Good morning.
It’s great to be back together to start the new academic year.
I hope your summer was both restful and productive … and that you occasionally found the courage to open your inbox. Some say the aurora borealis is Earth’s greatest spectacle, but I say it’s the mountain of emails I receive every day.
This is the start of our 151st year, and that’s something to celebrate. We will celebrate, starting this weekend.
As we begin this special new school year, I’m going to give you the number one piece of advice I gave our first-year students on Monday: Enjoy the moment. Yes, we’ll talk about serious matters, and yes, our work truly changes lives. We are all part of an amazing, 150-year-old institution. However, success isn’t measured only by outcomes, but also by the joy and fulfillment we find in the work itself.
So, let’s embrace this special year with purpose—and let’s have some fun along the way.
In 1875, our founders could not have foreseen the IUP of 2025. But they could – and did – imagine something that still exists today: a community built around the belief that education transforms lives.
That belief has carried us to today, and it’s what will carry us forward.
While turning 150 is definitely worthy of celebration, this morning we are also looking forward. Guided by our history and inspired by our future, we are confidently writing the next chapter in the shared history of IUP.
Too often, we talk about the future as though it’s a place—some final destination.
But that’s not how it works. The future is not a finish line. It’s a course that we plot and then travel.
The parents of our new students were here last weekend, dropping off their kids and unloading the cars. Some cried, and perhaps others silently celebrated their soon-to-be empty nest. They knew this wasn’t a final destination, but the next leg of their child’s journey toward their academic and life goals.
Parents are still involved, but they know it’s up to their children to find their way. It’s a culture change for the students.
As a university, we are also changing our culture, and over the past several years, we have made tremendous progress. We’ve strengthened our finances, modernized our campuses, reviewed and restructured our academic programs, and redesigned how we serve students.
But our work is not finished. It can never be finished because the needs of students, our region, and the world will keep changing. So, we will keep changing with them.
Yes, there is great uncertainty in our world. Demographic shifts. Debates over the perceived value of higher education. The economic roller coaster. Rapid technological change.
But uncertainty does not scare us. It motivates us.
At IUP, adaptability is not the backup plan—it’s part of who we are becoming. We must continue evolving to withstand the challenges and to seize the opportunities that will keep coming our way.
This begins with understanding our values and goals. Too often in higher education, leaders craft detailed strategic plans but leave culture out of it. Our strategic plan is different. It starts with our values and principles and provides high-level impact areas to drive culture change. It tells us where we want to go.
It’s our job to ensure systems, processes, and actions move us toward that vision.
There is a German military concept that reflects this: Auftragstaktik.
It emphasizes clear objectives rather than direct orders. Leaders set the goal, and the units achieve it using their expertise. This approach allows for flexibility, initiative, and accountability while ensuring actions align with the overall mission.
At IUP, we must embrace a similar philosophy. With our Strategic Plan in place and the presidential goals guiding us, the vision and direction of the future have been set. Our staff and faculty are trusted to make it happen. Just as Auftragstaktik empowers decision-making at every level, we empower our faculty and staff to act with initiative to serve our students and their needs.
I see a lot of this happening every single day, and we must celebrate that.
Let’s start with one of the biggest reasons to celebrate: a balanced budget. It’s not by accident. It results from careful stewardship, hard decisions, and a community committed to living within its means while still investing in what matters most. You all have a hand in that, and I commend you for the decisions you have made to do your share. We have maintained and even slightly increased our reserves—money we can count on if, and when, we need it.
Because of your good work, the chancellor’s office has lifted IUP from “high-risk” financial status. That’s a significant accomplishment. It tells everyone that IUP is stable, healthy, and planning for the long term, which, as you all know, is goal number seven. A balanced budget is the foundation that allows everything else to happen.
In the past, we’ve talked about breaking down silos, and most of us have agreed that it needs to be done.
But we all tend to fall back into old habits and reinforce our own silos with more layers of approval: two-party authentications and a form to be signed by the provost, someone in facilities, at least two deans, and the budget director’s mother-in-law.
So, I’m glad to see that across the university, collaboration is becoming the norm. The Council of Chairs, the University Planning Council, UBAC subgroups, the Navigators, and the Accreditation Steering Committee are great examples of groups that have created a shared vision. These groups have found new and creative ways to work together, share resources, and focus on the outcome needed.
This is about creating a culture where people from different units sit at the same table, use their expertise to solve problems together, and move forward as one institution. This is goal number five.
Our progress is on display through our successful reaffirmation of accreditation by the Middle States Commission on Higher Education. That aligns with goals four, five, and seven. Thanks to all your great work, the visiting team gave us strong praise and found that we meet all the accreditation standards. This reaffirmation validates what we already know: IUP is moving in the right direction.
Of course, everything we do comes back to our students.
We’ve seen encouraging retention and persistence data, and we expect our undergraduate enrollment this new academic year to at least hold steady; a victory when many institutions continue to see significant declines. Graduate and international enrollment face some headwinds, but we’re addressing that with new programs, better outreach, and a clearer value proposition.
Our students notice the evolving culture. They tell us IUP is more supportive, connected, and forward-thinking than ever. That’s goals number one, two, and three if you’re scoring from your seats. It’s the result of the people here who, in doing what they consider “just their jobs,” make an extraordinary difference in students’ lives.
One student from Philadelphia was juggling classes while her mother battled cancer. She didn’t have a car but wanted to be home whenever possible to help care for her mom. Staff in the University College quietly stepped in—taking turns driving her to Johnstown to catch a bus home on weekends and picking her up when she returned.
Last year, a fire tore through an off-campus apartment. Several students lost much of what they owned. Without hesitation, faculty in the Department of Nursing pooled resources to replace textbooks, notebooks, and supplies so their impacted students could stay on track.
These are just two examples among many. In each case, someone could have said, “Not my problem,” or “I’ll let my supervisor deal with this.” Instead, they recognized that our students depend on us and that even a small act of kindness can be the difference between a student reaching the finish line or never making it there.
So, thank you for caring, stepping up, and making a difference every single day. Thank you.
Goal number two is to increase market share in existing markets. Launching the Crimson Core, our new general education curriculum designed to give every student the skills, knowledge, and adaptability they’ll need in an unpredictable world, fits that bill.
We know that competition is fierce—not just from other universities but also from new educational models and non-traditional providers. And that’s why we’ll continue to review our programs, evaluate new offerings, and ensure we remain the institution of choice for as many students as possible.
I know that you are working hard to connect potential students to IUP’s great programs.
Here’s an example.
An international student studying at a nearby community college wanted to earn a bachelor’s degree in cybersecurity—but he didn’t know where to start. By chance, he met John Ritter, then our senior graphic designer. John asked Michelle Fryling, our Executive Director of Media Relations and Communications, for advice. She took the baton and connected the student with Dr. Waleed Farag in our Department of Mathematics and Computer Sciences. Dr. Farag helped him through the application process, and soon, that student was enrolled here at IUP—well on his way to achieving his dream.
That’s the power of each of us using our connections, knowledge, and resources to make a difference. Victories like that happen when we recognize a moment and act on it. It doesn’t have to be a grand gesture or require orders from central command — just the effort to pitch in wherever possible to move IUP forward.
The so-called “enrollment cliff” is no longer far away. We’re standing at the ledge.
It’s a fact that the number of traditional-age college students is shrinking.
We are not going to be passive in this battle to enroll students. We cannot be. As stated in goal number three, we must find new populations of students to tap, and we must be flexible to offer them the education they seek. As part of this work, we are piloting several non-credit short courses this fall, expanding access for learners of all ages seeking skills or credentials outside traditional degree programs.
Every success and milestone comes down to the people across this university.
We are seeing a culture of collaboration and shared leadership take root, and it’s one of our greatest strengths.
Goals three and four relate to finding new student markets and raising IUP’s academic reputation. The proposed IUP College of Osteopathic Medicine, one of the most transformative projects in IUP’s history, reflects those two goals.
Last week, we announced that the proposed college has earned Candidate Status, a critical milestone in the accreditation process.
The next step is pre-accreditation status, which, once achieved, will allow us to begin recruiting students. That process includes additional reports and site visits—and brings us closer to welcoming our first class of future physicians.
In baseball terms, our coach is waving us around third, home plate is in view, and we have a full head of steam.
With the new resources we’ve already secured and what we expect to see in the next few years, we have covered most of the $103 million in startup costs. We need only $8.5 million more spread over the next four years. This incredible success is thanks to donors, the Foundation for IUP, the IUP Alumni Association, and the support of State Senator Joe Pittman, State Representative Jim Struzzi, Congressman Guy Reschenthaler, and other elected officials who believe in our ability to deliver on our vision.
We’re on schedule for the first class of medical students to arrive in the fall of 2027. Once we are fully up and running, the college will pay for itself – and then some.
This will be Pennsylvania’s first public osteopathic medical school. It will expand healthcare access across the state and create opportunities for students who might not otherwise have a pathway into medicine. The positive impact will be especially strong for those living in rural Pennsylvania.
Some said this endeavor was too challenging for IUP to accomplish. But if you know anything about our first 150 years, it should be no surprise that we have come this far. IUP has never been—and will never be—just another spoke in the wheel of Pennsylvania’s public higher education. We are trailblazers, charting our course, meeting challenges head-on, and turning hard work into history.
The state budget is still unsettled, leading the State System Board of Governors to reluctantly increase tuition for the first time since 2018. The increase is $139 per semester for in-state undergraduate students. A full year’s tuition is still under $8,000.
We remain one of the most affordable universities in the commonwealth, and we must balance affordability, quality experiences for our students, and financial sustainability. That’s what this increase tries to do.
Should the budget be approved with an adequate appropriation increase for State System universities like IUP, the State System will roll back the tuition increase.
By 2030, IUP will be different—and it must be.
We have learned that change is not a threat. It is a skill. We will continue leading among our peers in innovation, sustainability, and adaptability.
In 150 years, IUP has seen just about everything—world wars, pandemics, depressions, and rapid social change. And every time, we’ve survived, adapted, and grown.
Today, we are stronger, more innovative, and more unified than at any time in my tenure.
But that is not a destination at which we arrived. Rather, it’s part of our journey.
Today, my challenge to you is simple:
Keep building.
Keep engaging.
Keep adapting.
And let’s stop doing the things that no longer make sense. We’ve already simplified financial processes, given units more budget control, and moved from crisis management to long-term planning. Let’s keep that momentum going.
As we begin this new special academic year, remember: the future is a direction, not a destination.
We’ve already proven what’s possible when groups of us work together: bold ideas are brought to life, and challenges such as budgets and enrollment are met with creativity.
It all starts with our students. We must continue to put them at the center of our work.
To wrap this up, let me share a great example of one of us who embodies the spirit and effort of this university. Many of you probably know Louise Mountan. She’s worked at IUP since 1981. Most days, you can see Louise at the front desk of North Dining, swiping I-Cards so students can go inside and eat. And with every card swipe, she serves up care, connection, and compassion with a friendly smile.
Louise knows many students by name, and they enjoy seeing her. They talk about their days, stresses, and victories. Some give her Christmas cards. Every spring, graduates come back—some still wearing caps and gowns—just to get a picture with her before leaving campus. She cheers them on and celebrates every test aced, every game won, and every job earned.
Louise is here with us. Could you please stand so we can applaud you?
Louise doesn’t just do her job—she changes lives. And she shows us what’s possible when we take the time to see our students, connect with them, and be a part of their journey.
Imagine what our university would be like if we all focused on the horizon and rowed in the same direction. I am confident that, united in purpose and spirit, we can accomplish some truly amazing feats.
So, let’s keep moving forward—together.
Thank you.