Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017

Transformational Themes a Transformone university

Within the past two decades, Drexel’s remarkable journey has taken us into the ranks of leading research universities in the United States. We have found original ways to develop unusual breadth, scope, and mindshare. We have created three Philadelphia campuses; established the Center for Graduate Studies in Sacramento; forged new model partnerships with the Academy of Natural Sciences and regional colleges; acquired a College of Medicine, a College of Nursing and Health Professions, and a School of Public Health; founded the Earle Mack School of Law; and continued the dramatic expansion of Drexel e-Learning. Today, Drexel has all of the makings to define the great, modern, urban university of the future. Now we must ensure that we are always more than the sum of our parts. As One University, we will guide each student’s path so that his or her potential may be realized at Drexel. As One University, we will empower our faculty members to continue to develop fields of excellence and hubs of innovation. As One University, our professional staff will work together across units to create effective, efficient means to support education and scholarly work. Together, we will think and act across boundaries to transform our campuses, our neighborhood, and our world through the power of unfettered intellect.

Cover: Atrium of the Papadakis Integrated Sciences Building

Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017 1 TransformCo-operative education Students and their families, government and business leaders, and the American public are hungry for a new model of higher education that is results-oriented. As an undisputed leader in co-operative education, Drexel is uniquely poised to break away from the pack and create this new model. By aggressively expanding co-operative offerings regionally, nationally, and globally to include mentored research; nonprofit, government, and creative work; and opportunities for field and clinical experiences; and by infusing our academic priorities into the co-op experience, we will enable every Drexel graduate to be optimally prepared for a desirable job or a competitive graduate program that leads to a meaningful career. We will move from the nation’s leading co-operative education provider to the world’s preeminent co-operative education provider, working with our partners to imagine new, creative, and innovative co-op models to serve our students and society for the next century. In the process, we will become the partner of choice across all sectors as faculty and students help address significant global problems through translational research, technology transfer, and creative work.

2 Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017 3 Transformonline and hybrid education With its strong background in technology, Drexel began offering degrees online as an option for students in 1996. In recognition of our success in setting the bar for online education, Drexel was one of two recipients of the 2010 Sloan Consortium Award for Excellence in Institution-Wide Online Education. As we constantly assess the ways in which we educate students and the ways we can do it better, we now plan to dramatically reposition Drexel e-Learning in the marketplace. With renewed focus on program quality, student retention, and graduation, we will explore how the University and Drexel e-Learning can expand and scale high-quality online offerings, enabling Drexel to further its reach. At the same time, we will build the Drexel Network, including our several campuses and outstanding online offerings, to become the premier provider of hybrid academic programs (in-person and online) that will extend Drexel’s market presence throughout the United States and globally.

4 Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017 5 Transforminnovation neighborhood Positioned to be the preeminent university located at a major national transportation hub, Drexel will become one of the country’s most dynamic and inviting urban universities; an essential civic, intellectual, and business partner; and a welcoming physical gateway to Philadelphia. In a mixed-use setting that brings robust education and research institutions together with the commercial sector, Drexel will anchor a vibrant Innovation Neighborhood in University City. We will continue to work with citizens, businesses, entrepreneurs, and government leaders to become a centerpiece of innovation, technology, globalization, and economic development in our region. Our first step will be to create an attractive and exciting front door to Drexel’s University City Campus at Philadelphia’s 30th Street Station—one of the United States’ most important train stations, connecting New York, Washington, and the entire East Coast.

6 Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017 7

From the President Our Mission Our Shared Values

Opportunity and Vision Drexel University fulfills our founder’s vision Quality Ensure that an ongoing and perva- of preparing each new generation of students sive quest for quality informs the decisions for productive professional and civic lives we make, the people we hire, the students we he achievements of the past are only as valuable as the vision while also focusing our collective expertise on admit, the programs we offer, and the way we Tthey inspire in us for the future. solving society’s greatest problems. Drexel is conduct ourselves. an academically comprehensive and globally That’s why when I was selected to lead Drexel at a time of remarkable Integrity Demonstrate integrity through rig- engaged urban research university, dedicated momentum—unprecedented growth in comprehensiveness and orous adherence to ethical standards; respect to advancing knowledge and society and reputation, leadership in experiential learning, growing research and for shared governance; support for work-life to providing every student with a valuable, civic enterprises dedicated to improving lives—my first priority was to balance and equitable policies; impartiality and rigorous, experiential, technology-infused convene the entire University community to discuss what comes next. freedom from conflicts of interest; and trust- education, enriched by the nation’s premier based relationships with academic, corporate, The result is “Transforming the Modern Urban University,” our co-operative education program. government, and community partners. new strategic plan. DiversitY Create and support a diverse In this inspiring moment, Drexel’s responsibilities as an institution Our Vision university in all of its manifestations both are perfectly matched by our culture and capabilities: because diversity has instrumental value—it Drexel will be the Philadelphia region’s leading makes Drexel’s students, faculty, and University •• We must prepare students for success in a world changing more university excelling in high-quality experien- community more competitive globally—and rapidly than ever before…and we can build on a signature co-op tial education, online learning, translational because diversity has inherent value—it fosters program that connects them directly to the needs of the profes- research, technology transfer and business understanding, respect, and opportunity— sional environment around the globe. incubation, and urban revitalization. Drexel will thereby forging a better university for all. use and leverage all of its assets—outstand- We must put our intellectual capital in service of a society facing •• ing faculty; highly motivated students; 130,000 Access Provide access to a Drexel education to great challenges…and we can be proud of a research enterprise alumni; a pragmatic and entrepreneurial as many high-potential students as possible that specializes in translating discovery to real-world impact. culture; co-operative education; Drexel e- through innovative academic support pro- •• Finally, we must join our neighbors in the quest for growth, Learning; and our superior location at a major grams, generous scholarships, financial aid, community and a higher quality of life…and Drexel represents an transportation hub—to create an accessible, and other financing methods, and support economic and social engine with the potential to transform our relevant, and market-leading educational and those high-potential students to facilitate neighborhood, city, and region. research platform that benefits our diverse academic success and graduation. community of students, advances our scholarly Stewardship Provide exceptional stewardship Every Drexel constituency had a voice in the process that produced work, and champions economic development over the University’s financial and physical re- this document, from students to faculty and professional staff to in our region. Drexel will join the ranks of the sources while growing these resources through alumni, trustees, and friends of the University. I am grateful to the most impactful and competitive universities in enrollment, philanthropy, government support, hundreds of people who made tangible contributions to the effort. the United States at a time when the nation is an incentive-driven resource allocation process, We should all feel a sense of ownership in this plan, and it’s essen- clamoring for educational value, jobs, and new and wise investment of our endowment. tial that we do: It will take every one of us, working and innovating ideas for bolstering our economy. Innovation and Entrepreneurship together, to achieve the ambitious goals laid out here. Continue to take informed, carefully-calculated We’ve envisioned an exciting trajectory for Drexel University. and strategic risks to build upon our successes, Let us not settle for anything short of fully realizing that vision. start new ventures, and forge a different path forward. This legacy of innovation and entre- preneurship is the gift of our founder, Anthony J. Drexel, and it is a legacy that must be pre- served, celebrated, and continuously renewed.

John A. Fry

8 Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017 9 Strategic Initiatives

These Strategic 1. Invest in Academic Excellence Initiatives will guide our work over the life 2. Intensify and Improve of the Strategic Plan: the Student Experience 3. Enhance Drexel’s Global Impact 4. Create an Innovation Nexus for Research, Technology Transfer, and Economic Development 5. Develop the Nation’s Most Dynamic Transportation Hub-Based University District 6. Continue to Grow Drexel’s Enrollment

10 Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017 11 Invest in Academic Excellence

Diverse students the world over who seek rigorous academic preparation grounded in experiential, co-op enhanced learning will recognize Drexel 1as the gold standard. Drexel University will:

•• Infuse the Drexel Student Learning Priorities graduation and in encouraging and supporting across all modes of instruction and all programs innovative entrepreneurs. Differentiate co-ops —on campus, online, hybrid, undergraduate, from internships, demonstrating how co-op is graduate, and professional. Create a personalized more meaningful and valuable. Align programs Drexel Student Learning Priorities educational experience that allows students to with projected job growth to ensure that graduates The Student Learning customize their course of study, and track student continue to be prepared to compete in areas with Priorities were developed outcomes to measure mastery and achievement, high workforce needs, such as engineering, health collaboratively by employ- while maintaining our commitment to preparing care, energy, sustainability, and other technology- ers, Drexel faculty members, a diverse, productive, and global citizenry with intensive fields. And finally, prepare those students and administrators who specialized knowledge and professional expertise embarking upon careers as entrepreneurs with the set out to identify those grounded in a deep appreciation for the arts, hu- skills and experience to succeed. qualities of mind that best manities, and natural and social sciences. learning areas support student success Engage our faculty as Drexel’s intellectual leaders •• during their education at •• Focus on experiential education of all forms, in- and provide the necessary resources to develop a al pra c ti al areas skill Drexel and as they move cluding aggressive expansion of co-operative posi- cadre of talented, pioneering, collaborative, produc- Core and intelle c tual into careers or graduate

tions regionally, nationally, and globally to include tive, and diverse scholars dedicated to fostering and applied experiential education. The Learning mentored research; nonprofit, government, and student learning, advancing knowledge, demon- Priorities provide a common creative work; and opportunities for field and clin- strating excellence in their fields, developing language and focus for a ical experiences. Ensure close alignment between innovative programs, and working entrepreneurially. continuous conversation academics and the co-op experience. Invest heavily on student learning across in co-operative education and job placement •• Direct financial investment to academic priorities, Drexel University. programs, both domestically and internationally. targeting academic units with the highest potential Build a branding and marketing campaign that for excellence, key areas of societal concern, and demonstrates to the public the immense impact of emerging fields in which Drexel can build a critical co-operative education and the success Drexel has mass of talent. An innovative and current example in placing our students in desirable careers upon is The Center for Visual Decision Informatics, an NSF-approved, corporate-funded national research Co-op students at McNeil Nutritionals, LLC. center developed to address and to solve the prob- lems of a world drowning in data and starving for knowledge. Through start-up money, resources, self-governance, and the possibility of building degree-granting programs, we plan to encourage faculty to form hubs that focus on multi-disciplinary work. Drexel also will initiate a comprehensive academic program review and alignment process that improves and strengthens existing programs, eliminates low-quality or outmoded programs, coordinates and consolidates dispersed programs, and resolves long-standing boundary issues among academic units, especially in the health sciences.

12 Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017 13 Intensify and Improve the Student Experience

Drexel students will be among the most academically, socially, and civically engaged in the nation, participating in a wide range of intensive curricular and co-curricular offerings that capture their intellects, deepen 2their understanding of contemporary challenges, and drive a passion for learning by doing. Students will draw upon their Drexel education throughout their lives while enjoying a rich and memorable college experience that will, in turn, create a loyal and devoted alumni body. Drexel University will:

•• Invest in the current student body to significantly •• Provide better integrated administrative services improve retention and academic success through across all areas and campuses, with particular atten- stronger advising and counseling as well as en- tion to financial aid, bursar and registrar services, hanced learning environments that personalize and academic advising. Ensure that the health and instruction to play to the strengths of our students. safety of our students is paramount among our Better coordinate all entities that engage and sup- concerns, and that Drexel continuously improves port our students. Begin retention and academic the full array of services we offer through public success efforts at enrollment and focus on the entire safety, student health services, psychological and Drexel student body, including those residing on or substance abuse counseling, victim support and in- near our University City, Center City, and Queen tervention, and other resources that promote health Lane campuses, commuters, online students, and and help students in times of need or distress. those studying at Drexel Network sites. •• Create energetic, well-designed campuses with •• Re-imagine residential life, athletic, and recreational modern classrooms and laboratory facilities and activities as an extension of experiential learning welcoming, strategically distributed indoor and beyond classrooms and across our campuses. Bring outdoor spaces for group and individual study. Offer faculty together with students in residential settings. ready access to authoritative information, research Integrate Drexel’s broadly participatory athletic and support, and academic advising through a variety of recreation programs with an emphasis on fostering library learning environments. Significantly increase healthy lifestyles and encouraging robust team- the quality and amount of on-campus student based competition. housing, create a comprehensive student activities and entertainment center, and continue to improve recreational facilities and green spaces.

14 Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017 15 Enhance Drexel’s Global Impact

Our greatest challenges today—such as urban sustainability, energy, water conservation, and public health—are global, requiring comprehensive solutions, novel research, and new collaborations. 3Drexel’s ecosystem of global partnerships and programs will focus on carefully selected countries and international institutions to facilitate productive, mutually beneficial opportunities. Driven by faculty, alumni, and institutional connections, Drexel will partner with a series of distinguished universities and research institutes in countries including Drexel under the leadership of President John Fry has created and strengthened China, Israel, and Turkey, with long-term plans to include India, Brazil, the partnerships with top universities and research centers in both Israel and China. United Kingdom, and select countries in Africa. Drexel University will:

•• Transform into an international hub of excellence research institutions, technology parks, and by preparing citizens of the world who are conver- industries, based on our areas of faculty expertise. The Joint Drexel-Hebrew The Joint Drexel-SARI Center at sant with the broad array of global opportunities Leverage support from public and private University Institute for the Chinese Academy of Sciences and challenges. Develop courses that compare partners, such as our key collaborations with Drug Research Hub The Chinese Academy of Sciences (CAS) and contrast different cultures and foster cultural Hebrew University, with the Chinese Academy of Researchers from both universities competencies. Offer intensive language study and Sciences, and through our dual doctoral program is the premier academic and research encourage students to develop proficiency. that focuses on translational research with partner in translational biomedical institution in China. The Shanghai Shanghai Jiao Tong University. engineering and science to identify Advanced Research Institute (SARI) is Grow global experiential learning by building •• discoveries likely to produce significant a comprehensive nonprofit research our exchange partnerships, dramatically increas- •• Facilitate faculty collaborations in global innovations in health care and move organization established by CAS and the ing global co-operative education experiences, knowledge creation and problem solving through these discoveries from bench to market- and expanding opportunities for international a variety of initiatives, encouraging faculty to Shanghai municipal government to co- engagement. develop and cultivate international networks of place. Hebrew University’s experience in ordinate a far-reaching, visionary group colleagues to advance their research programs, and translating laboratory findings to patents of strategies for technological innova- Develop global platforms for innovation in •• inviting preeminent international faculty to work and products has helped characterize tion. The Drexel-SARI Center allows for research and education, establishing partnerships, on Drexel’s campuses. Israel as a “Start-up Nation.” centers, and networks with selected universities, research collaborations and educational partnerships with SARI and CAS, access to the latest technology and innovation in China, and a presence in Shanghai for International Co-op co-op positions, symposia, and executive training for scientists and engineers man- aging and marketing their innovations.

Ben-Gurion University, Israel Siemens, Germany Fundación Pachamama, Operation Crossroads Africa, Ghana Ecuador

16 Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017 17 Create an Innovation Nexus •• Establish Drexel Ventures, a new subsidiary of Philadelphia region. ExCITe would be a research Drexel University, to provide support for faculty, center providing leadership at the convergence of for Research, Technology Transfer, students, alumni, and regional entrepreneurs technology and creative expression which could be seeking to start new companies and to foster located at Philadelphia’s Navy Yard, perhaps on the and Economic Development economic growth and development in the Greater Urban Outfitters campus. ExCITe would focus on Philadelphia region. Drexel Ventures will be man- developing new instruments and interfaces for aged as an independent, wholly owned subsidiary content creation and human-centered interaction of the University with an advisory board compris- to foster innovation. ExCITe would seek to build 4 ing experienced entrepreneurs, venture capitalists, out the intersection of technology and creative Drexel faculty and students will help address global problems private equity investors, and technical experts in expression, broadening the traditional core of through engagement in experiential education, pioneering research, key fields and professions. Drexel Ventures will Science, Technology, Engineering and Math, or and mentored creative and scholarly work that achieves real-world provide funding and expertise to manage the “STEM,” to include the arts, thereby producing application and impact through technology commercialization and invention disclosure process, determine patent and “STEAM.” Drexel’s ExCITe Center would be both a entrepreneurship. Drexel University will: market viability, accelerate translational research, resource hub to transform the Greater provide entrepreneurial co-ops, support and part- Philadelphia region by bringing together the ner with area incubators and accelerators, provide technology and cultural communities to catalyze •• Continue to build a strong foundation in basic •• Create an Office of Corporate Partnerships that seed funding to start-up organizations, expedite the local digital creative economy, and a compre- and translational research by investing in current will significantly extend our existing external licensing for small businesses, and facilitate the hensive partnership among leading academic, faculty members, recruiting new faculty members relationships developed by the Steinbright Career ability of Drexel faculty to compete for and under- cultural, and civic institutions and industry to (individually and in clusters), increasing the num- Development Center, the Office of Institutional take contract proprietary research. enhance education and workforce development. ber of doctoral students, and providing funding, Advancement, Drexel e-Learning, and the Office of •• Advance game-changing, multi-disciplinary robust support services, and adequate space to Research. At present, there is no capability within initiatives, leveraging the comprehensive array promote the most innovative and collaborative re- Drexel to manage, in a holistic and strategic way, of Drexel’s academic assets. One innova- search environments. Drexel will also leverage our the relationships we have with leading corpora- tive example of this strategy is ExCITe Coulter Foundation Endowment as a model for tions and to leverage their interests in the same vital —Drexel’s planned Expressive and cross-campus translational research partnerships. opportunities as those of our other external partner Creative Interaction Technologies organizations, including those in the nonprofit and Center. ExCITe would capitalize on •• Promote pioneering scholarly work that forges public sectors. This new office will coordinate a extensive collaboration between new approaches to significant long-standing multidisciplinary relationship with the very best of Drexel’s College of Engineering and problems, such as Drexel’s work in autism that these organizations, and maximize the full potential the Westphal College of Media Arts uses public health science to discover, develop, and of these relationships via co-op placements, cus- & Design with a broad array of implement population-focused strategies for pre- tomized online learning, philanthropy, and project educational, commercial, and govern- venting or reducing the morbidity and disability funding for key Drexel initiatives. associated with autism. mental participants from the Greater

18 Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017 19 Develop the Nation’s Most Dynamic Israel, Turkey, and other countries will be invited opportunities for home ownership; job training and to have a presence in this new neighborhood. placement opportunities for community residents; Transportation Hub-Based University District The development would house interdisciplinary resources to improve health and wellness in the programs, innovation partnerships, industrial community; and a high-quality innovative K-12 joint ventures, and incubators in the context of an ecosystem featuring many educational options. attractive, densely-developed, mixed-use neigh- These initiatives will lead to new and innovative Drexel will become one of the nation’s most engaged, vibrant, and borhood of academic buildings as well as retail, urban solutions, from an “extension center”— modern multi-site urban universities, with strong and mutually sustain- residential, entertainment, and hotel properties. modeled in part on Drexel’s thriving 11th 5 Drexel University would be positioned as the Street Family Health Services located in North ing relationships among our three Philadelphia campuses, surrounding convergence center for the innovation generation Philadelphia—where Drexel knowledge and prob- neighborhoods, major transportation hubs, and the Greater Philadelphia in Greater Philadelphia. lem solving will be made available to community region. Drexel University will: residents, to an urban farm that will tie food access •• Fulfill our aspiration to become the nation’s most and nutrition education to job training and sustain- civically engaged university by implementing ability. Whether through a community-based law all dimensions of our neighborhood initiatives clinic, architectural and engineering solutions for •• Implement a six-phase, 30-year Campus Master strong relationship with Amtrak and SEPTA to plan. Our initiatives will provide much-needed housing development, dance and theater programs Plan to unify isolated buildings into an integrated, potentially extend the mixed-use campus district into retail and cultural amenities to the Drexel com- for neighborhood children, hands-on workshops thoughtfully planned metropolitan campus, sur- the adjacent railroad yards that border JFK Boulevard munity as well as targeted development near all of on energy-efficient home repairs, or digital training rounded by compact green spaces and interlaced to the north. This could result in the long-term our Philadelphia campuses. This plan promotes for local teens, Drexel’s culture and practices will set with residential, recreational, and commercial development of more than 50 acres of underutilized the creation of clean and safe neighborhoods; new standards for university engagement. amenities that together help create a thriving property in the Penn Coach Yards section of the affordable and attractive housing with expanded community. Begin a sustained program to Amtrak property, creating a mixed-use district improve, maintain, and, when necessary, replace extending to Spring Garden Street and tying existing buildings to ensure high-quality facilities University City to the Art Museum district and the and comparability among our University City, Academy of Natural Sciences of Drexel University Center City, and Queen Lane campuses. located on the Benjamin Franklin Parkway. •• Initiate the comprehensive redevelopment of the •• Create an attractive and exciting front door to “superblock” bordered by 30th Street Station to the Drexel’s University City Campus at 30th Street east, JFK Boulevard to the north, 32nd Street to the Station and use the redevelopment of the west, and Chestnut Street to the south, establishing superblock to create the physical articulation of a lively, mixed-use, multi-purpose district featuring our mission, vision, and values. This Innovation academic, residential, retail, commercial, and Neighborhood will bring together education, technology-incubation uses, while setting new research, and commercial entities such as standards for design and environmental sustain- pharmaceutical companies and technology-based ability. This will also involve the cultivation of a organizations. International partners from China,

Potential development at 30th and Chestnut Streets

20 Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017 21 Continue to Grow Drexel’s Enrollment

Drexel’s recent success has been driven and enabled by our scale. The University’s enrollment growth will be aligned with growth in our academic and residential infrastructure so that the quality of a 6Drexel education is enhanced. We will undertake a carefully calibrated expansion, motivated by our desire for greater impact across the From the President nation and around the world, by the need for increased support of scholarly activity and research, and by a collective understanding of the A Call to Action significant role Drexel has in the economic development of the region. Renewed focus on student retention also will ensure that both new and continuing Drexel students have the resources and support to thrive and ever before has Drexel brought so More than a plan, the vision we have succeed. Drexel University will: Nmany students, faculty, professional set forth is a call to action. A call to staff, alumni, friends, parents, and every Drexel campus, every college, community members to work together every school, every department, every •• Grow enrollment commensurate with student body of high-potential students by supporting to imagine this University’s path professor, every student, every graduate, demand and academic capacity, initially by add- programs such as National Merit Scholars and our forward. Drexel is always at its best when every professional staff member, ing graduate and transfer students, and then, after own Liberty Scholars, early intervention programs a three-year period, gradually growing subsequent such as Lindy Scholars, and consortia projects such we partner, collaborate, and team up— and every one of our partners and undergraduate freshman classes. By 2017, Drexel as the Greater Philadelphia Region Louis Stokes seeing the big landscape ahead, moving neighbors—it is a call to the people of will increase enrollment from our current number Alliance for Minority Participation (Philadelphia horizontally and not hierarchically. It is Drexel. One of the greatest assets of this of 23,500 to 30,470 students; by 2021, Drexel will AMP). Engage in significant fundraising for no wonder that the vision outlined here University has always been its humanity. increase to 34,000 students. Develop additional BS/ endowed scholarships—$50 million is targeted MS options for undergraduates seeking accelerated in our ongoing comprehensive campaign—and is truly transformational. By answering this call with your intellect, degrees, providing more in-depth knowledge and raise even more significant funding for need-based your passion, your creativity, your added value for their financial investment. Give spe- scholarships in subsequent campaigns. ambition, your philanthropy, and your cial attention to expanding Drexel’s enrollment area ingenuity, you will help define what beyond the Mid-Atlantic region, where the University •• Expand our academic reputation and market enjoys strong brand recognition, to other regions of footprint through affiliations with strategic the next great, modern, urban research the country and around the globe, focusing initially partners. The Academy of Natural Sciences of university looks like, and how such a on targeted recruitment of international students Drexel University is a prime example of the kind university—Drexel University—engages from China, India, South Korea, and Vietnam. of affiliations and partnerships we seek with distinguished Philadelphia educational, cultural, its people, neighbors, and partners to •• Further develop Drexel e-Learning and the Drexel historical, and health care organizations. make a better world. Network by capitalizing on the University’s strong market position in online education and our ex- perience in Sacramento and at Burlington County Community College in providing hybrid courses (in-person and online). Drexel e-Learning is develop- ing its own strategic plan, and the Drexel Network Committee will build a parallel growth strategy. •• Support our historic commitment to access and academic success through merit-based and need- based scholarships to attract a diverse student

22 Transforming the Modern Urban University Drexel University Strategic Plan 2012-2017 23 acknowledgements Drexel University Leadership

This plan is a collaborative product of the Drexel University community, with special thanks due to the following individuals: Administrative Officers David E. Wilson Allen Sabinson Melba Pearlstein Vice President, Government Dean, Antoinette Westphal Randolph H. Waterfield John A. Fry and Community Relations College of Media Arts & Design E. Frederick Wheelock Melissa Englund John Kounios Kambiz Pourrezai Michael Yudell President Eileen Abels John Zabinski George P. Tsetsekos Ann Acri Lawrence Epstein Timothy Kurzweg Thomas Quinn John Zabinski Vice President, Dean, LeBow College of Business Mark L. Greenberg Trustees of the Abieyuwa Aghayere Michael Exler Michele Kutzler David Raizman Alex Zahradnik Provost and Senior Vice Institutional Advancement, ______President, Academic Affairs College of Medicine College of Medicine Fred Allen, Jr. William Ezell Kenneth Lacovara Christopher Redmann Arthur Zamkoff ______Danuta Nitecki Daniela Ascarelli John Fahres David Lanza Maggie Regan Mona Zeehandelaar Helen Y. Bowman Dean, University Libraries Atul K. Amin Antonis Asprakis David Fenske Stephen Leesman Joanne Robinson Eric Zillmer Senior Vice President, Janice Biros Elinor H. Cantor Patricia Austin Donna Ferrari Peter Lelkes Suzanne Rocheleau Finance, Treasurer and Chief Senior Vice Provost, Budget, David A. Ruth Joseph M. Capo Financial Officer Planning and Administration Dean of Students Craig Bach Erin Finn Bernard Lentz Anthony Rodriguez D. Walter Cohen Katherine J. Erickson Holly Baxter Christopher Finnin Steve Levandoski Gail Rosen Elizabeth A. Dale Deborah Crawford Eric Zillmer Thanks to the Senior Vice Provost, Research Athletic Director Brian R. Ford Kristen Betts Itzhak Fischer Bruce Levine Michele Senior Vice President, following groups: Institutional Advancement John A. Fry John Bielec Cecelia Fitzgibbon Kristine Lewis Rovinsky-Mayer N. John DiNardo David Flood Wayne T. Gattinella Janice Biros Adam Fontecchio Merril Liechty Debra Ruben Drexel University Lori N. Doyle Senior Vice Provost, Ombuds Donald A. Girard Stephen Rupprecht Faculty Senate Senior Vice President, Academic Affairs Michael P. Halter Kenneth Blackney Robert Francis Teck-Kah Lim University Communications ______Patricia Henry Russell Mary R. “Nina” Henderson Amy Bosio Peter Franks Francis Linnehan Drexel University Trustees of the University Carolyn B. Jackson Amelia Boss Alexander Friedlander William Lynch David Ruth Alumni Board of Michael J. Exler Craig N. Bach Caroll H. Neubauer Senior Vice President, General Vice Provost, Lisa Bowleg Peter Frisko Patricia Mahon Allen Sabinson Governors Renee J. Amoore Hon. Sandra Schultz Newman Counsel and Board Secretary Institutional Research Paul “Mel” Baiada Helen Bowman Shannon Gary Hazem Maragah Ahmet Sacan Drexel University C.R. “Chuck” Pennoni Carl M. Buchholz D. Howard Pierce Susan Brooks George Gephart Michele Marcolongo Aleister Saunders Board of Visitors Brian T. Keech Janet Fleetwood Robert R. Buckley Ludo Scheffer Senior Vice President and Vice Provost, Strategic Marlene E. Rackson Dana Brown Jason Gersh Rita Marker Steinbright Career Executive Director, Development and Initiatives Randall S. Burkert Bryan L. Rishforth Michael Scheuermann Barry C. Burkholder Barbara Bryan Cristina Geso Shannon Marquez Development Center Office of the President Corey K. Ruth Lucy Kerman Hon. Ida K. Chen Joseph Campbell Mary Ellen Smith Adam Marsh Daniel Schidlow Advisory Board Stanley W. Silverman, Chair Glasgow Barbara Schindler Joan T. McDonald Vice Provost, University and Kathleen P. Chimicles Manuel N. Stamatakis Jacqueline Castagna Rafael Marte Senior Vice President, Community Partnerships Abbie Dean Nicholas A. Vaganos Domenic Ceccanecchio Deborah Glenn Michael McCabe Simone Enrollment Management Nicholas DeBenedictis Schlichting-Artur Charles K. Valutas Anne Cecil Yury Gogotsi Joan McDonald Julie Mostov Richard J. DePiano James Seaman Thanks also to our many Daniel V. Schidlow Vice Provost, Gerianne Tringali DiPiano Chaomei Chen Marla Gold Donald McEachron International Programs Eitan Shamir external friends and Interim Senior Vice President, Katrina Clark Elissa Goldberg Richard McElroy Health Affairs and Dean, Robert J. Drummond Trustees of the Adrian Shieh Brian R. Ford Rebecca Clothey Kenneth Goldman Anita McEvoy colleagues including: College of Medicine Peter J. Franks Academy of Natural Sciences Wesley Shumar Senior Associate Vice Provost, John A. Fry of Drexel University Alisa Morss Clyne Rita LaRue Gollotti Robert McGrath Jason Alexander Career Education Sean J. Gallagher Kenny Simansky James R. Tucker Jon Coddington Michael Gombola Donna McVicker Roy Carriker Senior Vice President, Student Richard A. Greenawalt, Chair Denise Smith Peter A. Austen John Cooke Maria Gritz Kimberly Miller John Grady Life and Administrative Services Sandra Kirschenmann Richard A. Hayne Lindsay Snyder ______Associate Vice Provost and Helen Y. Bowman Sean Corbett Anthony Grubesic Franco Montalto Alan Greenberger Cynthia P. Heckscher Byron T. Clark Director, Center for Graduate Mary R. “Nina” Henderson Janet Guthart Dannielle Andrea Jarrell George W. Gephart, Jr. Studies, Sacramento Carl S. Cutler Frances Cornelius Owen Montgomery Solomon-Figueroa Patricia H. Imbesi Rose Corrigan Charles Haas Karen Moore Paul Levy President and Chief Executive ______Abbie Dean Daniel Stevens Officer, Academy of Natural Joseph H. Jacovini Harvey I. Forman Deborah Crawford Eric Hagan Mary Moran The Powelton Village Alan C. Kessler Mitra Taheri Sciences of Drexel University Roger J. Dennis John A. Fry Kenneth Hartman Civic Association Dean, Earle Mack School of Law Joel M. Koppelman Timothy Cunningham Julie Mostov Elizabeth Ten Have George W. Gephart, Jr. Edward Daeschler James Herbert Donna Murasko Kenneth E. Hartman J. Michael Lawrie Eva Thury President, Dexel e-Learning, Inc. Gloria F. Donnelly Mark L. Greenberg Sara Hertz Raphael C. Lee Cynthia P. Heckscher, Chair Elizabeth Dale Vadake Narayanan Antoinette Torres ______Dean, College of Nursing and Robert J. Lewis Donna DeCarolis Lynne Hickle Craig Newschaffer Health Professions David P. Lazar, Sr. George Tsetsekos Hugh C. Long II R. James Macaleer Roger Dennis Warren Hilton Danuta Nitecki John A. Bielec James Tucker Vice President, Information David E. Fenske Jeffrey T. Macaluso Sandra L. McLean Gregory Hislop Robert J. Mongeluzzi Kristen DeVries Suzanne Noll Jeffery Twiss Resources and Technology Dean, College of Information Allen J. Model Alese Dickson Barbara Hoekje Dennis Novack Science and Technology John A. Nyheim Anthony K. Moore Akhil Vaidya Denis P. O’Brien Paul Diefenbach Barbara Hornum Kevin Oates Amy A. Bosio I. Wistar Morris III Adele Varenas Vice President, Financial Marla Gold C.R. “Chuck” Pennoni Richardson Dilworth Xiaohua (Tony) Hu Lori O’Connell Planning and Student Dean, School of Public Health John A. Nyheim David Velinsky D. Howard Pierce Patrick M. Oates N. John DiNardo Timothy Hyland Paul Oh Financial Services Daniel Verna Charles P. Pizzi Seymour S. Preston III Rebecca Ingalls Joseph Hughes William T. Schleyer Genevieve Dion Karl Okamoto Augusta Villanueva Robert A. Francis Dean, College of Engineering Ann L. Reed Gloria Donnelly Joshua Jacobs Eric Olson Vice President, Nicholas S. Schorsch Michael H. Reed Stella Volpe Stephen A. Sheller Daniel Dougherty Jeremy Johnson Banu Onaral University Facilities D.B. Jones Gerald B. Rorer Roberta Waite Dean, Pennoni Honors College Stanley W. Silverman Robert D’Ovidio Dave Jones Lavonne O’Neal Judith E. Soltz Rebecca Weidensaul Peter Frisko Manuel N. Stamatakis John J. Soroko Lori Doyle Stacey Kara Margaret O’Neil Vice President, William F. Lynch Joan Weiner Charles K. Valutas Kenneth J. Warren Jeffrey Eberly James Katsaounis Martin Onzik Institutional Advancement Dean, Goodwin College of Brian Keech Seth Welles Professional Studies Trustees Emeriti Michael Edwards Giuseppe Palmese Heidi West Deborah Eskridge Glenn Trustees Emeriti Michael Kennedy Donna Murasko Mark Eggerts Samuel Parrish Megan Weyler Vice President, Human Resources Ervin F. Bickley, Jr. John F. Bales III Bruce Eisenstein Lucy Kerman Robert Peck Dean, College of Arts Sylvia Merkel Brasler David Wilson Eric J. Olson and Sciences Edward A. Montgomery, Jr. Brian Ellis Youngmoo Kim Darin Pfeifer Wilbur C. Henderson, Jr. Minturn T. Wright III Edward Yakovich Vice President, Finance and John G. Johnson, Jr. Eugenia Ellis Scott Knowles Elizabeth Plowman Associate Treasurer Banu Onaral Christopher Yang Director, School of Biomedical George F. Krall, Jr. Honorary Trustees James K. Seaman Engineering, Science and James E. Marks Vice President, Internal Audit and Health Systems Robert McClements, Jr. Andrew Lewis Management Consulting Services Ruth Patrick 24 Transforming the Modern Urban University Office of the President Drexel University 3141 Chestnut Street Philadelphia, Pennsylvania 19104 215.895.2100 / drexel.edu

26 Transforming the Modern Urban University