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The city where this buyer is located.
Total student enrollment.
Integrated Postsecondary Education Data System identifier.
University or college mascot.
Full-time equivalent employees.
Graduation rate percentage.
How likely this buyer is to spend on new technology based on operating budget trends.
How likely this buyer is to adopt new AI technologies.
How often this buyer champions startups and early adoption.
Includes fiscal year calendars, procurement complexity scores, and strategic insights.
Board meetings and strategic plans from Asbury University
The document details the 2018 Commencement for Traditional Students, featuring a musical prelude, invocation, and addresses. A significant portion of the event involved the presentation of an honorary Doctor of Christian Ministries degree to Jim Daly, President of Focus on the Family, in recognition of his significant contributions to family ministry, humanitarian efforts, and partnership with the University. Mr. Daly then delivered the commencement address, sharing personal anecdotes regarding childhood adversity, faith, and the pursuit of lasting values over temporary happiness. The speaker also emphasized the importance of eulogy virtues over resume virtues and challenged male graduates to defend women against predatory behavior, drawing from a personal experience in Japan.
The Strategic Plan: Imagine2022 focuses on advancing Asbury University as a rigorous Christian liberal arts university, deepening its identity as a vibrant Christian community rooted in the Wesleyan-Holiness tradition, and cultivating a culturally responsible Christian community. It aims to recruit and retain outstanding teacher-scholars, create a culture of business innovation, and pursue excellence in the development and management of systems, facilities, and infrastructure to ensure mission readiness, institutional sustainability, and student affordability.
The 2019-2029 Quality Enhancement Plan (QEP) focuses on fostering cultural competency as an institutional initiative. The plan aims to enhance cultural responsibility among students through a credit-bearing cultural engagement requirement, an academic curriculum, and an administrative unit to support project implementation. Key outcomes include improving students' understanding of cultural diversity, enhancing their interpersonal skills, and promoting cultural humility.
The strategic fundraising initiatives of Asbury University focus on scholarships, spiritual formation, academic innovation, and student experience. The plan aims to raise $15 million in annual gift revenue to support these priorities. Key initiatives include expanding scholarship funds to attract diverse students, enhancing spiritual growth opportunities, launching a Bachelor of Science in Nursing program, and improving campus living spaces. The plan also emphasizes empowering faculty and staff innovation and providing emergency support for students facing financial hardships.
The Asbury University Strategic Plan 2012-2017 outlines five key initiatives: Academic Excellence (focused on student and faculty success, teaching effectiveness, and program quality); Spiritual Vitality (cultivating spiritual formation, scriptural understanding, holiness, stewardship, and mission); Transformational Leadership (equipping students for leadership roles); Expanding Missional Influence (aligning decisions with the mission, expanding programs, and increasing global presence); and Organizational Capacity (developing resources and infrastructure). The plan aims to prepare students for lifelong learning, leadership, and service, while fostering a strong Christian environment and expanding the university's impact globally. Specific goals, strategies, and measurements are detailed for each initiative, with an emphasis on enhancing academic programs, promoting spiritual growth, developing leadership skills, and expanding the university's missional influence.
Extracted from official board minutes, strategic plans, and video transcripts.
Track Asbury University's board meetings, strategic plans, and budget discussions. Identify opportunities 6-12 months before competitors see the RFP.
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Director of Online Undergraduate Admissions & Academic Partnerships & Salvation Army Programs
Associate Dean, School of Education; Associate Professor; Department Chair of Graduate Studies
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