Mission & Vision

The School of Planning and Public Affairs (SPPA) cultivates future leaders in planning and public affairs through rigorous interdisciplinary education, cutting-edge scholarship, and collaborative engagement with communities. We prepare our graduates to lead transformational change in the public interest. SPPA aspires to be a nationally regarded center of excellence where scholarship, practice, and policy intersect to foster equitable, resilient, and prosperous communities.

 

Core Values  

  • Public Service – A steadfast commitment to the common good through ethical leadership and civic engagement.  

  • Collaboration – Bridging disciplines and sectors to address complex societal challenges.  

  • Innovation – Advancing forward-thinking approaches to teaching, research, and practice.  

  • Experiential Learning – Embedding real-world problem solving into educational experience.

     

Goal 1: Ensure the Overall Excellence and Growth of SPPA Programs

Objective 1: Strengthen SPPA’s Two Flagship Graduate Programs

  • Strategy 1: Enhance the national recognition of the Master of Urban and Regional Planning (URP) and Master of Public Affairs (MPA) programs. 

  • Strategy 2: Increase enrollment in graduate studies. 

  • Strategy 3: Maintain a unified and coherent curricular structure. 

Objective 2: Widen SPPA’s Footprint in Undergraduate Education

  • Strategy 1: Utilize undergraduate-to-graduate pipelines effectively. 

  • Strategy 2: Increase enrollment in SPPA undergraduate courses. 

  • Strategy 3: Ensure sufficient course options at the undergraduate level. 

  • Strategy 4: Foster collaborative partnerships with other colleges, departments, and programs across campus. 

Objective 3: Identify Alternative Course Delivery and Program Options

  • Strategy 1: Identify potential expansion opportunities for online and hybrid course offerings. 

  • Strategy 2: Develop and evaluate potential continuing professional development offerings. 

Goal 2: Foster Faculty and Staff Excellence

Objective 1: Recruit and Retain High-Impact Educators and Scholars

  • Strategy 1: Recruit emerging and established faculty whose expertise aligns with programmatic direction and student needs. 

  • Strategy 2: Support research, publication, and creative activity of faculty. 

  • Strategy 3: Support teaching activity of faculty. 

  • Strategy 4: Ensure professional development and mentoring across ranks. 

Objective 2: Ensure Balanced Faculty Workloads

  • Strategy 1: Review and implement work equity standards for faculty. 

  • Strategy 2: Provide clarity and transparency regarding workloads. 

Objective 3: Provide Support for Administrative and Operational Staff

  • Strategy 1: Optimize capacity for existing administrative and operational support. 

  • Strategy 2: Strengthen staff development and retention. 

  • Strategy 3: Build a culture of one community among faculty and staff. 

Goal 3: Support Students Academically and Beyond

Objective 1: Maintain Responsiveness to Student Needs to Achieve High Retention and Timely Graduation Rates

  • Strategy 1: Strengthen alignment between student needs and institutional support. 

  • Strategy 2: Standardize advising practices to maintain continuity across advisors and programs. 

  • Strategy 3: Ensure ongoing relevance of curricular content to applied career fields. 

  • Strategy 4: Provide consistent and predictable course offerings and schedules. 

  • Strategy 5: Maintain and support a culture of community that connects students outside of the classroom. 

Objective 2: Ensure Excellence in Professional Development Infrastructure

  • Strategy 1: Create opportunities for mentorship and professional networking. 

  • Strategy 2: Ensure ongoing relevance of career service support. 

  • Strategy 3: Support the professional development of students. 

Goal 4: Maintain Excellence in Community Engagement and Public Service

Objective 1: Solidify the School as A Leader in Student-Centered Community Engagement

  • Strategy 1: Enhance the impact of SPPA through community-engaged work with IISC. 

  • Strategy 2: Strengthen the budget model of IISC. 

  • Strategy 3: Prioritize student-centered community engagement that serves students and communities through coursework and research.  

  • Strategy 4: Clarify and codify IISC’s dual role in education and outreach on campus and across the state. 

Objective 2: Support High-Impact Public Service by Faculty

  • Strategy 1: Incentivize high-impact public service by faculty. 

  • Strategy 2: Encourage community-engaged research by faculty. 

Goal 5: Sustain Meaningful and Successful External Relations

Objective 1: Develop Clear and Impactful Marketing of Programs

  • Strategy 1: Ensure a clear articulation of program identity and differentiation. 

  • Strategy 2: Form strategic partnerships for marketing. 

  • Strategy 3: Target marketing and outreach to high-yield prospective students. 

  • Strategy 4: Identify and implement ways to advertise and highlight professional success of alumni. 

Objective 2: Participate in Meaningful Engagement with Alumni

  • Strategy 1: Engage alumni in student recruitment efforts. 

  • Strategy 2: Expand opportunities for alumni to contribute to SPPA’s growth and impact.

Objective 3: Grow External Knowledge and Value of Planning and Public Affairs

  • Strategy 1: Offer public-facing civic engagement events. 

  • Strategy 2: Advocate for the value and relevance of planning and public affairs careers. 

  • Strategy 3: Develop co-branded events with community partners and peer institutions. 

Objective 4: Strengthen Fundraising and Advancement Capacity

  • Strategy 1: Establish and communicate fundraising goals and priorities. 

  • Strategy 2: Utilize the extensive alumni network, advisory board, and UI Center for Advancement to raise funds for SPPA.