SS.1: Significantly increase the degree to which student populations in the college’s degree programs match the state’s diversity by using in-state pipelines with strategic partners internal and external to the university.
SMART GOAL 1.1: Match state demographics for underrepresented populations of our professions in Utah within our three undergraduate degree programs (one population by AY22; two populations by AY25; three populations by AY28).
SS.2: Create selected, structured interdisciplinary educational experiences at each degree level of instruction that forward both educational innovation and effectiveness.
SMART GOAL 2.1: Make the PhD program interdisciplinary (planning & architecture) by AY21 including a shared focus on healthy places.
SMART GOAL 2.2: Create graduate courses and a series of program offerings (degrees and/or certificates) that are interdisciplinary in nature, complimentary to current offerings and meeting emerging market trends by AY22.
SMART GOAL 2.3: Seek 5% human resource cost efficiencies through interdisciplinary synergies in courses and curricula by AY2021.
SS.3: Advance the conversation regarding decolonizing pedagogy across the College.
SMART GOAL 3.1: Foster greater consideration of privilege, global citizenship and decolonizing pedagogy through a series of workshops and discussions by AY23.
D.4: Become the leading voice in Utah for how health and quality of life are differentially impacted by our designed and planned world.
SMART GOAL 4.1: Increase overall external grantsmanship 50% (from a 2020 baseline) through catalyzing research/outreach related to the concept of Healthy and Resilient Places by 2023.
CE.5: Achieve recognition as a leader in community engagement practices throughout the state.
SMART GOAL 5.1: Enrich community engagement opportunities for our caring and creative students through provision of an interdisciplinary Community-Engaged Practices Graduate Certificate.
SMART GOAL 5.2: Create a center related to community engaged practices by Fall 2023.
V.6: Increase the College’s ability to respond to a rapidly changing world by embracing inclusion as an essential quality of resilience.
SMART GOAL 6.1: Revise college RPT standards for tenure-line faculty to be inclusive of Boyer’s models of scholarship by the end of AY 2020.
SMART GOAL 6.2: Create a standing Diversity Action Committee empowered to create (with Dean and College Council approval) a Diversity Action Plan and then assess progress in regard to that plan beginning in AY20.
SMART GOAL 6.3: Advance communications strategies that embrace the diversity of the College’s three units and enable them to express themselves more distinctly by centering communication responsibilities in the units by AY21.
SMART GOAL 6.4: Commence a conversation about a more agile and less duplicative naming for the College beginning in AY21.
SMART GOAL 6.5: Intervene in our historic architecture building to make it more inclusive in terms of wayfinding and accessibility (e.g. elevator, signage) by AY23.