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Based on September 8, 2003 Steering Committee Meeting in Folger


In the past, IUP has sometimes tried to launch initiatives beyond what we could afford and with less than what they needed. Setting priorities in the Academic Division and communicating them to the university community is essential for IUP’s strength in the future. From the highest levels to the lowest, there needs to be a process for setting priorities and allocating resources that everyone at least understands. How can we learn to set priorities? How can our new President
help us to establish the main priorities for the institution?

Governance and Leadership

An institution as large and diverse as IUP depends upon effective leaders and a university community that respects their leadership. Though our leaders have accomplished a great deal for IUP, they sometimes seem too distant from the institution’s day-to-day realities, while members of the community are sometimes blind to the bigger picture of which they are a part. Who are IUP’s leaders, and what do we expect of them? What is the right balance in governance between
the top tier of leadership and those below the top tier, and between the State System and IUP?


IUP has been successful at filling certain academic niches, enabling us to attract talented students to quality programs and majors. We need identify more niches we are compatible with. What are our opportunities for growth and stability in terms of new programs and facilities vs. longestablished ones? How can we become more flexible in our academic offerings?


There are certain facts about IUP that we must accept—our student profile, teaching load, resources, and so forth. There are also legitimate aspirations and values we cherish: the model of teacher-scholar for our faculty, pride in our institution, taking risks, doing whatever we do well, and more. Given the combination of our reality and our aspirations, who are we? Who determines our identity? Do those who work at IUP understand our identity as an institution of
higher education? What limits on our identity do we accept for now, and what challenges do we confront now? How are the System goals aligned with our own goals?

Agility and Responsiveness

How do we become more flexible and responsive to changing environments and emergent opportunities? At times it feels as though we’ve become gatekeepers/regulators rather than service-providers/facilitators. Does everyone understand the critical natureof their jobs? How do we integrate our support staff into the sense of service-provider?

  • Division of Academic Affairs
  • Sutton Hall, Room 205
    1011 South Drive
    Indiana, PA 15705
  • Phone: 724-357-2219
  • Fax: 724-357-2498
  • Office Hours
  • Monday through Friday
  • 8:00 a.m.–12:00 p.m.
  • 1:00 p.m.–4:30 p.m.