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Strategic Plan 2018-2022 Table of Contents

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Strategic Plan 2018-2022 Table of Contents STRATEGIC PLAN 2018-2022 TABLE OF CONTENTS Dean’s Message 2 Priority 4 21 Maintain Robust Fundraising Introduction 3 Priority 5 24 Address Limitations in Facilities Priority 1 9 Develop Innovative Curricula Priority 6 26 Prepare for Leadership Change Priority 2 13 Strategic Planning Process 27 Prepare Students for Uncertain Job Market Priority 3 17 Diversify Faculty and Student Body DEAN’S MESSAGE This is the second time in our journalism The goals we lay out in this strategic plan school’s young life that the community provide clear indications of how to address has come together to produce a strategic these important questions. But our brief vision for our future. The process took history has also taught us that the best an unusual turn midway through, when plans need to be open to constant revision. the school received a transformational, $20-million endowed gift from Craig The people who put this plan together Newmark, the founder of craigslist. represent all that is wonderful about our school: They are a talented, dedicated, In addition to changing our name, the collaborative, and diverse group of faculty, gift set us on a more sustainable path. students, and staff. While the accreditation But it didn’t resolve key questions we still process provided the initial impetus, we face: How will we provide educational believe in the intrinsic value of strategic momentum to a field that continues to planning. We are excited to roll up our shrink and remake itself? How will we sleeves and get started — again. significantly advance the need for more diversity and equity in newsrooms? While the endowment builds, how will we fund Sarah Bartlett our ongoing programmatic expansion Dean, while also offering more scholarship Craig Newmark Graduate School support to students with financial need? of Journalism at CUNY 2 INTRODUCTION The big dreams of just five years ago look small from where we stand today. Most of the goals we set in the 2013-2017 strategic plan were achieved, and our school is now much stronger academically, more diverse in terms of faculty and students, and more secure financially. We have a new name, the Craig Newmark Graduate School of Journalism at the City University of New York, thanks to a generous $20 million endowment established by the Craig Newmark Philanthropies. Our dean, Sarah Bartlett, who took over the leadership of the school in January 2014, to date has raised a stunning $60 million that includes the Newmark endowment. We have added a new Master of Arts degree in Social Journalism, and our M.A. in Journalism has a new bilingual Spanish-language concentration; both are unique in the field. We created J+, our professional development arm, to provide affordable training opportunities for mid-career journalists. J+ has designed and executed more than 70 workshops at the school and trained both small and large organizations, including the Philadelphia Media Network. In total, more than 3,000 people have received J+ training to date. 3 The Tow-Knight Center for Entrepreneurial professional innovators as teachers Journalism launched the News Integrity without a requirement to hire tenure- Initiative, a $14 million fund to foster track professors or PhDs (though we have informed and engaged communities, combat both); media manipulation, and support inclusive, • define scholarship appropriately for our constructive, and respectful civic discourse. field, enabling our professors to innovate with new forms of journalism and to learn With all of this growth, we were bursting out as they teach; of our original two floors. Fortunately, we were • become outspoken leaders for change able to add a third floor in our building to give both in the news industry and journalism us space to expand. education; • control our budget, resources, and space Ours is one of three public graduate programs so we can shift priorities with speed. in journalism in the U.S., and the only one in the Northeast. Unlike other journalism Diversity has been key to the school’s schools, including the two graduate programs mission — in our educational goals and in in New York City which are each situated within supporting the news industry. It has also a single university, our dean reports directly been of incalculable benefit to our students, to the CUNY system’s chancellor, giving us faculty, curriculum, recruiting, job placement, considerable autonomy and flexibility in hiring, funding, centers, and reputation. We began curriculum, and fundraising. This latitude is as one of the most diverse schools in the field not something we take lightly. Such autonomy and have grown even more so, with 57 percent has enabled us to anticipate and react nimbly of students in the Class of 2019 coming to changes in the market and to: from underrepresented communities and 63 • experiment with curriculum without the percent of them qualifying for scholarships. burdens of a larger academic approval Diversity is not only a characteristic of our structure; student body, it is a key strategic priority that • recruit a regularly changing roster of we will discuss below. This year we appointed 4 our first director of diversity and inclusion News Service, has been honored by Editor initiatives, to help implement the school’s and Publisher for the past three years with the vision of becoming the premier training ground EPPY Award for best college/university news for the next generation of journalism leaders site in the nation. Our alumni have gone on to and to make the news industry more relevant successful careers, taking on leadership roles to diverse audiences. The school also aims to at such news outlets as CNN, The New York work with the industry on how best to attract Times, Quartz, Vox, The Washington Post, and retain extraordinary journalists from The Wall Street Journal, NY1, ProPublica, underrepresented populations who graduate Univision, CBSNews, the Associated Press, from our programs. Bloomberg, Consumer Reports, and WNYC. Alumni have won Pulitzer Prizes, Emmy Our curriculum has been adjusted to reflect Awards, Hillman Prizes, and other prestigious the swift changes in the news industry, a honors. nimbleness that has allowed us to remain one of the most innovative graduate schools The Strategic Planning Committee believes of journalism in the country. All this has been the course is right. Innovation, diversity, achieved while we’ve maintained small class fearlessness, and a continued commitment Diversity is not only a sizes, hands-on instruction, and a commitment to core journalistic principles are the to bedrock journalistic principles of thorough cornerstones of the school’s success to date characteristic of our reporting, good writing, critical thinking, and and of its strategy for the future at a time ethical values. when defending, supporting, sustaining, student body, it is a key and improving journalism could not be more Our students are producing work that is being important to the nation. strategic priority. recognized for its excellence. This includes multiple awards from the Society of Professional Still, the committee has identified important Journalists, Investigative Reporters and challenges for the near future: Editors, College Media Association, and Editor and Publisher. The school’s news site, NYCity 1. We face tougher competition than ever 5 before from other journalism schools and programs; 2. The journalism job market remains unstable, with job cuts continuing to outpace new opportunities; 3. We must wait two to three years to give our new endowment enough time to build; 4. We face continued pressure for space; 5. Both CUNY and our school will go through significant changes in leadership. In the priorities and goals outlined below, you will see a school that will devote attention and resources not only to providing the highest quality and most affordable education to its students, but to improving the quality of journalism in the nation. We intend to achieve this by developing greater diversity, innovation, and leadership, and helping to build an economically viable profession that better reflects and serves long-underrepresented communities. 6 Background and they retain strong name recognition and a with a similar focus to the Tow-Knight Center, vast cohort of alumni, as well as much larger including the Shorenstein Center at Harvard, At our launch in August 2006, we vowed to endowments. Columbia has strengthened the Lenfest Institute in Philadelphia, and the build one of the best graduate journalism its market position with a more pronounced various projects at Columbia, including the schools in the nation. From the start we have focus on investigative reporting, documentary Tow Center for Digital Journalism, the Brown proven highly competitive with our top peers: production, and data journalism. NYU’s Institute, and the Sulzberger Executive Columbia University, New York University, Journalism Institute emphasizes programs Leadership Program. These programs Northwestern University’s Medill School, focused narrowly on specific subject areas. attract similar participants and funders. This and University of California at Berkeley. Our These schools appear to have increased their competitive pressure is made more significant applicant pool has significantly increased, scholarship offers for top applicants of color, due to the potential sunsetting of the Tow and peaking at more than 400 applicants for the reducing or eliminating one of our competitive Knight funding for our center in three years. Class of 2018 for approximately 110 spots. advantages with that population. This is also true for other schools across the country with Finally, the school’s finances provide both A number of aspects of our school set us off which we compete. challenges and opportunities. Since opening from our competitors: mainly, our innovative day, the school has thrived through support curriculum that blends core reporting skills While we are one of the most affordable from New York State, CUNY, foundations, and with subject specializations and cross- graduate journalism programs, students here individual donors.
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