ENV Strategic Plan (2019-23)

College of Environmental Design

strategic

PLAN

2019-2023

College of Environmental Design

strategic PLAN

VISION 2019-2023

STATEMENTS, GOALS, OUTCOMES, & STRATEGIES

MISSION We cultivate success through a diverse culture of experiential learning, discovery, and innovation.

Cal Poly Pomona will be the model for an inclusive polytechnic university that inspires creativity and innovation, embraces local and global challenges, and transforms lives.

ENV

ENV

We prepare design professionals and scholars to shape the future built and natural environments and to develop creative solutions which are effectively communicated.

The College of Environmental Design is a hatchery of design ideas, an incubator of innovation and experimentation, a conservatory for precedent and best practices, and, at its best, a wonderland that inspires a passion for learning.

CPP*

*Source: Cal Poly Pomona strategic plan.

Photos by Mark Maryanovich

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Strategic Plan

CPP*

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VALUES ENV

VALUES CPP* Academic Excellence We demonstrate academic quality, relevance, and excellence through our teaching, learning, scholarship, and creative activities with student centered faculty in an evidencebased culture.

Experiential Learning Our polytechnic identity fosters an integrative approach to education through collaboration, discovery, learnby-doing, and innovation. Our approach encourages reflection, informed risktaking, and continuous learning.

Student Learning and Success We are deeply committed to educational experiences and supportive services that engage our students, enhance personal well-being and growth, provide career opportunities, and foster ethical citizenship.

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Inclusivity

Learn by Doing

Our diversity across multiple dimensions reflects and enhances our community. We are welcoming and respectful, and we value diversity.

We recognize the interconnection of theory and practice and the dynamic state of knowledge, and adopt practices that develop student capacity to generate new knowledge, innovate and adapt, recognize opportunities, and engage the world outside of the classroom.

Community Engagement We nurture mutually beneficial and meaningful relationships with community partners and stakeholders.

Social and Environmental Responsibility As global citizens, our individual and collective actions reflect our commitment to one another, society, and the environment.

*Source: Cal Poly Pomona strategic plan.

Strategic Plan

Collaboration We emphasize close interaction between students and faculty, provide opportunities for engagement with practice in California and internationally, and recognize the changing nature of work and the growing necessity of interdisciplinary collaboration and working in teams.

Creativity and Inquiry We ignite students’ imaginations to develop their capacity to address the challenges of the environmental design disciplines.

Diversity and Inclusivity We have an obligation to ensure that all constituencies of the design professions represent the diversity of the California population.

Social Justice and Equity Our students and faculty empower communities and stakeholders to address economic and social inequities.

Sustainability and Regeneration We address the momentous challenges from the local to the global levels relating to energy, natural resources, climate change, and social change.

Embracing Change We adopt creative approaches to society’s future needs and enable experimentation with innovative technologies, paradigms, and pedagogies.

OUTCOME

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By 2023, ENV will have increased interdisciplinary collaboration throughout the curriculum.

Strategy 1: Reaching out to other disciplines to learn

Rationale: Interdisciplinary

GOAL1

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Interdisciplinary Collaboration: Weave

interdisciplinary collaboration throughout the curriculum by expanding and adapting available facilities to promote collaboration and exchange, cultivating resources, and exploring new technologies and innovative approaches to teaching, making ENV a College where something interdisciplinary is happening all of the time.

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Strategic Plan

collaboration reflects the growing global issues facing environmental design professionals, specifically the phenomena of complexity, scale, rapid change, lack of precedent, and increasingly diverse publics. Creative and effective professionals need to be able to transcend traditional disciplinary boundaries and engage in “out-of-the-box” thinking resulting from the interaction with collaborators of different backgrounds, skills, and perspectives to problem-solving.

Interdisciplinary learning can therefore lead to more-rounded, resourceful, and inclusive design practitioners.

about their work/facilities and explore cross-disciplinary opportunities is a College-wide responsibility including the Dean’s Office, department chairs, faculty, staff, and students.

Collectively we will work on one initiative per year. We commit to the Dean’s Office initiating an exploratory process conducted by faculty and students in the Fall which leads to an interdisciplinary project in the Spring semester.

Strategy 2: Conduct a census of interdisciplinary activities already going on.

Strategy 3: Organize a series of in-house and cross-

disciplinary workshops and/or lunch meetings to spread knowledge of new technologies and teaching methodologies.

Strategy 4: Develop an ENV common lecture series that touches on all ENV disciplines and pools resources.

Strategy 5: Organize an ENV end of year internal open

house to enable students and faculty to discover, explore, and make connections to disciplines outside their own.

Strategy 6: By 2021, evaluate the feasibility of new

programs that provide an interdisciplinary experience.

Strategy 7: Conduct an annual review of highlights and

communicate these at Fall Conference and as an addendum to the Annual Report.

OUTCOME

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By Fall 2023, ENV will have increased space and financial resources devoted to interdisciplinary projects.

Strategy 1: Develop/identify a

conference space suitable for crossdisciplinary collaboration.

Strategy 2: Allocate a share of faculty

development money to produce one new course per year that links a discipline within ENV to another discipline (either in ENV or outside) that are delivered in nontraditional means and locations.

Strategy 3: Offer financial incentives to encourage faculty to develop interdisciplinary courses.

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OUTCOME

GOAL2

Diversity: Fulfill ENV’s mission of becoming nationally recognized for diversifying the design disciplines by stretching our capabilities to bring all perspectives to light.

Rationale: We embody and

embrace demographic and cultural changes in American society. To foster this we provide resources to the spectrum of race, ethnicity, and gender identities and those with varying levels of physical and mental ability. In the case of ENV in particular and CPP in general, diversity represents our strength.

Thus, it is imperative that we remain cognizant of the fact that diversity is not static, but in constant fluctuation, where being open-minded and adaptable to our differences allows us to move forward, not backwards.

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Strategic Plan

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ENV will match the university’s goal of a 0% URM achievement gap by 2025.

Strategy 1: In 2019–2020 AY establish

a college-level committee on the achievement gap to report on the remaining barriers to closing the achievement gap in ENV which utilizes university analytics data to develop academic support services for underrepresented students to improve their retention and graduation rates.

Strategy 2: By Fall 2020, ENV will

have a Diversity Assessment and Plan of Action (DAPA) based on findings about the diversity of the student levels compared to state demographics, in the areas of recruitment, retention, and URM performance gaps for students.

OUTCOME

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Work with campus partners to remove obstacles to academic success for our diverse student population, to be evaluated annually.

Strategy 1: By Fall 2020, work with the Dis-

ability Resource Center to help students with disabilities within our majors succeed and look to creating a more inclusionary environment for incoming freshmen and transfer students who may have visible or non-visible disabilities.

Strategy 2: Develop a college-wide approach to mental health challenges among ENV students that could include worries about economic stress, family issues, and competing demands on time.

Strategy 3: By Fall 2020, develop a plan to offer oral and communication skills training including ESL services to all ENV students.

Strategy 4: Create a seamless web of

advising including professional advisors, wellinformed faculty, and student peer advisors.

Strategy 5: Create an ongoing speaker

and workshop series at ENV aimed at staff, students, faculty, administrators, alumni, community members, etc., to educate and raise awareness of diversity-related issues or themes, such as race, class, identity/identities, immigration, sexual orientation, mental health, etc. from an inclusive array of speakers.

OUTCOME

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OUTCOME

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By Fall 2023, 50% of ENV new tenure-track faculty, lecturers, and staff hires will be from underrepresented minority groups.

By Fall 2023, 10% of the ENV First-Year student cohort will identify as African-American.

Strategy 1: By Fall 2020, ENV will have

Strategy 2: Collaborate recruiting efforts

a Diversity Assessment and Plan of Action (DAPA) based on findings about the diversity of the faculty, staff, and administration levels compared to state demographics, in the areas of recruitment and retention.

Strategy 2: The College will find ways

to raise the visibility of the College and departments as academic magnets for diversity by hosting talks by future university faculty from diverse backgrounds.

Strategy 1: Explore new forms and

approaches of recruitment and outreach of students such a Summer Discovery program. with African-American alumni and professional organizations and community colleges and high schools with high percentages of AfricanAmerican students.

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OUTCOME

GOAL3

Communication: The strengths and accomplishments of faculty, students, staff, and alumni are well-recognized, understood, and celebrated.

Rationale: Professional, clear, and efficient

internal and external communication is a central element to the success of ENV. Conveying a common vision is important to both an internal audience consisting of diverse backgrounds, and also an external audience who may not fully understand the design disciplines. This is also an opportunity to utilize the expertise of the faculty that excel in environmental design which communicates through structure, land use, wayfinding systems, and more traditional methods of visual communication design, including implementing identity systems, in both print and digital media.

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Strategic Plan

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The College and departments understand our stakeholders’ perceptions about the strengths and weaknesses of our programs.

Strategy 1: By Fall 2020, ENV will have

completed a branding exercise/study to understand our desired audience/ stakeholders and what they currently think about ENV and the potential opportunities that are not being addressed.

Strategy 2: Develop a communication or

branding plan that addresses both general perceptions and perceptions of targeted groups which might include alumni, employers, supporters, media, prospective students, high school guidance counselors, etc.

Strategy 3: Advocate for additional state or private funding for staff positions to support expanding communication needs.

OUTCOME

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By 2023, the College will be recognized for its leadership in advocating for interdisciplinary perspectives and educating both internal and external audiences on the benefit of interdisciplinary design.

Strategy 1: College will take the lead in

communicating interdisciplinary work and our commitment to diversity.

Strategy 2: Explore new and non-traditional media approaches, such as video and social media, to communicate what we are doing.

Strategy 3: The College will actively pro-

mote scholarly, professional, and creative work, of all types, that is being generated by ENV’s faculty and students through the ENV website and other media.

OUTCOME

3

Develop a collateral campaign to promote ENV through print, digital, and social media formats.

Strategy 1: In Fall 2019, discuss with each department and Lyle Center their specific marketing needs.

Strategy 2: By end of AY 2019–2020

develop nimble, low-budget pilot project that addresses needs from departments and Lyle Center.

Strategy 3: In Fall 2020, establish a

comprehensive campaign to promote ENV’s student and faculty successes.

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GOAL4

Growth: Consistent with Cal

Poly Pomona’s reputation as a student-centered institution, hire more tenure-track faculty, experienced professional practitioners, and graduate assistants to accommodate growth of ENV programs, ensure high-quality interaction between students and faculty, and further improve ENV’s academic reputation.

Rationale: Creating places and spaces to live, work,

and play are essential to the human condition, even while human development continues to expand, and our planetary resources shrink. ENV programs must grow to accommodate the demand for human environments that are well-planned and designed for a sustainable future. Growth in faculty positions and instructional resources must parallel the growth of our student population, to ensure that our teaching and learning environments cultivate the essential leaders and innovators of planning and design. For this to be realized, partnerships with the external community must be developed for both learning potential and resource development.

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OUTCOME

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Increase ENV headcount and FTES parallel to the University’s, as part of CPP’s response to the State’s and the CSU’s call for increasing the number of college graduates entering the workforce.

Strategy 1: In order to maximize tenure-track lines, the Dean will work with Departments to make the strongest possible argument for need based on growth of FTES, growth in the student population, attrition of existing faculty, participation in clusters, and responses to other University priorities.

Strategy 2: Improve communication with

and develop articulation agreements with local community college faculty and other ways to increase the number of community college transfers to ENV programs.

Strategy 3: Work with employers,

professional associations, and alumni to increase awareness of career options of applicants and current students in the ENV disciplines.

OUTCOME

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OUTCOME

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Grow ENV tenure density beyond increases in student population to elevate student success.

By 2023, produce a plan to increase ENV’s external funding by 25% to support the College’s growth goals.

Strategy 1: Starting in AY 2019–2020, get

Strategy 1 : The Dean and Senior Director of

authorization to add one tenure-track faculty line per year, per department.

Strategy 2: The Dean will work with

departments to prepare a multi-year plan for increasing tenure-track faculty, based on enrollment growth and accreditation requirements.

Development to start a series of discussions with department chairs, faculty, and alumni to develop fundraising goals and strategies.

Strategy 2: Expand network of prospective donors to develop a system for alumni, employers, and faculty to identify prospective donors.

Strategy 3: The Dean and Senior Director

OUTCOME

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By 2023, the space available to the College for studio and instruction will be increased to accommodate growth and addresses the unique needs of our programs.

Strategy 1: Assess current use of space and

future space needs that acknowledges cultural and specifically-stated accreditation standards.

Strategy 2: When decisions are being

of Development will involve department chairs, faculty, and alumni in systematic visits with potential donors.

made about space, proximity is considered a priority to enable collaboration and convenience of students, faculty, and staff within a program.

Strategy 4: Work with advancement to

Strategy 3: Communicate the unique

raise private funds to increase the number of graduate student assistantships.

Strategy 5: Tap into state money, connect with private donors, explore off-campus options, and re-think how we use our academic spaces.

needs of ENV programs and space use to University leadership.

GOAL5

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Research, Professional, and Creative Activities: Support the TeacherScholar Model and other avenues for creative professional engagement.

Rationale: Faculty involve-

ment in research, professional, and creative activities and work that is peer-reviewed and juried makes a difference in academia, professional work, and community life.

Shining a spotlight on research, professional, and creative activities via the Teacher-Scholar Model benefits both faculty and students.

The correlation between financial and administrative support and success in these endeavors is a simple fact. Support and recognition for faculty efforts facilitates interdisciplinary collaboration and also promotes their rich talent, expertise, and influence.

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OUTCOME

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Increase the number of ENV faculty involved in research, professional, and creative activities, and further raise the quality and quantity of work produced.

Strategy 1: ENV faculty work with Office of Research, Innovation & Economic Development in identifying external grant resources.

Strategy 2: ENV faculty work with Senior

Director of Development in securing gifts to department and ENV.

Strategy 3: Increase faculty development funds and provide resources to support faculty applications for both internal and external funding.

Strategy 4: Create an ENV Outstanding Scholar of the Year award and ENV Outstanding Design Professional of the Year award.

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Strategic Plan

OUTCOME

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OUTCOME

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Increase the visibility of faculty members’ research, professional, and creative activities and create stronger connections between research and the classroom.

Create College-wide annual journal booklet that is an academic collection of scholarly work, articles, and other creative works to promote faculty research.

Strategy 1: ENV website and publications

Strategy 1: Fall 2019, develop criteria for

will contain a current list of each faculty member’s scholarly and creative projects to promote scholarship achievements.

Strategy 2: College will host events

publication, gather peer-review panel, and call for entries.

Strategy 2: By end of Spring 2020 print

highlighting the faculty member’s scholarly and creative projects.

and distribute printed booklets to campus, community partners, feeder schools, and prospective donors, students, faculty, and staff.

Strategy 3: Enable funding for under-

Strategy 3: Explore ways to bring grant

graduate and graduate research assistants.

Strategy 4: In order to be eligible for

STEM-funding, promote ENV disciplines as being STEM-related.

opportunities, credibility, and legitimacy to professional practice work.

The College of Environmental Design wishes to thank the following individuals for their leadership, ideas, time, and commitment to the strategic planning process:

Anthony Acock

Pablo La Roche

Robert Alexander

Barry Lehrman

Antonio Anfiteatro

Weimin Li

Karen Chan

Sarah Lorenzen

Becky Cheng

Frances Loya

Archie Dixon

Lee-Anne Milburn

Melissa Flicker

George Proctor

Samantha Gonzaga

Irma Ramirez

Karlyn Griffith

Austin Richards

Fathima Halim

Deborah Scheider

Alvaro Huerta

Rennie Tang

Sooyun Im

Stephanie Wagner

Brittany Jones

John Welty

Ray Kampf

Andy Wilcox

Dohyung Kim

Richard Willson

Alyssa Lang

Michael Woo