Strategic Plan Prospectus

DEPAUW BOLD & GOLD 2027 Five-Year Strategic Plan

DEPAUW UNIVERSITY

DEPAUW BOLD & GOLD 2027 I i

“DePauw will be a new model for a 21st Century Liberal Arts and Sciences University – one steadfast in its belief in the power of the liberal arts and sciences to prepare students for lives of leadership, creativity and service.

To cement our status as a world class liberal arts college, we will cultivate the skills and competencies employers want from our graduates with the intellectual rigor and profound experiences families demand.”

– Lori S. White, President, DePauw University

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BOLD & GOLD 2027

DEPAUW BOLD & GOLD 2027 In October 2020, the DePauw community gathered for the first time to begin a process that would, 18 months later, launch a new strategic plan to create a renewed liberal arts university for the 21st century. We invited trustees, faculty, staff, students, alumni, and friends of the university to share their ideas, hopes, and dreams for DePauw in an inclusive, in-depth process led by a Strategic Planning Steering Committee. More than 15 smaller working groups identified, explored, and prioritized the strategic questions, themes, and aspirations as they emerged.

In shaping and reshaping ideas through discussion, debate, and critical inquiry, this process reflected the best of the liberal arts tradition that is always the foundation for DePauw.

From those roots now arises, as we approach our bicentennial year, a bold new vision, conceived in the spirit of our founders, who brought this university to life in a frontier village. The 21st century calls for renewal – for DePauw to rise to further greatness, bringing new energy and purpose to the liberal arts. Our first president, Matthew Simpson, charged us with using “the utmost exertion for the amelioration of the conditions of mankind;” as those conditions have changed, so too must we. This new liberal arts education must extend not only to scholarship and the professions, but also to careers not previously imagined; it must embrace the full, marvelous varieties of leadership and creativity. Just as DePauw cultivates humanity among students who have different perspectives, identities and purposes, we must cultivate equity, inclusion, and ethics throughout the fabric of the institution.

Emerging from this collective work – aspirations, agreements, disputes, debates, and resolutions – is our strategic plan for 2022-2027. We have anchored it with four overarching goals: • Academic renewal • Exemplary student experience • Institutional equity • Flourishing university This plan reflects the collective wisdom of trustees, faculty, staff, students, and alumni; it demonstrates our community spirit. Writing it clarified our strategic direction and forged new connections among people across the campus. Its success rests on our commitment to find the human and fiscal resources needed to bring it to life, the agency of our leadership team, and the conviction of each member of our community to work together to realize our vision.

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Overarching goals

A C A D E M I C R E N E WA L

E X E M P L A RY S T U D E N T EXPERIENCE

We will revitalize our academic programs – centering and strengthening our College of Liberal Arts and Sciences, establishing a School of Business and Leadership, and reimagining the School of Music to become the Creative School.

To make students’ experiences richer and more connected, we will reinvest in the residential experience, better support student organizations and activities, build an inclusive and values-centered fraternity and sorority life model, and sharpen our focus on students’ well-being.

“DePauw’s Bold & Gold 2027 plan is about accelerating our renewal of academic programs by building on our strengths, which have always been the liberal arts and sciences and a strong School of Music … We’re striving to use those strengths as a springboard to new disciplinary areas, specifically business, leadership and programs that focus on creativity and innovation.”

“What I learned at DePauw prepared me for everything that followed. You don’t stand on the sidelines at DePauw – you’re in the middle of things and in a position to impact them. What we envision is deeper and more immersive leadership opportunities that touch every corner of the campus.”

– DAVE BERQUE, Vice President for Academic Affairs

TOP 50

National Liberal Arts College – U.S. News & World Report

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– KAREN OGREN SANGER ‘68

#1

National Liberal Arts College in Indiana – U.S. News & World Report

#3

Nation for Study Abroad – Open Doors Report

INSTITUTIONAL EQUITY

FLOURISHING UNIVERSITY

To become a more fully inclusive university, we will appoint a cabinet-level vice president to lead our expanding efforts to ensure that all aspects of the student, employee and alumni experience are fully aligned with our values of diversity, equity and inclusion.

We will combine operational excellence, careful fiscal stewardship, investments in our exceptional workforce, and deepen connections with alumni and with Greencastle, to make DePauw a flourishing institution and a preferred employer.

“A residential college today is one of the few places left in America where diverse individuals have the opportunity to wrestle with what it takes to live and work and study in a diverse community.”

– LORI S. WHITE, President, DePauw University

TOP 7%

for lifetime earnings – Center on Education and Workforce

“A tenet of the Flourishing University goal is to make strategic investments in a strong workforce and employee excellence.”

– CAROL SMITH ’85, Chief Information Officer

8:1

student-to-faculty ratio, professors lead 100% of classes

97%

graduate success rate

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“To be prepared for decades of a life and career, you need to be able to think broadly, to position yourself to continue to learn and be able to take on new challenges that we can’t even imagine yet …”

– DAVE BERQUE, Vice President for Academic Affairs

T I M E L IN E SPRING 2022

SUMMER 2022

•

•

• •

Academic Renewal

• •

College of Liberal Arts renamed to College of Liberal Arts and Sciences Announce School of Business and Leadership (SBL) Announce new programs for SBL upon approval by faculty Announce a new Creative School Appoint interim dean for School of Music

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• • •

Targeted direct marketing of new SBL and programs begins Dean search for SBL begins Dean search for Creative School begins Course development grants awarded to faculty for courses related to new academic programs

FALL 2022 • • • •

Faculty approval of new majors/minors for Creative School New general education requirements for CLAS approved by faculty New faculty searches for new programs begins Identify /create a “maker space” for the new Creative School

A C A D E M I C R E N E WA L GOAL STATEMENT DePauw will renew and revitalize its academic programs, deepening its longstanding commitment to the liberal arts while creating new and distinctive programs that reflect advances in academic disciplines, respond to students’ changing priorities and the demands of a rapidly evolving marketplace.

OBJECTIVES • Deepen DePauw’s commitment to the liberal arts and strengthen research and scholarship in the humanities, arts and sciences through an enhanced and renamed College of Liberal Arts and Sciences (CLAS).

• Extend liberal arts methods and philosophy to business education and establish a new School of Business and Leadership to build on our historic success preparing ethical leaders the world needs in a range of disciplines and for business and nonprofit organizations.

• Create a new school with the working name, The Creative School, that encourages new disciplinary connections and develops new career tracks in the creative and performative arts.

• Reimagine the Centers, Honor Scholar and Fellows programs to better leverage their roles in supporting interdisciplinary pursuits and in creating strong connections among the curriculum and co-curriculum.

• More clearly communicate the High Impact Educational Practices we already do well and expand and integrate others into every student’s academic and cocurricular plans.

SPRING 2023 • •

•

Announcement of new deans for SBL and Creative School Broad regional/national marketing of new SBL and new Creative School and programs rolls out New faculty searches for new programs to conclude

FALL 2023

FALL 2024

•

•

•

New School of Business and Leadership launches New general education program goes into place, pending faculty approval

Launch of the new Creative School centered on creativity, music, media and the arts.

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A C A D E M I C R E N E WA L

The ThreeSchool Academic Model

DePauw will extend our arts and sciences commitment to business education through a new School of Business and Leadership.

Liberal Arts Strengths Extended to Business, Creativity and Innovation Our DePauw Bold & Gold 2027 Strategic Plan will come to life through the Academic Renewal goal, especially when we announce the new three-school academic model in spring 2022.

DePauw will merge creativity and innovation in a new school centered in the creative, performing and media arts, that will also include a division of music.

DePauw will establish a three-school academic model that deepens DePauw’s commitment to the humanities, arts and sciences, encouraging discovery and exploration for all students, within a newly named College of Liberal Arts and Sciences.

DePauw’s liberal arts curriculum has long prepared leaders in areas such as: • For-profit business (e.g., two CEOs of General Mills) • Non-profits (e.g., the CEO of Teach For America) • Government and social justice (e.g., civil rights leader Vernon E. Jordan ’57) • Social entrepreneurship (e.g, the former CEO of Toms Shoes) • Athletics (e.g., NBA Celtics President)

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Guided by data about evolving student preferences, we know that many of today’s students are drawn to business-related majors, but also are becoming more interested in expressing themselves creatively and combining programs in non-traditional and synergist ways. They do not define themselves by one interest or in one way, but in myriad ways – and they want to explore all of them!

The professional and personal success of our Gold Within alumni throughout their lives proves that our liberal arts-based education prepares our students for a life of meaning and means. This new model leverages that historical success and evolves it to interconnect creativity, business, humanities and sciences for our hyperconnected and continually changing global society.

“The tradition of the liberal arts that emphasizes critical and analytical thinking will continue to be at the heart of the academic experience at DePauw.

With the addition of the two new schools, students will be encouraged to cross disciplinary boundaries … preparing them for careers that demand specialized knowledge and a commitment to global citizenship and the ability to think in new, innovative ways.”

– MELANIE FINNEY, Professor of Communication and Theatre and chair of the Communication and Theatre Department

C

CLAS COLLEGE OF

Liberal Arts and Sciences

“ You’re best equipped to succeed if you have transferable skills, if you’re able to write and communicate well, if you’re able to deal with a variety of information and you’re able to think about that creatively and independently. And I can’t think of too many places that do that better than a school like DePauw.”

THE HEART OF DEPAU W DePauw will deepen its commitment to the liberal arts and sciences, strengthening research and scholarship around them and centering them in the College of Liberal Arts and Sciences. n All students invited to attend DePauw will take courses in an enhanced liberal arts and sciences general education curriculum during their first two years, regardless of their eventual major. n Students will be accepted to DePauw University – not individual schools – and will have ample time to explore many courses and before declaring a major at the end of their second year. n For decades, our graduates have told us that DePauw’s comprehensive general education ignited their curiosity and transformed their lives; alumni attribute their professional success to an education that stresses breadth, problem-solving, creativity, critical thinking, communication and teamwork. n The College of Liberal Arts and Sciences will continue to prepare graduates to pursue a multitude of careers and to address the most critical problems of our times. n DePauw is positioned through its study-abroad program, ranked No. 3 nationally, to encourage immersive learning in global contexts to benefit students in any major.

“My liberal arts education at DePauw taught me to adapt quickly, analyze thoughtfully and engage broadly with my peers.”

– JON FORTT ’98, CNBC Anchor

– DEEPA PRAKASH, Frank L. Hall Professor of Political Science

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A C A D E M I C R E N E WA L

SBL SCHOOL OF

Business and Leadership

“The world around us is changing and DePauw needs to continue to evolve. I am so excited about the School of Business and Leadership combined with a liberal arts education. Very few schools in the entire world can do those two things well at one time. DePauw’s been doing it well for a long time. Now, we’re formalizing it.”

– JEFF HARMENING ’89, Chair and Chief Executive Officer, General Mills

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BUSINESS EDUCATION GROUNDED IN THE LIBERAL ARTS AND SCIENCES DePauw will extend liberal arts and sciences methods and philosophy to business education and establish a new School of Business and Leadership to build on our historic success preparing ethical leaders the world needs in a range of disciplines and for business and non-profit organizations. n The SBL will leverage 60 years of DePauw’s steadily growing reputation in business, from the launch of its economics major in the 1950s through the formation of the Management Fellows Program in the 1980s to today. n DePauw will be the only top 50-ranked national liberal arts university in the Midwest with a business school, and one of only four in the nation. Because most students go to college within 250 miles of home, this distinction is significant for Midwestern students. n Students will combine economics, finance, business analytics, actuarial science, international business, leadership and entrepreneurship with classical studies. n The SBL will house: • The Sanger Leadership Initiative, funded by a $20 million gift from Steve and Karen Sanger ’68, that will provide cocurricular leadership programming for all three schools, enabling students to develop as leaders in their careers, causes and communities; it also will fund the Sanger Professor of Leadership and Sanger Scholars students.

• The Management Fellows Program, which for four decades has connected students’ academic and cocurricular experience, is open by special application to students from across the university. n For students interested in business who want a small, residential university, DePauw will be THE choice.

TCS THE

Creative School

“I’ve always known that DePauw’s creative academic programs were the secret ingredient in our ability to graduate so many amazing young scholars. Bringing our creative resources together will make our programs stronger and more collaborative, and ensure that no student has to stumble into the amazing arts culture at DePauw – they’ll have access to the entire blueprint from day one. The most important thing any student will design is their life, and pursuit of the arts gives them tools and agency to do just that.”

– LORI MILES, Professor of Art and Art History

CENTERI NG CREATI VI TY AND I NNOVATI ON I N CREATI VE, PERFORMI N G AND MEDI A ARTS DePauw will create a new school with that encourages new disciplinary connections and develops career tracks in the creative and performing arts. n The Creative School will center creativity and innovation for students interested in careers in arts, design, creative writing, theatre, film and media arts and who want to combine creative pursuits with other programs to blaze their own trails. n Increasingly, the creative arts are the access points to culture for students from every part of the world, aligning the new school with DePauw’s mission to attract, retain and serve a diverse student population. n The new school will offer a variety of cocurricular opportunities in innovative design spaces and labs. n By tapping opportunities in the College of Liberal Arts and Sciences and the School of Business and Leadership, students will be able to craft new career paths and exciting collaboration opportunities, such as merging arts with business, entrepreneurship, health sciences, data analytics and sports marketing. n Music programs will be housed in the School’s Division of Music.

“We’re joining together not just music, but visual arts, film, technology, theater, creative writing (and more) – and all of these genres enhance the word ‘creativity.’”

– JOYCE TAGLAUER GREEN ’75, Benefactor of the Judson and Joyce Green Center for the Performing Arts at DePauw

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“DePauw has given me two things: leadership opportunities and a lot of confidence. I have been involved in so much and been a leader in a lot of spaces, and DePauw just enables you to do that. I’ve learned how to become a better person, a better friend, a better student, a better athlete. I’ve grown so much in these four years, and I wish I had another four ahead of me.”

– CHRISTINA BOURANTAS ’22

T I M E L IN E

SPRING 2022 • • •

Exemplary Student Experience

• •

Announce vice president of student affairs Select consultant for review of the residential experience Inventory current Greek life policies, practices and structures Examine exemplary Greek life model in collaboration with Greek Strategic Initiatives Board Identify aspects of the Greek experience that should be maintained/changed using feedback from alumni and students

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FALL 2022 • •

Complete comprehensive review of residential experience Form committee to identify priorities and values for inclusive, equitable, valuescentered fraternity and sorority life model

E X E M P L A RY S T U D E N T EXPERIENCE GOAL STATEMENT DePauw will enhance the vibrancy and quality of the student experience in ways that bring our diverse community of students together while facilitating opportunities that support individual student interests and identities, motivate students to expand their horizons, develop skills for engaging in dialogue, provide healthy outlets for student stress reduction, and create a strong bond of belonging at the university.

OBJECTIVES • Revitalize the residential experience as a core component of a DePauw education through robust programs that support all students equitably.

• Enhance student engagement and develop strong systems of support, advising, and leadership development that increase the vibrancy of the campus and enable students and organizations to thrive.

• Build on our over 170-year history of fraternity and sorority life at DePauw to develop an inclusive, equitable, and values-centered 21st century liberal arts college model for fraternity and sorority life.

• Exemplify a culture of care at DePauw that ensures students have access to resources, opportunities, and services that prioritize student wellness and well-being and can help students to thrive.

SPRING 2023 • •

Submit recommendations from residential experience review Gather and evaluate feedback from students and alumni for establishing new fraternity and sorority life model

SUMMER 2023

FALL 2023

•

•

Recommend robust and inclusive residential programming model to engage and benefit all students

Develop a timeline and begin to align resources for committee-recommended residential programming model

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“Institutional equity is our commitment to making sure that every member of our campus community can take full advantage of all of the wonderful resources that our institution has to offer.”

– LORI S. WHITE, President, DePauw University

T I M E L IN E FALL 2022 • •

SPRING 2022

Institutional Equity

• • •

Search for vice president of institutional equity Announce new VPIE Self assessment begins

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SUMMER 2022 •

VPIE onboarded

•

Program and initiative assessment begins Initial Key Performance Indicators determined for plan priorities Develop framework for support for institutional equity goal

INSTITUTIONAL EQUITY GOAL STATEMENT DePauw will become a more inclusive and equitable institution by ensuring all aspects of the student, employee and alumni experience fully align with our values of diversity, equity and inclusion.

OBJECTIVES • Centralize and elevate an institutional-level strategic focus on diversity, equity, and inclusion at DePauw to be led by a senior cabinet officer.

• Institute systems, policies, and practices that strengthen DePauw’s ability to recruit, retain, and support a diverse community to ensure that all of the students, staff, and faculty can pursue their interests, follow their passions, and feel they belong at DePauw.

• Partner with university departments to support a comprehensive review of all programs to ensure that they are broadly accessible, inclusive, and equitably delivered.

• Develop, sustain and uphold a clear set of community values, standards, and expectations.

SPRING 2023

SUMMER 2023

•

•

Develop plan for DEI initiatives, assessment and outcomes

Implement an assessment practice based on review of previous assessments and baseline data

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“DePauw is a place that at its heart has always been about relationships and community. When DePauw thrives, our people thrive, and this plan prioritizes investment in our people to help them to do their best work and contribute fully to the student experience.”

– CAROL SMITH, Chief Information Officer

“This place (already has) the “DePauw Magic’ and now it is going to sparkle and I can’t wait for it.”

– JC LOPEZ, Dean of Student Success

T I M E L IN E FALL 2022

SPRING 2022

Flourishing University

• •

Announce vice president for finance and administration Begin assessment of university compensation and benefits

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SUMMER 2022

•

• •

•

•

Launch new Staff Council model Benchmark “live where you work” programs at peer institutions Develop key performance indicators for plan priorities

•

Assess DePauw’s current workforce to determine gaps Evaluate “live where you work” research to determine viability Determine in-residence or on-campus living space priorities

FLOURISHING UNIVERSITY GOAL STATEMENT DePauw will flourish as a community, an educational institution, and an employer through strategic investments in our academic core mission, a strong workforce, operational excellence, and fiscal stewardship.

OBJECTIVES • Ensure that compensation, benefits, and workplace policies, culture and climate make DePauw a preferred employer.

• Adjust to changing institutional priorities and needs by shifting the responsibilities of current employees and/or by helping them develop the skills that align with these new priorities and needs.

• Invest in training, professional development, and career advancement to strengthen the capacity and effectiveness of staff and faculty.

• Encourage and support employees’ living in, and actively engaging with, the DePauw/ Greencastle Community.

• Develop robust alumni engagement opportunities that strengthen a meaningful and lifelong relationship between current students, alumni, and the University.

• Build the foundation for continued philanthropic investments to increase our endowment and build on our legacy.

• Clearly articulate institutional priorities and align all procedural, organizational, and operational functions to maximize productivity towards these priorities.

• Align the University’s resources with strategic priorities; identify what to stop doing, and reallocate resources where necessary to effectively steward our endowment.

SPRING 2023

SUMMER 2023

FALL 2023

•

•

•

• • • •

Recommend equitable and competitive compensation system Develop employee community engagement recognition programs Fill critical workforce gaps Create a phased solution for employee in-residence/oncampus housing Evaluate building usage plan to optimize physical facilities

•

• •

Implement approved reward and compensation systems Partner with the Putnam County to create civic pathways for DePauw employees Leverage technology to enhance productivity Explore shared services model of processing systems

• •

Identify new training and professional development opportunities for employees Assess current and emerging regional alumni markets to enhance alumni engagement Build a case for support and perform a feasibility study for the next long-range capital campaign

SPRING 2023 •

Design a portal to support enhanced volunteer interactions across campus

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COMPARISON TIMELINE OF MAJOR PLAN ACTIVITIES SPRING 2022 – FALL 2024

SPRING 2022

SUMMER 2022

•

•

• •

Academic Renewal

• •

College of Liberal Arts renamed to College of Liberal Arts and Sciences Announce School of Business and Leadership (SBL) Announce new programs for SBL upon approval by faculty Announce a new Creative School Appoint interim dean for School of Music

Targeted direct marketing of new SBL and programs begins Dean search for SBL begins Dean search for Creative School begins Course development grants awarded to faculty for courses related to new academic programs

• • •

FALL 2022 •

Faculty approval of new majors/minors for Creative School New general education requirements for CLAS approved by faculty New faculty searches for new programs begins Identify /create a “maker space” for the new Creative School

• • •

SPRING 2022 • • •

Exemplary Student Experience

• •

Announce vice president of student affairs Select consultant for review of the residential experience Inventory current Greek life policies, practices and structures Examine exemplary Greek life model in collaboration with Greek Strategic Initiatives Board Identify aspects of the Greek experience that should be maintained/changed using feedback from alumni and students

FALL 2022 • •

Complete comprehensive review of residential experience Form committee to identify priorities and values for inclusive, equitable, valuescentered fraternity and sorority life model

FALL 2022 • •

SPRING 2022

Institutional Equity

• • •

Search for vice president of institutional equity Announce new VPIE Self assessment begins

SUMMER 2022 •

•

VPIE onboarded

Program and initiative assessment begins Initial Key Performance Indicators determined for plan priorities Develop framework for support for institutional equity goal

FALL 2022 SUMMER 2022 SPRING 2022

Flourishing University

• •

Announce vice president for finance and administration Begin assessment of university compensation and benefits

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• • •

Launch new Staff Council model Benchmark “live where you work” programs at peer institutions Develop key performance indicators for plan priorities

• • •

Assess DePauw’s current workforce to determine gaps Evaluate “live where you work” research to determine viability Determine in-residence or on-campus living space priorities

SPRING 2023 • •

•

Announcement of new deans for SBL and Creative School Broad regional/national marketing of new SBL and new Creative School and programs rolls out New faculty searches for new programs to conclude

FALL 2023

FALL 2024

•

•

•

New School of Business and Leadership launches New general education program goes into place, pending faculty approval

Launch of the new Creative School based on creativity, music, media and the arts.

SPRING 2023 • •

Submit recommendations from residential experience review Gather and evaluate feedback from students and alumni for establishing new fraternity and sorority life model

SUMMER 2023

FALL 2023

•

•

Recommend robust and inclusive residential programming model to engage and benefit all students

SPRING 2023

SUMMER 2023

•

•

Develop plan for DEI initiatives, assessment and outcomes

Develop a timeline and begin to align resources for committee-recommended residential programming model

Implement an assessment practice based on review of previous assessments and baseline data

SPRING 2023

SUMMER 2023

FALL 2023

•

•

•

• • • •

Recommend equitable and competitive compensation system Develop employee community engagement recognition programs Fill critical workforce gaps Create a phased solution for employee in-residence/oncampus housing Evaluate building usage plan to optimize physical facilities

•

• •

Implement approved reward and compensation systems Partner with the Putnam County to create civic pathways for DePauw employees Leverage technology to enhance productivity Explore shared services model of processing systems

• •

Identify new training and professional development opportunities for employees Assess current and emerging regional alumni markets to enhance alumni engagement Build a case for support and perform a feasibility study for the next long-range capital campaign

SPRING 2023 •

Design a portal to support enhanced volunteer interactions across campus

depauw.edu/president/planning