By Les Dunseith

On Jan. 1, Anastasia Loukaitou-Sideris became interim dean of the UCLA Luskin School of Public Affairs, filling a role that is expected to continue for at least two-and-a-half years until a permanent dean is named.

Loukaitou-Sideris, a distinguished professor of urban planning, had previously served as associate dean. A widely published scholar who joined the UCLA faculty in 1990, Loukaitou-Sideris helped lead a strategic planning effort to redefine the future of the School in the wake of the naming gift from Meyer and Renee Luskin in 2004. She drew on that experience a decade later to lead a campuswide effort that created a strategic plan for UCLA.

In a Q&A conducted during her second week as interim dean, Loukaitou-Sideris talked about taking on new responsibilities, how she is approaching the challenge and what she sees as the Luskin School’s immediate priorities.

What was your reaction when you found out you would be the interim dean?

Loukaitou-Sideris: Well, it was a mixture of excitement — because I love the School — and a little bit of being overwhelmed. I’ve had a very good life, heading all kinds of research-related activities, as well as being an associate dean for 12 years. This role brings with it a whole new area of work that is much more intensive, but also exciting.

At the same time, I know the School inside and out, and I have served the university in different capacities. I know the deans. I know the vice chancellors. There is an element of familiarity. And I feel that I’m giving something back to a School that has been extremely good to me all these years. 

Have you witnessed a lot of change in your time as a UCLA Luskin professor?

Loukaitou-Sideris: Absolutely. I pre-date the formation of this School in 1994. I was in the Graduate School of Architecture and Urban Planning, and at the time everybody in that program was very much opposed to moving urban planning to this new entity. In retrospect, we were wrong, as the new school opened up new and exciting opportunities.

The common thread is social justice and a desire to make cities and society better — to improve things. What is unique from the early days is the recognition that by bringing together our individual disciplines and finding common initiatives, we can attract more people who are interested in tackling complex issues and do so in a much more comprehensive way.

The Luskin School added an undergraduate degree program and new academic research centers in recent years. Growth is generally a good thing, but it also can be challenging. What needs to happen next?

Loukaitou-Sideris: We have reached a level of stability now. I anticipate leading new initiatives relating to global public affairs, real estate development and e-governance and the introduction of digital technology tools  — and we have been assured by the provost that such efforts will be supported — but compared to the last few years, growth is going to be more moderate.

What are your top priorities as interim dean?

Loukaitou-Sideris: It is very crucial to reassure people that the School is not only doing well but is going forward.

We’ve faced what I call a “triple whammy.” We had COVID. We had the UC strike. And we had the unexpected resignation of a dean. One of the very first things I’m doing is meeting with people and reassuring them. I have spoken with the Board of Advisors, the department chairs and many individuals, including the Luskins. I plan to meet with our students. I am holding a town hall for faculty and staff.

Both groups at once?

Loukaitou-Sideris: Yes, I insisted on that. I don’t believe in treating the two groups differently. We all work for the good of the School, and we all have a very important role to play. We don’t have first-class and second-class citizens here.

Morale is very important, as you know, in an organization. My door is open, and it will remain open.

Another priority is to tackle the economic realities brought about by the pandemic and the strike settlement agreement, which will increase labor costs, without diminishing pedagogic excellence. It is not the best thing for a new dean, you know, to start during an environment where you have to cut budgets. But I think that people understand.

And I have to say that people have been so far very responsive and very understanding.

As you know, research is a great love of mine. So yet another priority is that I want to see the School continue to increase our grants and ensure that tighter budgets do not reduce opportunities for research. I will be working closely with the research centers on that.