Campus prepares for new provost

Gerry R. Giordano

UNF is preparing for new Provost Dr. Gerry Giordano, who was appointed by President Delaney in April following a nationwide search. He will begin at UNF this summer.

During a recent visit to Jacksonville to participate in a retreat for UNF’s vice presidents, deans, directors and chairs, Giordano provided answers to a series of questions.

Q – You have spent 22 years at New Mexico State University and six years at Utah State University. What are the major similarities and differences between those institutions and UNF?

I am primarily struck by the similarities. All three institutions share three common assumptions.

The primary purpose of a university is to provide quality educational experiences to its students. Remaining connected to the community is critical if a university is to achieve its full potential. A university should stay in contact with its alumni, standing on their shoulders to reach new heights.

With regard to differences, UNF will grow noticeably during the next decade. It is situated in a dynamic city, region and state. The University is fortunate to have a visionary president who not only understands but who actually has been responsible for much of this growth.

Q – As dean of one of the largest colleges of education in the United States, you have established a reputation for research as well as excellence in teaching. Which of those areas will be your primary focus in your first year as provost at UNF?

UNF has historically had a tri-partite mission. Its faculty and staff have provided superlative instruction, responded to community needs, and contributed research and creative activities within their respective academic fields. I anticipate that all three of these missions will remain strong.

Furthermore, I believe that they can be managed in a complementary fashion. As such, time spent on research and in the community can actually enhance one’s effectiveness as an instructor. Excellent instruction, research and community-focused activities all enhance the reputation of the University and attract the very best students to it. I have spoken to scores of faculty members, administrators and students at UNF who share this philosophy.

Q – You have exhibited a personal commitment to scholarship at Utah State University, having recently completed the fourth book in a five-volume set about 20th-century education. Do you plan to continue that same level of scholarship as provost?

My love for scholarship is boundless. Like most persons in academia, it was this love that drew me to a career in higher education. I have maintained these scholarly pursuits as an administrator so that I will not lose an essential connection to fellow faculty members, students and off-campus constituents.

Q – While at Utah State, your college has benefited greatly from development efforts, obtaining more than $4 million of your annual budget in private funds. What development role do you see yourself playing as provost?

Public universities lack the funding that supports many private institutions of higher education. To match the programs at elite schools, public universities must elicit support from individuals, businesses and foundations. The provost can assist the president in highlighting strong programs. My experience indicates that donors are attracted to good programs that have the potential to be transformed into exemplary programs.

Q – Considerable debate has been generated in recent years about some universities increasing the role of non-tenured faculty positions. Proponents of this trend claim it gives tenure-track faculty more of an opportunity to do research while not jeopardizing instruction. Critics claim it establishes a stratum of second-class faculty on campus. What are your views and does such a system have a place at UNF?

The hiring of adjuncts in non-tenured positions is often the result of limited budgets. Although this practice may enable students to graduate in a timely fashion, adjuncts can be treated differently from one university to the next. If one does not carefully monitor this situation, the use of adjuncts can create significant problems. When the hiring of adjuncts is managed judiciously, opportunities are extended to talented instructors from industry, commerce, public service, education, health care and other sections of the community. These individuals may relish the chance to share their knowledge and experiences with future professionals in their fields.

Q – You take pride in U.S. News & World Report ranking your College of Education in the top tier among graduate schools of education. UNF is currently ranked in the second tier of Southern Regional Universities. Is taking UNF to the first tier of this ranking one of your goals while provost here?

During my interviews for this position, President Delaney and the members of the search committee indicated that the new provost would be expected to ensure that UNF realized its full academic potential. Moving up in national rankings would not be an end in itself. However, if the establishment of exemplary academic programs and the recruitment of highly qualified students resulted in such rankings, this acknowledgement would be extremely gratifying.