DRAKE UNIVERSITY HQ

DES MOINES, IA   |  www.drake.edu

Mission

DRAKE'S MISSION IS TO PROVIDE AN EXCEPTIONAL LEARNING ENVIRONMENT THAT PREPARES STUDENTS FOR MEANINGFUL PERSONAL LIVES, PROFESSIONAL ACCOMPLISHMENTS, AND RESPONSIBLE GLOBAL CITIZENSHIP THE DRAKE EXPERIENCE IS DISTINGUISHED BY COLLABORATIVE LEARNING AMONG STUDENTS, FACULTY, AND STAFF AND BY THE INTEGRATION OF THE LIBERAL ARTS AND SCIENCES WITH PROFESSIONAL PREPARATION

Ruling year info

1950

Principal Officer

David Maxwell

Main address

2507 UNIVERSITY AVENUE Kinne Alumni & Development Center

DES MOINES, IA 50311 USA

Show more contact info

EIN

42-0680460

NTEE code info

Higher Education Institutions (B40)

Undergraduate College (4-year) (B42)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2020, 2019 and 2018.
Register now

Communication

Programs and results

What we aim to solve

This profile needs more info.

If it is your nonprofit, add a problem overview.

Login and update

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

College of Arts and Sciences

Population(s) Served
Population(s) Served
Population(s) Served
Population(s) Served
Population(s) Served
Population(s) Served

Where we work

This profile needs more info.

If it is your nonprofit, add geographic service areas to create a map on your profile.

Login and update

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

GOAL I: Reshape Drake University’s exceptional living, working and learning environment to embrace the challenges and opportunities of the diverse and global 21st Century.

Goal II: Promote agility, responsiveness, and flexibility of decision-making and operation.

GOAL III: Develop a sustainable business model to ensure that Drake University will continue to provide an exceptional learning environment that is financially accessible to students and their families.

Goal IV: Engage with Drake’s key constituents to advance the University and to fulfill its commitments to the communities of which it is a part.

Goal 1:
Strategy 1: Design policies and practices that support innovation, particularly experimentation with new approaches to learning
Strategy 2: Integrate high impact learning practices throughout the student experience
Strategy 3: Review and implement as appropriate the recommendations of the Graduate and Professional Enrollment Task
Force (2012)
Strategy 4: Intensify the collaboration among curricular and appropriate co-curricular programs (including experiential learning, athletics, student organizations, international experiences, Greek Life, and community service) to create an intentional and pervasive
continuum of learning environments for students
Strategy 5: Use evidence of student learning gathered in a variety of ways to improve curricular and co-curricular student learning
experiences

Goal 2:
Strategy 1: Identify and resolve impediments to innovation and efficient operations
Strategy 2: Develop and implement a culture of evidence and data driven decision-making
Strategy 3: Review student services to ensure that they are fully meeting the needs of undergraduate, professional and graduate
students
Strategy 4: Assess the roles and responsibilities of University administrative offices and University committee structures and
remodel these systems as appropriate to improve efficiency
Strategy 5: Establish a fast-track approval process for short-term pilots or experimental programming before requiring full review and
approval

Goal 3:
Strategy 1: Explore additional appropriate opportunities for using physical resources and expertise to generate additional income
Strategy 2: Review and implement as appropriate the recommendations of the 2012 Graduate and Professional Programs Task Force (see Goal I, Objective A, Strategy 2 above)
Strategy 3: Seek additional revenues and cost-savings through internal and external partnerships
Strategy 4: Investigate and evaluate the possibility of leveraging the expertise and experience of faculty and staff to provide fee-basis service to area organizations, businesses, and individuals.
Strategy 5: Investigate the viability of University investment in potentially profitable research with the expectation of a return on that
investment

Goal 4:
Strategy 1: Promote the University’s mission and vision to create a strong foundation from which to solicit gifts
Strategy 2: Identify ways to celebrate the impact of philanthropy on campus and throughout the Drake community
Strategy 3: Create inspirational and educational programs to engage all constituencies
Strategy 4: Increase alumni participation to surpass the rate of peer institutions
Strategy 5: Ensure a sustainable fundraising program to raise necessary resources to address institutional priorities

Our defining characteristics include:
• The academic richness and intellectual resources of a university, combined with the intimate intellectual interactions and emphasis on student development traditionally attributed to small liberal arts colleges;
• The intentional integration of the best of liberal arts and sciences education with preparation for the world of practice;
• A well-deserved reputation for academic excellence;
• A commitment to affordability, reflected in undergraduate tuition and fees significantly lower than our academic peers and a major institutional commitment to financial aid;
• Expert faculty and staff with a passionate commitment to student success;
• A pervasive and overt dedication to fulfilling the promise of our Mission Statement to provide “an exceptional learning environment that prepares students for meaningful personal lives, professional accomplishment and responsible global citizenship;”
• A unique “Drake Culture” that combines sincere modesty with genuine pride in who we are, a sense of realism with lofty aspirations,
professionalism with informality, seriousness of purpose with joy in what we do;
• A symbiotic relationship with the City of Des Moines that enables us to serve our community while at the same time providing a broad array of opportunities for students, faculty and staff.

• A strategic budgeting process that has produced a balanced budget with a modest operating surplus for 8 straight years
• A more than 100% increase in undergraduate applications in the past 5 years
• Significantly increased national recognition for academic excellence in the higher education community
• Increased visibility in national publications (both higher education and general public)
• Increased stature and visibility of Des Moines in a broad range of national rankings

Financials

DRAKE UNIVERSITY
lock

Unlock financial insights by subscribing to our monthly plan.

Subscribe

Unlock nonprofit financial insights that will help you make more informed decisions. Try our monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights?
Learn more about GuideStar Pro.

Operations

The people, governance practices, and partners that make the organization tick.

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

DRAKE UNIVERSITY

Board of directors
as of 08/16/2017
SOURCE: Self-reported by organization
Board chair

Larry Zimpleman

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes