2017–21 Strategic Plan

  • Updated 9/11/2020

    Mission

    To secure and responsibly manage private support for the benefit of Indiana University of Pennsylvania.

    Vision

    As a result of our ability to raise, grow, and steward assets, we will enable an affordable, world-class, student-centered education, grounded on scholarship and impact in the world.

    Values

    • Entrepreneurship and willingness to pursue new and innovative methods to secure and steward support for the university

    • Excellence and high expectations of ourselves and the university to drive continuous improvement

    • Initiative to proactively and ambitiously support the university

    • Partnership with the university and our stakeholders to collaboratively achieve our common goals

    • Fiduciary responsibility to our donors and the institution whose assets we manage and steward

    Strategic Initiatives and Goals

    Growth

    Partner with University Advancement to support fundraising

    1. Work with University Advancement to identify additional, sustainable, unrestricted sources of funds.

    2. Work with University Advancement to develop relationships with foundations and corporations.

    3. Assign an FIUP board member to work with the provost, the vice president for Student Affairs, and each dean and niversity Advancement representative to identify development and impact opportunities.

    4. Investigate alternative sources of revenue to encourage entrepreneurship.

    Stewardship

    Secure and optimize the investment portfolio of the Foundation to foster donor confidence and trust

    1. Evaluate and document the need for a chief investment officer, either hired or outsourced, to manage the FIUP investment portfolio.

    2. Develop a policy for measuring the effectiveness of current portfolio managers.

    3. Evaluate options to provide diversity in use of investment managers (e.g., minority-owned, women-owned) and to engage in socially responsible/environmental, social, and governance (SRI/ESG) investing styles.

    4. Working with the university president and Cabinet, develop a policy on the use of unrestricted funds. On a rolling three-year basis, determine the availability of unrestricted funds, including FIUP management fees not spent in the operating budget.

    5. Identify potential FIUP board members with portfolio management expertise.

    6. Develop procedures to evaluate, at a minimum every three years, the endowed funds pay-out calculation formula and the administrative fee charged by the Foundation.

    7. Evaluate the effectiveness of the annual donor letter for both permanent and temporarily restricted funds.

    8. Working with the dean of the College of Fine Arts, evaluate opportunities to provide ongoing time and talent support to the University Museum to further the student educational experience.

    9. Determine all options for the future ownership structure and use of Foundation-owned student housing.

    Impact

    Make transformative investments to advance world-class teaching, research, and service

    1. Meet at least annually with the IUP president, the IUP Council of Trustees, and other IUP affiliated-boards (e.g., Alumni Association, Co-Op) to identify collaboration opportunities.

    2. Meet quarterly with the IUP University Planning Council to review progress and opportunities with the FIUP and the IUP strategic plans.

    3. Evaluate opportunities for FIUP to provide time, talent, and funding to Steamshop and other IUP entrepreneurial efforts.

    4. Identify opportunities for FIUP to support student learning, mentoring, and internship opportunities (e.g., SMIP).

    5. Investigate opportunities for investments in private/public partnerships between FIUP and IUP.

    Capacity

    Optimize internal and board operations to achieve strategic goals

    1. Develop a flexible Foundation operating expense budget with contingency spending reduction options.

    2. Complete a reserve analysis projection, post- student housing ownership, to determine reserve needs going forward.

    3. Working with the University Cabinet, including the college deans, continue to identify potential board candidates who mirror the diversity of university graduates and who possess needed technical skills (e.g., portfolio management, fundraising).