Strategic Plans in Public Affairs & Planning

Approved June 4, 2026. Organized around a central question — how PPPM can leverage engaged research and community to deliver positive social impact for Oregon and beyond — the plan sets four strategic priorities (Student Learning and Success; Alumni and Career Engagement; Research for Positive Social Impact; and Communication and Visibility), 11 goals, and concrete action steps, informed by a review of 24 peer programs and aligned with the university's Oregon Rising plan.

Aligned with CSU United, the university's institutional vision. Mission: "Inspiring Changemakers. Igniting Transformations." Three strategic priorities through 2030 — Forward-Looking Academics (curriculum renewal and expanded nondegree/competency-based pathways), Community Partnerships and Alumni Engagement, and Organizational Culture and Support — each with measurable objectives.

Dean Colleen Barry's founding strategic plan for the new Brooks School (established Fall 2021). Three founding priorities — Research, Education, and Engagement — pursued through cross-cutting commitments to community, collaboration, equity, and impact. Full 33-page plan also available.

A goal-and-measure framework focused on graduate enrollment growth, annual curriculum review, expanded experiential learning, faculty development, and research and community engagement in public administration.

An eight-year plan organized around three pillars: transformative learning prepared for data- and AI-influenced policy environments; research innovation with public purpose; and a thriving community. Aligned with Georgia State's BluePrint to 2033.

A five-year plan organized around strategic goals that span teaching, research, and service, anchored in the school's mission of stewarding social betterment and environmental sustainability across its Bloomington and Indianapolis campuses.

A 51-page strategic plan reviewing progress against the 2013–2018 plan and laying out detailed goals, objectives, and actions for the UPPD program: education, research, and professional involvement and community outreach, plus strategic initiatives in innovative education, global planning, and emerging issues.

A multi-year plan adopted in Fall 2020 after a multi-stage planning process begun in 2017. Goals cover academic programs, experiential opportunities, faculty research, global engagement, and curricular innovation across SPAA's BA, MPA, EMPA, and PhD programs.

A DEI roadmap built around four pillars: education and awareness; belonging and community; problem-solving on emerging DEI issues; and culture change that institutionalizes diversity, equity, inclusion, and accessibility across the school.

Issued in response to a charge from UCLA's Executive Vice Chancellor and Provost, this refresh updates Luskin's November 2020 strategic plan to better reflect current efforts and align with the campuswide UCLA Strategic Plan. Frames the school's vision — an outstanding living laboratory spanning public policy, social welfare, and urban planning — around its 2023 entry into the US News Top 10 for Public Affairs. Organizes five five-year goals: deepen engagement with Los Angeles and California; expand global reach through new degrees, exchanges, and international partnerships; enhance research and creative activities; elevate graduate and undergraduate teaching (including new MRED and MGPA degree programs); and become a more effective institution.

A condensed draft of UConn SPP's next strategic plan, organized around four mutually reinforcing areas — student learning & success, institutional quality & distinction, research with public purpose, and professional engagement — to be achieved over five-plus years.

A three-year strategic and enabling-goals plan led by a steering committee chaired by Kelly LeRoux and Phil Ashton. Priorities include expanding the pipeline of planning and public-affairs professionals, deepening research impact, and rooting the college's work in Chicago and inclusive justice.

Mission-and-values plan that names the headwinds facing the school: economic pressure on students and public universities, political polarization, declining trust in higher education and public service, and a rapidly shifting policy-degree landscape.

Dean Nisha Botchwey's first strategic plan, drafted by a 50-member steering committee. Centers diversity, inclusion of thought and identity, and resilience; aligned with the University of Minnesota's MPact 2025 plan.

Three college-wide goals: inclusive educational opportunities, research that advances UNO's metropolitan mission, and community engagement woven through teaching, research, and service.

Commitments organized under leadership, capacity, climate, and curriculum — including school-specific training, broader stakeholder engagement, and collaboration with national networks like the University Leadership Council on Diversity in International Affairs.

Adopted March 2024, this plan defines mission, vision, and six program goals spanning curriculum, community engagement, sustainability and resilience, faculty growth, diversity and inclusion, and partnerships — anchored in UTA's Quality Enhancement Plan.

A multi-year vision built around three priorities — Access (reaching and empowering more promising leaders), Impact (extending the reach and influence of faculty contributions), and Innovation (advancing leadership development through bold experiments in teaching). Presented as an interactive microsite rather than a single PDF.