Message from the Dean
Enthusiastically,andwithagreatsenseofpride,IpresentCUPPA’sstrategicplan, A Shared Path Forward: Our Roadmap for Continued Success.Thisplanreflectsthehardworkand commitmentofoursteeringcommittee,chairedbyKellyLeRouxandPhilAshton.Iam gratefultothecommittee,andtoallfaculty,staff,students,andotherstakeholderswho tooktimeinthepastyeartoofferideastomakeourplanasrobust,inspiring,andpositive aspossible.
CUPPA’sworkisdeeplyorientedtowardsthefuture,evenaswecollectivelystriveto understandandimprovethehereandnow.Thisstrategicplanwillleverageourplanning andpolicyexpertise,ourcommitmenttoinclusivejustice,andourlocationinChicago–one oftheworld’sgreatestcities–toachievethegoals,strategies,andactionswehave identifiedhere.Itwillallowustobuildonourpastsuccessesandaimforanevengreater future.
Asacollegewith“planning”initsname,CUPPArecognizestheimportanceofsetting ambitiousgoalsandfollowingdefinedstepstoachievethem.Atthesametime,we understandtheneedforplanstobeadaptive.Ascircumstancesmaychange,somayour approaches.Regardless,oursharedvalueswillbethebedrockfromwhichweengagethis work.Wehavedevelopedaplanwithathree-yeartimehorizontogetourmostcritical workdonequicklywhilebuildingadditionalpathswemaypursueoncewehavefurther securedourfinancialfooting.
Irecognizethatthisworkwillnotalwaysbeeasy.Atthesametime,Iamfullyconfidentit willbeinspiring,powerful,andtransformative.CUPPAisauniqueandremarkablecollege, poisedtocontributemoredeeplytoUIC’smissionofinclusiveaccessandresearch excellenceandtostrengthenourpositionhere.Thoughourcollegeiscomposedofunits withindividualstrengths,Ibelieveourworkisalwaysstrongerwhenweactcollectively. Withthisinmind,Iinviteyoutojoinintoadvancetheworkdescribedwithinthisplan.I amcommittedtothecontinuedsuccessofeveryoneofuswhoispartoftheCUPPA community.Pleasefindaplaceforyourselfhereandlet’sworktogethertoachieveaneven morepositivefuture.
Withgratefulanticipation,
StaceySwearingenWhite Dean,CollegeofUrbanPlanningandPublicAffairs
Introduction
Overtwelvemonths,weembarkedonanambitiousjourneytoclarifyouridentityasa collegeandoutlineaclearpathforwardinthecontextofarapidlychangingenvironment. ThisprocessinvolvedengagingawiderangeofpeoplebothinternalandexternaltoCUPPA whoshareastakeinthefutureofthecollege.Thesestakeholdersincludedcurrentand formerstudents,newerandlong-termstaffofthecollege,earlycareerandseniorfaculty, staffandleadersofCUPPA’sresearchcenters,communitypartners,andrespectedleaders atpeerinstitutions.
Theclearvision,mission,values,andstrategicgoalsarticulatedinthisplanaretheresultof manyhoursofthoughtfuldeliberationbypeopledeeplyinvestedinthecollegeandits future.Throughthesestakeholderconversations,aclearoverarchingvisionemergedfor CUPPA:oneofbecomingacollegethatisgloballyrecognizedforexceptionalresearch, education,andengagementwithandforthediversecommunitiesweserve.Thisplan outlinesthreestrategicgoalstoachievethisvision,centeredaroundexpandingand supportingthepipelineofprofessionalsandscholarsinourfields,enhancingresearch impact,andstrengtheninganenvironmentofmutualsupportandcommunityengagement. Throughtheeffortsofthesteeringcommittee,wearrivedatanumberofproposed initiativesandactionablestepstoachievethesegoals.
Whilemanyoftheproposedinitiativestakeadvantageofexistingstrengthswithinthe collegeandcanbeimplementedquickly,itisimportanttorecognizethatgrowthis incremental,progressnotalwayslinear,andsomeoftheproposedinitiativeswillrequire moretimeandresources.Theplanisorganizedinawaythatenablesustomakesignificant progresstowardeachofthestrategicgoalswithinthenextthreeyears,whileleavingroom forthepossibilitythatitwilltakelongertoimplementsomeofthemoreambitiousaction steps.Whilethegoalssetforthinthisplanareachievable,wewouldalsonotethattheplan isa“livingdocument,”meaningthatgoalsandobjectivesmaybemodifiedastheplanis implementedoverthenextthreeyears.
Wemustalsoacknowledgethatnoneofoureffortsareundertakeninisolation.CUPPAis embeddedinalargepublicuniversity,characterizedbyresourceuncertainties,inaneraof rapidculturalandtechnologicalchangestransformingUShighereducation.Whilewe cannotcontrolallofthesechallengesinouroperatingenvironment,wecansolidifyour placewithinUICanddemonstrateourvaluetothecampuscommunitybyfocusingour effortsinexecutingthisplan.Byundertakingstrategicactionstoelevateourresearchon citiesandurbanissues,developthenextgenerationofdiversepublicservantsand scholars,anddemonstrateourleadershipincommunityengagement,wewillcontinueto addsignificantvaluetothecityofChicagoandproveourundeniablecontributionsin furtheringtheUICcampus’strategicpriorities.
Vision, Mission, Values
Vision
TheCollegeofUrbanPlanningandPublicAffairsisgloballyrecognizedforitsexceptional education,research,andengagementinurbanaffairswithandforthediversecommunities thatweserve.
Mission
FromourhomeinChicago–oneoftheworld’sgreatestcities–andthroughourshared commitmenttothrivingurbanareaseverywhere,theCollegeofUrbanPlanningandPublic Affairspreparesdiversestudentsandcreatesknowledgeandsolutionstopositively transformcities,shapingmoresustainable,just,andequitableurbanenvironmentsand policies,locally,nationally,andglobally.
Values
● Student Success: CUPPA’sstudentsandtheirindividualandcollectivesuccessdrive ourcommitmenttoexcellentteaching,advising,andco-curricularsupport.
● Research Excellence: CUPPAconductsanddisseminatestheresultsofitsrigorous researchanddiscoverytohelpcreatesolutionsforthepublicgood.
● Community Engagement: CUPPAvaluesandcollaborateswithourcommunity partnersbyunderstandingandworkingonmutualinterestsandneeds.
● Belonging and Well-Being: CUPPA’scommunitycontributestoourcommongood andisacollegewhereweprovidemutualsupportforoneanotherinpursuingour individualgoals.
● Diversity, Equity, Inclusion, and Justice: CUPPApracticesandpromotesaworld guidedbytheseprinciplesandspeaksupwhentheyarethreatened.
● Sustainable Future: CUPPAstrivestowardsthepromiseofsustainablenaturaland builtenvironments.
Strategic Goals
1. Expandandsupportthepipelineofprofessionalsandscholarsinourfields.
2. EnhanceCUPPA’sresearchimpact.
3. Strengthenanenvironmentofmutualsupportandcommunityengagement.
Strategic Goal 1
Expand and support the pipeline of professionals and scholars in our fields
CUPPAhasexceptionalstudentswhogoontoworkininfluentialpositionsthroughout Chicagolandandbeyond.Professorsandinstructorsareleadersandpractitionersin theirfields,bringingreal-lifeexperiencesintoclassrooms.Yetthegreatestopportunity andchallengeforCUPPAishowtogrowandsustainitsenrollmentwhilebringingin studentswhomorefullyreflectthediversityofUIC’soverallstudentbody.Itbegins withbuildingastrongdiversepipelinethroughtheundergraduateprograms,butalso continueswiththesupportandaccessthatstudentsneedtofeelthattheybelongand haveagreatexperiencethatresultsinacademicandcareersuccess.
To achieve this goal, we will implement the following core strategies in the next three years:
a. Increase recruitment and retention of both undergraduate and graduate students.
Proposed initiatives include:
● Strengthenundergraduaterecruitmentstrategies,usingmixedmediaand tacticstopromoteCUPPAmajorsandcoursestobothprospectiveandcurrent UICstudents.
● Developandimplementrecruitmentcampaignsfocusedondistincttarget markets,marketingCUPPAgraduateprogramstopotentialfeederschoolsin theMidwest,HBCUprograms,publicandnonprofitorganizations,and internationalmarkets.
● AnalyzepotentialtoenhancepathwaysforCUPPAundergraduatesto matriculateingraduateprograms,includingacceleratedmaster’sprograms.
● SystematizeeffortstoensureallCUPPAstudentshaveaccesstocareer support.
● Convokefaculty-stafftaskforcetoreviewgraduateacademicadvisingand identifybestpractices.
● Assesstheneedsofstudentorganizationsanddevelopaplantohelpstudents buildthecapacityandfundingoftheirorganizationsandthusincrease students’senseofbelonging.
● EnhanceCUPPA’sdataanalyticscapabilitiestodeliverreportson recruitmentandretentionthataretimelyandprogram-specificwith benchmarksforrecruitment,studentsuccessmeasures,andstudent successinitiatives.
b. Increase the diversity, inclusion, and belonging of our student body.
Proposed initiatives include:
● IncreasesupportforBlack,Indigenous,andPeopleofColor(BIPOC)students fromadmissiontograduationwithexpandedfinancialassistancetoadmitted students.
● Investintheundergraduate-to-graduatepipelinebyconnectingBIPOC studentstotraining/workshopsforCUPPAgraduateprograms.
● EnhancecareerpathwaysforBIPOCstudentsthroughtargetedinternships, mentoring,andcareerdevelopmentopportunities,includingthosewithalumni andprofessionalorganizations.
● Enhancecollege-widesupportfortheUrbanPublicPolicyFellowship andotherleadershipdevelopmentprogramsservingBIPOCstudents.
● Incentivizefacultytotakecampustrainingcoursesoninclusive classroompracticesandpedagogy,includingidentifying microaggressionsanddismantlingstructuralracism(e.g.: https://teaching.uic.edu/programs/inclusive-education-scholarscertificate-program/).
c. Evaluate and update curriculum to be more relevant, interdisciplinary, and accessible.
Proposed initiatives include:
● Incentivizefacultytotakeadvantageofexistingcampusresources (e.g.,CenterforAdvancementofTeachingExcellence)thatteach new/emergingtechnologiessuchasA.I.andnewpedagogical approaches.
● Understandhowstudentachievementrelatestokeylearning outcomesbyconductingauniformannualexitsurveyandapostgraduationemploymentsurvey,andadaptingcurriculumaccordingly.
● DevelopinterdisciplinarycourseswithinCUPPAandbetweenCUPPAand otherUICcollegesthatenhanceemployabilityandhelpstudentsmeet emergingsocietalchallenges.
● Ensurecoursesincludebestpracticesforaccessibilitywithsupportand trainingfromTheDisabilityResourceCenter.
d. Increase student experiences outside of the classroom, expanding their reach and preparing them well for professional success.
Proposed initiatives include:
● Pilotreplicableteam-teachingmodelsatthegraduateand undergraduatelevelsthatenhancestudentlearningthroughdeepened communityengagement.
● ExpandtheCUPPAStudentAmbassadorprogramtoincreasethe numberofstudentswhocangainthesecommunicationandleadership skills.
● SupportallCUPPAstudentsinaccessingmoreexperientialeducational opportunities,suchasincreasedinternshipopportunitiesaswellas
travelabroadprograms,anAlternativeSpringBreakprogram,etc.,by leveragingexistingfacultynetworksbothlocallyandinothercities andcountriesandbytappinginternationalfundingopportunities.
Below are strategies/initiatives that the college may not have enough resources to implement within the next three years but could endeavor to implement soon after:
● Expandfundingforcareerdevelopmentprogramming.
● Expandthecollege’scapacitytopromotestudentsuccessthroughmeritandneed-basedfinancialassistanceandtargetedsupporttocareer preparationprograms.
● Investigatethereturnoninvestmentingrowingonlinedegreecoursesand non-degreeprograms(certificates,micro-credits,stackablecredits,etc.).
Strategic Goal 2
Enhance CUPPA’s research impact
CUPPA’sfacultymembersandresearchersarerecognizedasexpertsandperformhigh qualityandimpactfulworklocallyandaroundtheworld. Webelievethereisan opportunitytoenhanceCUPPA’scollectiveimpactwithinUICandinthebroader communitybyenhancingsupportforresearchandpracticesthatleadtogreater collaborationandcoordination.
To achieve this goal, we will implement the following core strategies in the next three years:
a. Refocus and enhance support for research activities.
Proposed initiatives include:
● Improveinfrastructureforresearchproduction,suchasthecreationofa centralizedrepositoryoftemplatesandexamplesofsupplementaldocuments typicallyneededforgrantapplications.
● Identifyresourcestohelpfindanddisseminatefundingopportunities, facilitategrantapplicationswithhigheroverheadrates,andstrategize approachingfoundationsforresearchfunding.
● Createamentoringprogramforgrantwritingandsubmissionofapplications withsmallfinancialawardsforbothmentorsandmentees.
● CreateaCUPPAresearchawardtobegrantedannually,andataskforceto designtherewardcriteria.
b. Create avenues and incentives for disseminating research externally and developing opportunities for pursuing interdisciplinary projects where appropriate and desired.
Proposed initiatives include:
● Rewardpartnershipsandenhanceprocessesbetweenresearchcentersand departmentalfacultytobuildresearchcapacityandcollaborateequitablyon grants.
● Createaprogramsolicitingresearchactivitiesfrominterdisciplinaryteams withotherUICcolleges(e.g.,UIC’srecentinterdisciplinaryresearchinitiative).
● Hostaconveningofresearchcenterleadersandexternalstakeholdersand potentialfunders.
Below is a strategy/initiative that the college may not have enough resources to implement within the next three years but could implement soon after:
● CreateanAssociateDeanforResearchpositionwithintheDean’sofficededicatedto supportingnewresearchgrantsandleadingtechnologytransferinitiatives.
Strategic Goal 3
Strengthen an environment of mutual support and community engagement
CUPPA’sindividualacademicandresearchunitshavemanyuniquestrengthsand identitiesthatwewillcontinuetocelebrate.Atthesametime,significantopportunities existtocreatebetterconnectionsandmutualsupportamongthefaculty,staff,and studentsofourvariousunits,contributingtoagreatersenseofbelonging,the generationofmorenewideas,anddiscoveryofmoreopportunitiesforcross-unit collaborations,whileworkingtogethertowardsacommonpurposeofstrengthening thecollege.Inaddition,wewillcontinuetostrengthenourservicestoandpartnerships withexternalcommunities,inclusiveofdiversegeographiesandaffinities.
To achieve this goal, we will implement the following core strategies in the next three years:
a. Implement whole-college activities and events that connect our community members.
Proposed initiatives include:
● Pilotacollege-wide“OrchardForum,”astandingmeetingwheremembersof thecollegegathertosharerecentscholarlywork,receivefeedbackonthat work,discovernewideas,andstartconversationsonpotentialcollaborations andotherwaystheymaysupporteachother.Identifyandrotatevolunteersto chairtheOrchardmeetings.Alsoprovidesmallpotsofseedmoneytosupport themostpromisingideasresultingfromthesemeetings.
● ConducttheannualUrbanForumasCUPPA’smarqueeevent,highlightingthe greatworkhappeninginCUPPAandshowcasingourcollegetoawide audiencewithinandbeyondUIC.Ensurebroadparticipationfromallcollege membersattheForum,anddevelopaseriesofsmallereventsandpromotions thatleaduptotheForum.
● Formasmallcommitteeoffaculty,staff,andstudentstodesignandimplement anannual“CUPPAConnections”activityorsetofinclusiveactivities,supported byasmallamountoffundingprovidedbythecollege
● ConductperiodicCUPPAClimateSurveystoidentifyopportunitiesto continuallyimproveinclusivityandconnectivityacrossthecollege.
b. Further enhance connections among college members while promoting our shared identity and values through activities with outside communities.
Proposed initiatives include:
● PilotaCUPPA“dayofservice”withacommunitypartner–aneventwhereour faculty,staff,andstudentsworktogetherinservice,buildingcamaraderie, providingabenefittothecommunitypartner,andservingasanactive reflectionofourcollegevalues.
● Coordinatecommunitypartnershipsinsupportofproject-basedcoursesinthe departmentsandpromoteresearchcenterwork,doingsoby:
○ creatingacentralizeddatabaseofcommunityengagementprojects;
○ prioritizingdiverseandinclusivecommunitypartnership(s)thatallow theinvolvementofabroadswathofCUPPA’sresearchcenters,faculty, staff,andstudents,includinghelpingtoexpandtiestoglobal communitiesandissueswhereCUPPA’sfacultyandcentershavedeep expertiseandconnections;and
○ advancingracialequityinallourcommunityengagementwork.
Below is a strategy/initiative that the college may not have enough resources to implement within the next three years but could endeavor to implement soon after:
● Createadedicated“CommunityEngagementCoordinator”positiontobetter coordinateallcommunityengagementefforts.
Enabling Goals
The strategic goals describedabovedefinethesetoffocusedobjectivesthecollegewantsto achieveinthenextthreeyearstostrengthenanddistinguishitself.Ontheotherhand,the following enabling goals representunderlyingrequirementsneededforastrategicplanto succeed–theydescribeapproachestosecuringandstrengtheningcriticalresourcesand infrastructurenecessaryforustosuccessfullyexecuteourstrategicgoalsandelevateour work.
A. EliminatefuturebudgetdeficitsfortheCollegeanditsunitsbysecuringthe resourcesweneedtothrive;and
B. ShoreupCUPPA’smarketingandcommunicationsfunctionsandourinfrastructure.
Enabling Goal A
Eliminate future budget deficits for the college and its units by securing the resources we need to thrive
Thecollegehasfacedfinancialchallengesformanyyears.Someofthesechallengesrelate tooursmallsizecomparedtoothercolleges;othersareafunctionofdecliningsupportfor publichighereducationhappeningthroughouttheUS.Wemustcollectivelyunderstand andpursuethebestpath(s)forwardforfinancialsustainability,inordertocreatean environmentwherenewideascanthriveandthegreatworkalreadyhappeningatCUPPA canbefurthersupported.
To achieve this goal, we will implement the following core strategies in the next three years: i. Make fully transparent and collectively examine the financial resources available to and allocated within the college.
Proposed initiatives include:
● TheDeanwillprepareandsharewiththecollegeadetailedpresentationshowing thesourcesoffundingwereceiveeachyearandhowthoseareallocatedwithin thevariousunitsandsubunits.Byhavingaclearideaofhowourbudgetingworks, wecancollectivelybegintocreateeffectivesolutionsformorestablefinances.
● CUPPA’sExecutiveCommittee,withinputfromtheCabinet,willconducta scenarioplanningexercisetodeterminepossibilitiesandimpactsofpotential changesinannualbudgetaryallocationsfortheunits.Evaluatingdifferent scenariosforresourceallocationwillhelpassessthe status quo aswellasthe pros and cons ofnewapproaches.Budgetaryallocationdecisionswillthenbemade basedonthisanalysis.
● Departmentswillexaminecurrentpracticeswithrespecttograduate assistantshipsanddifferentialtuitionanddeterminehowbesttosupportgraduate studentswhilemaximizingtuitionrevenues.
● Conductbreak-evenanalysestodeterminetheannualnumbersofundergraduate andgraduatestudentenrollmentsneededtofillthecollege’sfinancialgap. Developanenrollmentstrategyneededtoreachthesetargetsandestimatethe timeframeforachievingthem.
ii. Develop and implement a college-wide fundraising plan.
● EachunitwillworkwiththeDeantodeterminetheoperational,administrative, and/orneedsforwhichitwouldmostbenefitfromfundraising.College-wide needsandplacesformutualbenefitwillalsobeconsidered.
● Unitswillalsohelptoidentifythemostpromisingpotentialdonorsforindividual orcollectiveneeds.
● TheDeanwillworkwithstaffinUICAdvancementtodevelopamoredetailedplan forpursuingthedesiredfundraisinggoalsoftheunitsandthecollegeandbegin implementingthisplan.
● TheDeanwillrequestfromcampusadministrationfinancialsupportforCUPPA’s highlyimpactfulcommunityengagementwork,bypresentingevidenceofsuch impactasprovidedbyunitheads.CUPPAcontributessignificantlytothe Chancellor’s“engagementwithourcommunity”strategicpriorityarea,andwe believethisoutsizedcontributiondeservessupportfromcampusadministration.
● StrengthenrelationshipswithphilanthropicfoundationsintheChicagolandarea andbeyond,withassistancefromUIC’scorporateandfoundationsofficetobetter supportresearchfunction.
iii. Evaluate the potentials for forming strategic partnerships with other UIC college(s).
Proposed initiatives include:
● TheDeanwillinitiateaconversationwiththeProvostand/orChancellor,aswell asotherUICDeansaboutthestepsthatwouldbeneededshouldCUPPAwishto expandorpartnerwithanothercollege.
● TheDeanwillappointasmallcommitteetoexaminetheoutcomesforsimilar collegesinotherhighereducationinstitutionsthathaveundergonestrategic partnershipsacrosstheuniversitysystemandevaluatepotentialformsof partnershipsthatcouldbemutuallybeneficialtoCUPPAandoneormoreother UICcolleges.
● Basedontheresultsofthetwoprecedinginitiatives,CUPPAwilldetermine whetherit’sbeneficialandfeasibletopursuestrategicpartnershipswithotherUIC college(s),andifso,withwhichcollege(s)andinwhatforms.
Below are strategies/initiatives that the college may not have enough resources to implement within the next three years but could endeavor to implement soon after:
● Implementtheenrollmentstrategytoreachundergraduateandgraduatestudent enrollmenttargetstoatleasthelpthecollegeachievefinancialbreak-even.
● Fullyimplementthefundraisingplan,and,togetherwithotherfinancialmeasures, achievenetpositiverevenueforthecollege.
● IfadecisionismadeonformingstrategicpartnershipswithotherUICcollege(s),then begintolaythegroundworkforrealizingsuchpartnerships.
Enabling Goal B
Shore up CUPPA’s marketing and communications functions and our infrastructure
Tosupportthesuccessofthisstrategicplan,otherresourcesarealsonecessary.Weseekto strengthenthecollege’smarketingandcommunicationsfunctionsinordertopromoteour uniquevaluepropositions,raiseourvisibility,andhelpusattractstudents,faculty,staff, andfunding.Wealsoseektoimproveourinfrastructuretoensurewecontinuetobe inclusive,accessible,andup-to-dateinourtechnology.
To achieve this goal, we will implement the following core strategies in the next three years:
i. Strategically and consistently promote CUPPA’s research impact to increase the College’s visibility.
Proposed initiatives include:
● Createaprocessforcollectinginformationonresearchactivities,outputs,and impacts.
● Assessandenhancecurrentapproachestosharingresearchinternallywithin CUPPAandUIC.
● Determineandimplementthebestavenuesforconsistentlyandstrategically sharingresearchinnovationandimpactexternallytorelevantstakeholders.
● Evaluateopportunitiestoenhancesocialmediaoutletsandstrengthen coordinationwithcampusandsystemresourcesthatwillincreaseCUPPA’s visibilitywithmediaandlegislativecontacts.
● HostroundtableeventswithexternalpartnerstopromotescaledimpactofCUPPA research,invitingrelevantstakeholdersandpotentialfunderstotheseevents.
ii. Increase centralized college efforts in communications, marketing, and promotion of student recruitment and community engagement efforts.
Proposed initiatives include:
● EnhanceCUPPA’smarketingandcommunicationsfunctionsinsupportof recruitment,providingstrategiccontenttargetedtospecificaudiencesthat amplifiesCUPPA’scompetitiveadvantages.
● Prioritizeashareofthecollege’soverallcommunicationbudgettosupport communicationofCUPPA’scommunityengagementwork.CUPPA’scommunity engagementcouldbeanassetwhenintegratedwithrecruitmentmarketing.
iii. Improve our infrastructure to maximize inclusiveness and facilitate the greatest success of everyone, prioritizing projects that support the environment we want the college to have.
Proposed initiatives include:
● EnsurethatCUPPAhasatleastonefullyaccessiblesetofrestrooms.
● Provideatleastoneall-gendersetofrestrooms.
Below are strategies/initiatives that the college may not have enough resources to implement within the next three years but could endeavor to implement soon after:
● CreateacentralizedcommunicationspositionwithintheDean’sofficededicatedto promotingCUPPAtotherestofthecampusandtoexternalaudiences.
● Furtherimproveourinfrastructure,suchasprovidingaprayer/reflectionroomfor students,andotherinclusive,supportivefacilitiesandtechnology.
● Investinourcapacitytoproducecontentforonlinecourses,leveragingcampus resourcesinvideoproductionandpodcasttechnologies.
Moving Forward
Asthiscollegerecognizessowell,aplanisonlyasgoodasitsimplementation.Input receivedfromthroughouttheCUPPAcommunityduringthisstrategicplanningprocess suggeststhatwearereadytoengagecollectivelyandenthusiasticallyintheworkof bringingourgoalstofruition.Let’smakeithappen!
Ournextstepwillbetodevelopanimplementationplansothatwecangettoworkright awayonrealizingourstrategicinitiatives.TheDeanwillworkwithCUPPA’sExecutive Committeetodetermineathree-yeartimelinetoengagetheactivitiesoutlinedinthe strategicplan.Wewilltaskteamsorgroupswithleadingeachoftheseactivitiesandwillset metricstoassessourprogress.Weinviteeveryone’sparticipationintheseinitiatives,andin makingourstrategicgoalsareality.
Recognizingalsothatthesumisgreaterthanitsparts,wehopethisplanprovidesa roadmapforCUPPA’sacademicunitsandresearchcentersastheyidentifyandworkon theirownstrategicgoalsinthenextthreeyears,ensuringthatwearecohesiveand intentionalinourpursuitsofgrowthandchange.Itisourhopethateveryonecansee themselvesandtheirvisionfortheCollegereflectedinthepagesofthisplan.
CUPPAhashada30-yearhistoryofimpactfulsuccess.Let’sworktogethertoensureeven greatersuccessforthenext30years,makingCUPPAthebesturban-focusedcollegeinthe UStowork,learn,andconductresearchinpursuitofthepublicgood.
Appendix
Leaders of the Strategic Planning Process
StrategicPlanningSteeringCommitteeMembers:
● PhilipAshton,ProfessorandInterimDepartmentHead,DepartmentofUrban PlanningandPolicy(UPP),CommitteeCo-Chair
● KellyLeRoux,Professor,DepartmentofPublicPolicy,Management,andAnalytics (PPMA)andAssociateDeanforFacultyAffairsandResearch,CommitteeCo-Chair
● SariBuffill,BusinessAdministrativeAssociate,PPMA
● EdBury,PublicInformationCoordinator,UrbanTransportationCenter
● DeborahCarroll,ProfessorandDepartmentHead,PPMAandDirector,Government FinanceResearchCenter
● JoeHoereth,Director,InstituteforPolicyandCivicEngagement
● KazuyaKawamura,Professor,UPP
● DeanaLewis,AssociateDirector,InstituteforResearchonRaceandPublicPolicy
● DavidLopez-Garcia,AssistantProfessor,UPP
● StaceySwearingenWhite,Dean
● JodiWhiteJones,AssistantDeanforCommunications
● YonghongWu,Professor,PPMA
Project Consultants
TheCiTTAPartnershipTeam:
● BelindaLi,FounderandChiefConsultant
● RenaHendersonMason,SeniorConsultant
TheStrategicPlanningSteeringCommitteeexpressesitsdeepestgratitudetoallthe individualswhoprovidedinputsthroughoutthisprocess,toonumeroustolist bynamehere.Thecommitteeisalsogratefulfortheadministrativesupportprovidedby LynnRoss-Anderson,DirectorofOperationsandExecutiveAssistanttotheDean, throughoutthestrategicplanningprocess.