Interim President's Message
As interim president, Drexel alumnus and long-time trustee, I am honored to continue the work initiated under the leadership of my friend and predecessor, John Fry, to position our University for long-term competitiveness, success and impact as a partnership-driven, problem-solving University.
Four years ago, the University formally adopted Drexel 2030 - Designing the Future as our strategic plan and roadmap for guiding this transformation.
Developed through inclusive collaboration and consultation, Drexel 2030 drew on our collective expertise and experience both in forging successful public-private partnerships and in leveraging our competitive advantages in innovative research and experiential education. The plan continues to be guided by six core imperatives: Culture of Equity; Research Impact; Powerful Partnerships; Adaptable Curricula; Immersive Learning; and Student Empowerment.
Four years into its implementation, Drexel 2030 has already had a significant positive impact on the University. It has helped to rejuvenate graduate and professional education and to bolster our efforts to promote undergraduate student success. It has strengthened our research infrastructure for securing more sponsored research awards. And it has helped the University to discover new markets and revenue streams.
Drexel 2030 played key roles in launching successful online pilot programs and approaches for attracting adult learners into online bachelor’s programs. It was instrumental in reimagining the Academic Resource Center (ARC) as a centralized hub for academic advising and student support services. And it laid the groundwork for our recent merger with Salus University, which will allow Drexel to offer quality, comprehensive programming across all the health sciences and professions.
Drexel 2030 has accomplished much more. It has strengthened the Culture of Equity at Drexel by guiding the implementation of key recommendations under the University’s Anti-Racism Task Force (ARTF) and establishing a reconfigured Office for Institutional Equity and Inclusive Culture (EIC). It has also supported academic transformation, particularly by helping to develop innovative curricula around core competencies and by creating effective new pathways for adult learners to enroll in market-driven programs.
Most significantly, Drexel 2030 provided the underpinning and impetus for creating the roadmap for academic transformation developed by the University Advisory Committee on Academic Structure.
This period of transition offers us a chance to draw upon new energy, ideas, and perspectives in the work of shaping Drexel’s future. More than ever, Drexel is well-positioned to build on its competitive advantages in experiential education, innovative partnerships, and global engagement. We aim to provide our students with the educational experience that prepares them for lifelong success as problem solvers, leaders, and citizens. We also aim to equip our faculty to flourish as teachers and interdisciplinary problem solvers in their research.
As you learn about the many impressive initiatives and efforts that align with the Strategic Plan, I hope that you will be as excited as I am to help make our shared vision for Drexel’s future a reality.
Sincerely,
Denis P. O’Brien
Interim President, Drexel University