Strategic Planning

In October 2023, President Hilary L. Link, PhD, introduced efforts to develop an exciting new Strategic Vision and Direction for Drew University.

President Link noted the shared interest at Drew to outline and communicate what a bold future for Drew will look like, and how to get there.

Guided by principles outlined by President Link, core tenets comprising the foundation of the Drew University experience (below), Drew’s mission statement, and stakeholder feedback, a working group of Drew faculty and staff developed a Strategic Framework that was delivered to President Link in May 2024. This was then reviewed by the Drew community for input from August-September 2024, and subsequently delivered to the Drew University Board of Trustees in October 2024.

With the Strategic Framework finalized, three subgroups of Drew faculty and staff were formed to conceptualize and prioritize tactics to guide day-to-day work in three focus areas: Financial Sustainability, One University, and LifeLong Learning. Their report was delivered in March 2025.

The Strategic Framework identified three key pillars to help Drew thrive as an institution and fulfill its mission:

Financial Stability

• Eliminate long-standing and structural budget deficits through increased revenues, strong fiscal management, optimal allocation of personnel resources, creative use of physical infrastructure, and planned divestment of land.
• Sustainably invest in academic, immersive, and co-curricular experiences to positively impact the recruitment and retention of undergraduate, graduate and lifelong learning students.
• Elevate engagement and philanthropic support from alumni, the greater Drew community, and foundations.
• Expand academic offerings beyond four-year or graduate degree programs to provide access and opportunities to a broader range of learners.

A Unified University

• Define and establish a cohesive identity grounded in the University’s core tenets, while promoting the uniqueness of the College of Liberal Arts, Caspersen School of Graduate Studies, and Drew Theological School to elevate the institutional brand and strengthen Drew’s market position.
• Commit to a deeper focus on diversity, equity, inclusion, and accessibility as a central priority at all levels of the University and in its practices and processes to drive systemic change and ensure all faculty, staff, and students feel valued as members of the community and can be their authentic selves.
• Collaborate across and within the University’s schools to support innovation, efficiency, data-driven decision making, and organizational success.

Lifelong Learning

• Establish a new model for higher education that involves flexible, accessible, affordable, and situational lifelong learning.
• Broaden academic offerings to appeal to a wide range of learners from those without a traditional degree to Drew alumni or those who want to engage in a passion to workers looking to upskill, all informed by employer-identified needs and technological advances.

Core Tenets

In their meetings, the working group spent considerable time determining the core, interconnected tenets that comprise the foundation of the Drew University experience. These are:

• • Rigorous Academics
  • Purposeful Experiences
  • Networked Mentorship
  • Empowering and Inclusive Community

Innovation Committee

In March 2025, members from some of the previous planning groups along with additional community members began working together to focus around themes that came out of the visioning work and innovative ideas brought forward in the strategic planning process. They will build upon the bold and innovative work being done in Drew community, the planning processes that have been completed recently, and the ongoing innovation work being done in all areas of the university.