SNL that he had a greatshow. I got to see him doimprov at the place wherehe learned to do improv.Theatre arts major Ariel Gitlin on her internship

at Manhattans Upright Citizens Brigade

Read more about Ariel Gitlin Upscale SuburbSmall-town Vibe

We enjoy a close relationship withMadison, N.J., a charming commutersuburb whose downtown, filledwith great dining options, is just a10-minute walk from campus. Drewco-sponsors the local farmers marketand university staffers serve on towncommittees.
http://www.drew.edu/news/2013/04/17/i-had-to-shlep-to-kmart-but-this-internship-made-a-theater-career-feel-realhttp://www.drew.edu/news/2013/04/17/i-had-to-shlep-to-kmart-but-this-internship-made-a-theater-career-feel-realhttp://www.drew.edu/news/2013/04/17/i-had-to-shlep-to-kmart-but-this-internship-made-a-theater-career-feel-real


10/21


11/21

Global Lecture Series

Inaugurated by former DrewPresident Thomas H. Kean,who also served as governorof New Jersey and chair of

the 9/11 Commission, theDrew Forum has hostedclose to 70 world leadersand opinion makers in its20-year run, including threeU.S. presidents, four Nobellaureates, five foreignleaders, eight U.S. Cabinetsecretaries and nine PulitzerPrize winners.

Learning on and off campus takes many

forms. It brings Drew students and prison

inmates together inside state correctional

facilities to study religion and sociology and

MAT students to Newark to lead an eighth-

grade oral history project on Iraq War

veterans. It gives Drew theatre arts majors

the opportunity to collaborate on theater with

urban public high school students and

future Wall Street executives exposure to

vital Manhattan networks.

Further afield, Drew offers international

opportunities geared to every imaginable

purpose and time frame. Theological School

students can travel to countries such as India,

Turkey and El Salvador for cross-cultural

immersion experiences. College students

have an extensive menu of choices from

which to choose, including a semester-long

class on management practices that relocates

to Tokyo for a week over spring break to

compare American and Japanese systems,

and the ultimate British theater marathon:

three weeks in the U.K., attending back-to-back performances, with a long stop at the

legendary Edinburgh Fringe Festival.


12/21

Immersive civic engagementand honors programs

FOUR

I had no idea that day laborersexisted. Even less that it washappening in Morristown.Now I feel educated on the topic.

I dont think I could think of abetter way to learn.Suzanne Sheptock, on a Drew experiential

course held at a nearby immigrants center What Drew offersstandout students
http://www.drew.edu/undergraduate/how-you-learnhttp://www.drew.edu/undergraduate/how-you-learnhttp://www.drew.edu/undergraduate/how-you-learn


13/21

Baldwin Honors ScholarsDrew recognizes promising undergraduate scholars and leaders114 first-

year members this fall, the largest class to datewith a substantial four-year

scholarship, opportunities for independent study and research and access

to master classes and VIP receptions.

Civic ScholarsIn 2008, the university deepened its commitment to engaged learning

through the creation of a Center for Civic Engagement and, at the under-

graduate level, the establishment of the Civic Scholars program, which

received national attention for being one of the first scholarships in the

country to reward students for community service. The Civic Scholarsprogram has quickly grown from five students in 2009 to more than

140 in 2013, and attracts students from across the country.

The narrative doesnt end here.Best institutional website, CASE 2013

Best magazine and best magazine design, CASE 2010, 2011

Exquisite Sound

Elegant Setting

Our concert hall has been recognizedas one of the worlds finest smallhalls and attracts leading musiciansto perform and record, including theChamber Music Society of Lincoln

Center.

At Your Fingertips

Drews impressive library holds625,000 print volumes, 80,000ebooks, 66,000 online journals, 286databasesall searchable onlinefrom a single search box. It alsohouses significant special collec-tions, including one of the nationstop Willa Cather archives and theworldwide archives of the UnitedMethodist Church.

A Climate for Civility

Drew shapes an environment inwhich students accept responsibilityfor establishing appropriate stan-

dards and then honoring them. Ourstudents describe the Forest as asafe and tolerant atmosphere inwhich potentially sensitive issuessuch as political affiliation, freespeech and sexual orientation arenot seriously divisive.
http://www.drew.edu/http://www.drewmagazine.com/http://www.drewmagazine.com/http://www.drew.edu/


14/21

Three Schools, One University

Theological SchoolDrew began in 1867 as a seminary, the antecedent of todays Drew Theological

School. With a student body of 461 students (342 FTE) and a full-time faculty of

26, the school has a distinguished history, with prominent alumni in church and

academic leadership around the world. The school is known both for its role in

training clergy for the United Methodist Church and its cutting-edge scholarship

and socially engaged programs.

The Theological School offers six degree programs that prepare students tomake an impact in the world as church leaders, thought leaders and change

agents. Supported by a generous grant from the General Commission on

Religion and Race of the United Methodist Church, the school is revising the

Master of Divinity curriculum to become a truly multicultural curriculum that

is grounded in the needs of the contemporary church and world.

The Theological School

has the most diversefaculty and staff amongthe three parts of theuniversity. Its student body

has no racial, ethnic orreligious majority.


15/21

College of Liberal ArtsThe College of Liberal Arts (CLA) was founded in 1928 as a small college for

men. It became co-educational during the 1940s and increased significantly

in size beginning in the 1960s. In the early 1980s, it became only the third

Phi Beta Kappa chapter in the state. With about 1,700 students (1,598 FTE)

and 129 full-time faculty, the CLA is today the largest unit within the university.

The college, which offers a BA in 30 fields, has an excellent record of prepar-

ing students for success after graduation. Ninety-five percent of the Class of

2012 were employed or in graduate school within six months of graduation.

Members of the Class of 2013 were admitted into the top graduate

programs in the country and have had similar success landing jobs. In thepast five years, CLA students have won Fulbright, Goldwater and U.S.

Department of State Critical Language scholarships, as well as National Science

Foundation Research, Herbert Scoville Jr. Peace and DAAD fellowships.

What Makes Drew Green

Recognized in 2013 by N.J.Governor Chris Christie forecological restoration work

on campus

Placed 36th in the nationalRecyclemania contest in 2013

Signed the Real Food Challengein 2012 to boost sustainablevictuals served on campus, thesecond school in nation to do so

Included in the Sierra ClubsGreenest Colleges andUniversities list in multiple years

Built New Jerseys first LEED-certified residence hall, withgeothermal well system, in 2009

School colors are Pantone blue#2955 and #3425green, ofcourse.
http://www.drew.edu/undergraduate/when-you-graduate#careershttp://www.drew.edu/cla/cla-deans-office/drew-scholarship-and-fellowship-award-winners/http://www.drew.edu/cla/cla-deans-office/drew-scholarship-and-fellowship-award-winners/http://www.drew.edu/cla/cla-deans-office/drew-scholarship-and-fellowship-award-winners/http://www.drew.edu/cla/cla-deans-office/drew-scholarship-and-fellowship-award-winners/http://www.nj.gov/dep/newsrel/2013/13_0007.htmhttp://www.drewmagazine.com/2011/09/you-now-hail-the-blue-green/http://www.drew.edu/cla/cla-deans-office/drew-scholarship-and-fellowship-award-winners/http://www.drew.edu/undergraduate/when-you-graduate#careershttp://www.drewmagazine.com/2011/09/you-now-hail-the-blue-green/http://www.nj.gov/dep/newsrel/2013/13_0007.htm


16/21

Caspersen School of Graduate StudiesThe graduate school, which is devoted to advanced study in the humanities,

opened in 1955. Named the Caspersen School of Graduate Studies (CSGS)

in 1999, it currently enrolls about 350 students (218 FTE). The schools five

humanities-based degree-granting programs share a common approach of

blending masters and doctoral liberal arts study with practical experience.

Both faculty and students in one of the schools newest programs, the MFA in

Poetry and Poetry in Translation, have been recipients of numerous honors,

including the election of Distinguished Poet-in-Residence Gerald Stern to the

American Academy of Arts and Sciences.

Kudos for Teacher Training

For three years in a row, DrewMAT students have won theN.J. Department of EducationsDistinguished Student Teacher

Award, honoring the states15 most promising futureeducators.

Humanities for Hospitals

Drew offers a pathway forresidents at nearby tophospitalsSaint BarnabasMedical Center and theAtlantic Health Systemto earn a Certificate inMedical Humanities.
http://www.drew.edu/news/2013/07/01/what-will-landing-a-state-award-do-for-a-job-seeking-rookie-teacherhttp://www.drew.edu/news/2013/07/01/what-will-landing-a-state-award-do-for-a-job-seeking-rookie-teacherhttp://www.drew.edu/news/2013/07/01/what-will-landing-a-state-award-do-for-a-job-seeking-rookie-teacherhttp://www.drew.edu/news/2013/07/01/what-will-landing-a-state-award-do-for-a-job-seeking-rookie-teacher


17/21

At a time of rapid change in higher education,

Drew draws great confidence from the combi-

nation of its past successes and the promise of

new ventures. The opportunity to bring ingenuity

and strength to the Drew presidency is matched

by the need to build a fresh and sustainable

vision for Drews future.

New leadership will be expected to embrace

an agenda that will strengthen the institution,

enhance its collegiality and expand its reputa-tion. The leadership agenda for Drews next

president includes:

Realizing Financial Equilibrium Among the

most pressing institutional needs at Drew is

the establishment and maintenance of finan-

cial equilibrium. Drew operates with an annual

budget of $74 million and is supported by an

endowment of $201 million. Having experi-

enced several recent operating shortfalls, the

university is currently undergoing a three-year

reorganization of its budget in order to bring

its annual revenues and expenditures into

balance. Identified as Drew 2017, this effort

will produce sustainable budget parameters

for the future. A new president will have the

opportunity to cultivate this financial equilib-

rium and leverage this new budget model as

she/he develops a long-term strategic vision

for Drews future.

Redesigning the Strategic Plan The new

president will be asked to launch fresh plan-

ning discussions that will capture and bring

coherence to the vitality, imagination and

energy of Drews people and programs. While

the substance of a new plan will be critical for

Drews future, so, too, will be the style of the

planning process. Ownership of the strategic

plan by Drews trustees, faculty, staff and

students will ensure that their substantial

resources, talent and commitments are lever-

aged to strengthen the universitys future.

The opportunity to analyze the potential for

institutional change, balance aspirations with

resources, build consensus around new

initiatives, set priorities for action and implementthem decisively will be key to the new presidents

success in renewing Drews strategic plan.

The Drew community is already discussing

ideas to refresh the strategic plan, and will be

bringing these, among others, to the new

presidents attention:

a contemporary interpretation of the liberal

arts for future generations of learners

further internationalization of the Drew

experience

additional cooperative arrangementswith other institutions

more program development in New York City

expansion of current civic engagement

efforts

consideration of experimental pedago-

gies and application of new technologies

establishment of more prominent centers

of excellence

Agenda for Drews Next President

13.3DREW

12.5YALE

11.3

HARVARD

11.1MIT

EndowmentPerformanceFY13 (in percent)

13.3


18/21

Enhancing Enrollment Outcomes Drews

tuition-driven revenue stream is in need of

significant enhancement.

Turnover in key admission office personnel,

too frequent changes in Drews publicly per-

ceived brand, smaller-than-planned-for first-

year and transfer classes and growing attrition

statistics have created this particular focus for

new presidential leadership. At the heart of an

overall strategic planning effort must also be

development of a compatible enrollment man-

agement plan with admission and retention

targets, pricing strategies and sustained andsophisticated branding and marketing efforts.

Drews next president must be effective in

analyzing and refining admission and financial

aid variables. Undergraduate enrollment is of

particular interest with new first-year and

transfers up slightly at 425 FTE this fall.

Retention to the sophomore year is 75%,

the six-year graduation rate is at 69% and the

current overall discount rate for the entire

student body is at 50%. With regard to

diversity, domestic students of color and

international students combine to comprise48% of the enrollment in the Theological

School, 32% in the CLA and 13% in Caspersen.

A significant new International Student

Pathway Program is being investigated at

Drew this fall. If adopted, this program could

have a major impact on Drews enrollment.

More information will be available in a later

stage of the search. The new presidents early

engagement in developing this program,

while strengthening all of Drews enrollment

outreach, are critically important items in

this leadership agenda.

Stimulating the Philanthropic Culture The

president must be personally engaged as the

chief fundraiser for Drew, communicating the

Drew story, engaging external constituencies,

setting advancement expectations and using

the strategic plan to establish fundraising

priorities. Growing Drews gift revenues,

stimulating the philanthropic culture and

enhancing advancement across the university

will be critical ingredients in Drews future welfare.

The new president should expect to be judged

on a strengthened advancement program with

measurable outcomes. The universitys current

landscape presents reason for optimism:

The current $75 million Campaign for

Drew was launched in 2009. With nearly

$52million in cash and pledges commit-

ted as well as a recent $6.8 million grant

from the State of New Jersey for the Hall

of Sciences, the campaign is ready to

move from its quiet phase and into the

spotlight under a new presidents leader-

ship. Drews previous campaign ran from

1997 to 2003.

The three-year gift average (20112013)

of total cash and pledges is nearly $10million annually, higher than previous

three-year averages.

The 2013 Annual Fund of unrestricted

cash totaled $1.2 million, an increase of

nearly $50K over 2012 and the second-

best outcome in Drews history.

The alumni gift participation rate in the

College of Liberal Arts rose to 25 percent

last year, an increase of four percentage

points over the prior three years.

The stage is set for Drews new president

to focus immediately on stimulating theuniversitys philanthropic culture.

$2.2ALUMNI

$2.1FOUNDATIONS

$1.5FRIENDS

$1.1RELIGIOUSORGANIZATIONS

Biggest DonorsFY13 (in millions)


19/21

Valuing the Drew Community Future planning

and campuswide conversations will offer a new

president the chance to build positive rela-

tionships, establish trust and strengthen a

sense of community among and between the

constituencies in the College of Liberal Arts, the

Theological School and the Caspersen School of

Graduate Studies. Leaderships commitment to

empowering the faculty and staff and emphasizing

common goals of high-quality teaching, learning

and research, as well as educational, personal,

and professional growth strengthen and further

enliven the student-centered environment that

is central to Drews ethos.

A valued part of education and campus life at a

smaller institution like Drew is the presidents

accessibility to the community. The president

will be expected to attend and support campus

events, and to provide both formal and informal

meeting opportunities for all Drew community

members. By listening carefully, communicating

clearly, operating transparently and collaborating

effectively, the president can help celebrate the

complexity and vitality of Drew.

Maximizing Trustee Effectiveness The membersof Drews Board of Trustees are deeply commit-

ted to the welfare of the university and continue

to be generous with their time, energy and re-

sources. Working with a recently elected board

chair, the new president has an opportunity to

develop an effective partnership with the board,

to integrate its insights and expertise into the

strategic planning effort and to collaborate with

board leadership to strengthen further board

engagement.

With a fresh opportunity to strengthen commu-

nication between the board and the campus

community, the president can help the entire

Drew community forge a renewed understand-

ing of best governance practices. The respect

and trust that grows from transparent, collabora-

tive and constructive leadership will enable the

president to foster a mutual commitment to

Drews future.

Distinguishing Drews Reputation New leader-

ship has an opportunity to build simultaneously

on current strengths while developing new

institutional initiatives, thereby refining an

identity to once again distinguish Drew among

leading independent colleges and universities.

Developing the infrastructure behind this effort

has already begun. In a multi-year effort to

enhance Drews identity, a new website describ-

ing the undergraduate experience debuted in

2012 and was named Best Institutional Website

by CASE in 2013.

In an effort to extend the visibility and influenceof Drew University, the president will need to be

comfortable communicating in the public arena

about the value of a Drew education. Not only

will this outreach enhance the universitys stature

among its peer institutions, but the advancement

and admissions programs will also benefit from

the presidents public effectiveness in raising

Drews profile. The vigorous national dialogue

concerning the vitality of independent higher ed-

ucation and the value of the liberal arts deserves

Drews input and the voice of its president.

Managing While Leading In addition to theleadership agenda presented in this profile, the

Drew president will be asked to practice strong

management skills. While fiscal acumen and

financial stewardship are important, there is also

a need to model, expect and ensure administra-

tive effectiveness across all areas and to manage

several key personnel appointments directly.

It will be critical for a new president to build an

outstanding team of senior administrators who

will foster a positive and constructive workplace

culture at all levels. President Bull has been

strategically thoughtful in filling senior adminis-

trative vacancies on an interim basis during her

watch. While many of her interim appointments

include talented and accomplished persons, she

has provided a new president with a series of

decisions in which she/he can build the best

leadership/management team possible. Current

interim appointments include two deanships

(College of Liberal Arts and Theological School)

and two cabinet positions (communications and

advancement).

Go Rangers!

Drew is home to 18 NCAADivision III varsity sports,accounting for roughly 25percent of undergraduateenrollment. We compete inthe Landmark Conference,a group of eight like-mindedinstitutions committed to

helping students succeed onthe playing field and in theclassroom.

Professional Theater

Drew is home to the richresources of the ShakespeareTheatre of New Jersey, oneof the leading Shakespearecompanies in the country.


20/21


21/21

The Drew University Presidential Search Committee will be accepting nominations and evaluating

application materials on a rolling basis throughout the fall of 2013, and will begin to narrow the

candidate pool in early December. Although applications will be accepted until the time that a

new president is selected, candidates should submit materials by 5 p.m. on Friday, December 13,

for the most favorable consideration. The new president will be invited to begin work on or

about July 1, 2014.

Dr. Thomas B. Courtice of AGB Search is assisting with this search. Nominators and prospective

candidates may contact him at [email protected] or at 614.395.3229. Applications should be

submitted electronically to:

Mr. William M. Freeman, Chair

Presidential Search Committee

[email protected]

Materials should include a letter of candidacy that responds to theAgenda for Drews Next

President, a complete CV or rsum and the names and contact information (phone and email)

for three references, none of whom will be contacted until a later stage of the search or without

the formal permission of the candidate. All inquiries and applications will be received and evaluated

in full confidence.

The Application Process

Documents

Drew University Presidential Search Profile 2013