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					                                                                   Please indicate in what
                                                                       ways you have
                                                                     experience with the
   Timestamp                            Respondant                         School.
10/17/2008 15:12:25   SCARP Masters Student 1st Year
10/17/2008 15:25:22   SCARP Masters Student 1st Year
10/17/2008 19:39:15   SCARP Masters Student 1st Year
10/19/2008 18:48:05   SCARP Masters Student 1st Year
10/21/2008 13:42:22   SCARP Masters Student 1st Year
10/21/2008 14:13:31   SCARP Masters Student 1st Year
 10/23/2008 0:02:56   SCARP Masters Student 1st Year
10/28/2008 12:53:04   SCARP Masters Student 1st Year
10/28/2008 13:45:02   SCARP Masters Student 1st Year
10/29/2008 11:27:33   SCARP Masters Student 1st Year
 10/30/2008 1:40:57   SCARP Masters Student 1st Year
 10/30/2008 2:29:02   SCARP Masters Student 1st Year
10/30/2008 15:27:35   SCARP Masters Student 1st Year
10/31/2008 21:54:24   SCARP Masters Student 1st Year
10/17/2008 12:29:02   SCARP Masters Students 2nd year and beyond
 10/18/2008 7:26:30   SCARP Masters Students 2nd year and beyond
10/18/2008 14:44:38   SCARP Masters Students 2nd year and beyond
10/19/2008 23:59:16   SCARP Masters Students 2nd year and beyond
10/20/2008 19:32:56   SCARP Masters Students 2nd year and beyond
 10/21/2008 0:25:07   SCARP Masters Students 2nd year and beyond
10/21/2008 13:22:44   SCARP Masters Students 2nd year and beyond
10/21/2008 13:47:27   SCARP Masters Students 2nd year and beyond
10/23/2008 16:04:24   SCARP Masters Students 2nd year and beyond
 10/30/2008 1:53:10   SCARP Masters Students 2nd year and beyond
 10/30/2008 2:14:50   SCARP Masters Students 2nd year and beyond
 10/30/2008 2:36:24   SCARP Masters Students 2nd year and beyond
 10/30/2008 4:27:07   SCARP Masters Students 2nd year and beyond
10/30/2008 13:05:44   SCARP Masters Students 2nd year and beyond
10/30/2008 22:35:12   SCARP Masters Students 2nd year and beyond
10/17/2008 11:46:12   SCARP Doctoral Student
10/17/2008 15:42:27   SCARP Doctoral Student
 10/30/2008 9:08:53   SCARP Doctoral Student
10/30/2008 13:29:20   SCARP Doctoral Student
10/30/2008 19:27:35   SCARP Doctoral Student
 10/31/2008 9:27:27   SCARP Doctoral Student
10/31/2008 17:15:37   SCARP Doctoral Student
 11/3/2008 16:55:57   SCARP Doctoral Student
10/17/2008 16:44:25   SCARP Alumni
10/20/2008 20:17:40   SCARP Alumni
10/20/2008 20:24:47   SCARP Alumni
10/21/2008 11:15:42   SCARP Alumni
10/21/2008 13:55:18   SCARP Alumni
10/21/2008 15:48:10   SCARP Alumni
10/22/2008 18:16:30   SCARP Alumni
10/22/2008 18:22:20   SCARP Alumni
10/22/2008 20:33:30   SCARP Alumni
10/23/2008 14:58:37   SCARP Alumni
10/24/2008 22:12:05   SCARP Alumni
10/27/2008 12:08:09   SCARP Alumni
10/29/2008 11:48:41   SCARP Alumni
10/29/2008 20:51:19   SCARP Alumni
 10/30/2008 1:13:23   SCARP Alumni
10/30/2008 12:05:56   SCARP Alumni
 10/31/2008 2:13:19   SCARP Alumni
10/31/2008 12:10:19   SCARP Alumni
10/31/2008 12:13:05   SCARP Alumni
10/31/2008 21:33:55   SCARP Alumni
10/16/2008 12:47:24   SCARP Continuing Faculty
10/17/2008 11:14:10   SCARP Continuing Faculty
10/17/2008 11:34:03   SCARP Adjunct Faculty
10/29/2008 18:04:53   SCARP Adjunct Faculty
10/30/2008 20:24:39   SCARP Adjunct Faculty
 10/31/2008 0:17:22   SCARP Adjunct Faculty
  11/1/2008 0:02:39   SCARP Adjunct Faculty
10/22/2008 20:13:41   Employers of SCARP Graduates   - have known and know members of faculty over the years
10/26/2008 15:41:31   Employers of SCARP Graduates   I am a graduate of the School. I have lectured occaisionally at the Sc
10/28/2008 13:56:53   Employers of SCARP Graduates   Occasional guest lecturer
10/31/2008 12:47:48   Employers of SCARP Graduates   alumnus
10/28/2008 15:23:37   Others                         Worked on PIBC
                                                     I was a Professor in the
  11/2/2008 0:42:01 Others                           School
                                                                    Approximately how
                                                                   many SCARP graduates
      Are you a SCARP     What year did you    Have you employed    have you hired and
         graduate?           graduate?          SCARP graduates?     since which year?




Yes                     M.A. 2005
Yes                                     1993
Yes                                     2008
Yes                                     2000
Yes                                     2008
Yes                                     1998
Yes                                     1991
Yes                     M.A. 2003
Yes                                     2005
Yes                                     2005
Yes                     MA 2004
Yes                                     2007
Yes                                     2003
                       Yes                    1987 MA
                       Yes                    2008 MA
                       Yes                                      2006
                       Yes                    MSc, 2008
                       Yes                                      2002
                       Yes                    MA 1978
                       Yes                    MA 2008


                         No                                         Yes                    Part-time contrcat work only
                         No                                         No
                         No                                         Yes                    about ten since 1976
                         Yes                                   1995 Yes                    10 since 1995
                         Yes                                        Yes                    20+ 1974-2006
                                             1975 Interdiscip PhDAreas Urban Land Economics, Housing Planning
                                             the years              Yes                    2 -1995, 1997
 have known and know members of faculty over 1974 Batchelors (Honours) degree in Urban & Regional Planning
                         Yes                 1982 Master of Arts    Yes                    20 since 1986
Occasional guest lecturer                    Not a SCARP graduate Yes                      10 since 1990
                         Yes                                   1997 Yes                    org currentlyhas about 8 SCARP grads; longest serving approx 15 yrs
Approximately what
 percentage of all                                                       What topic area
 people hired have   What area of planning What are the areas of         are you focusing
   been SCARP         did your degree(s)   planning in which you             on in your
    graduates?             focus on?          have practiced?           doctoral studies?
                                                                       Community Development and Social Planning, Comparative Develop
                                                                       Disaster and Risk Management Planning
                                                                       Comparative Development Planning
                                                                       Urban Design and Transportation Planning, Urban Development Plan
                                                                       Ecological and Natural Resources Planning
                                                                       Ecological and Natural Resources Planning, Urban Design and Transp
                                                                       Urban Design and Transportation Planning
                                                                       Community Development and Social Planning, Comparative Develop
                                                                       Urban Design and Transportation Planning, Urban Development Plan
                                                                       Comparative Development Planning, Ecological and Natural Resource
                                                                       Urban Development Planning
                                                                       Community Development and Social Planning, Urban Development P
                                                                       Ecological and Natural Resources Planning, Urban Design and Transp
                                                                       Community Development and Social Planning, Ecological and Natura
                                                                       Ecological and Natural Resources Planning, Urban Design and Transp
                                                                       Community Development and Social Planning, Comparative Develop
                                                                       Ecological and Natural Resources Planning
                                                                       Urban Design and Transportation Planning, Urban Development Plan
                                                                       Urban Design and Transportation Planning, Urban Development Plan
                                                                       Urban Design and Transportation Planning
                                                                       Community Development and Social Planning, Ecological and Natura
                                                                       Ecological and Natural Resources Planning
                                                                       Urban Design and Transportation Planning
                                                                       Community Development and Social Planning, Urban Design and Tra
                                                                       Community Development and Social Planning
                                                                       Community Development and Social Planning, Urban Design and Tra
                                                                       Comparative Development Planning, Ecological and Natural Resource
                                                                       Community Development and Social Planning, Ecological and Natura
                                                                       Comparative Development Planning
                                                                       transportation and urban development
                                                                       First Nations and Natural Resource Planning
                                                                       Urbanization in Asia
                                                                       Urban Design; Urban Development
                                                                       social planning
                                                                       relationships of planning to health and health inequities
                                                                       Community engagement, conflict resolution, inter-cultural planning
                                                                       Localized energy production and implementation.
                                             transportation planner, private, lower mainlandurban designer, private, lower mainlandfacilita
                     Urban Design, public participation
                                             Social
                     Social PlanningHousing Policy Planner, gov't, BCSenior Planner, private, BCSenior Planner. gov't, BCSenior Planning An
                     transportation          transportation
                     Community Planning      Planning Assistant (govt, LM)Planner Analyst (govt, LM)Community Planner (govt, LM)
                                             research analyst, non-profit,
                     Transportation, affordable and non-profit housing LM
                                             Since graduation, I have worked as a community and social planner with the City of Vancouve
                     Community and urban planning
                                              Development
                     Housing and CommunityHousing Planner - Hull EnglandCommunity Planner, First Nations - North Vancouver
                                              although did quite a bit of international and internationalcommunity planner, private, BC
                     Environmental planning, community development, non profit, BC development planning as well.
                                             Development Consultant, Private Sector, make me B.C.Urban Designer, such a huge respon
                     Urban Design. (Not survey instrument design, which if I did wouldVancouver,wonder why we needPrivate Sector, B.C.Co
                     urban design            private sector;Lower Mainland, BC, and US;urban design
                     Community development   Program, partnerships and policy analyst, govt, Canada
                     Environmental           park planner, local government, lower mainlandpolicy analyst, government, lower mainland
                                             govt, private,
                     Resource and Community Planning
                                                                       housing
                                              social planning; housing policy planner; social planner/community planner
                                              Transportation           Transportation Planner, Private, Lower Mainland,
                                                                        areas
                                              Environment and naturalDevelopment planning (local government), Environmental planning (local government) both i
                                              Urban Design             development planning, govt, LM
                                                                       environmental marine protected areas
                                              Public process, ocean management and assessment, federal government, Vancouver and Ottawa
                                                                       provincial
                                              Local area planning in Vancouver government in Smithers BC Tribal councils in Kamloops and Alert bay BC
                                              affordable housing       housing and homelessness programs: govt, LM, BC


art-time contrcat work only                                            Management consultant, Lower Mainland // Director of Planning & Development, Lower Main

                      less than 5%                                   land, resource and water planning with the Provincial government for over 30 years exclusive
                                                                     Sector: Aboriginal, international organizations, government, private, NGOLocation: BC, Planni
                                         80.% Comparative Development Planning (in developed and developing countries), Ecological and Natural Resources Alberta
                                         60.%                        Housing Planner, Planning Manager, Municipal, Lower MainlandConsultant, Strategic Planning
                                          5.%                        - government (municipal, provincial, territorial, federal, First Nations)- private sector (indepen
                      50% of professionals                           community development, urban and reginal planning
                      40 percent                                     Municipal and provincial - 4 yearsPrivate consulting - 25 yearsPublic enterprise - 2 years
                                                                     SCARP grads
                      in planning/related departments approx 70% are economic development, government; lower mainlandsocial planning, local government; lowe
                                                                     Rural and regional planning, recreational and lakeshore

                                                                       Community, regional and institutional development
                     As one of Canada’s first          Shared          One of only 2        SCARP has a
                   planning schools, SCARP’s      commitment by Canadian Masters           distinguished       SCARP’s students
                  distinguished history, strong staff and faculty to in Planning with     multidisciplinary    are outstanding,
                    reputation, and drawing       SCARP’s mission US accreditation,      faculty covering a    engaged, critical,
                    power after 55 years are     on sustainability, plus CIP and PIBC      wide range of       constructive and
                    attributed to its focus on       which also       accreditation.         subjects,           cooperative.
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Community Development and Social Planning, Urban Design and Transportation Planning
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Highly committed                         SCARP’s multi-       The School has strong        Large group of
Adjunct Professors                        disciplinary          relationships with          distinguished
 bringing a wealth     Committed and      professional       professionals in various          alumni,
   of public and      highly competent program offers a     areas including the public      strategically
   private sector      administrative breadth of courses        sector (e.g. City of       placed all over
 experience to the          staff.      with some depth         Vancouver, other             Canada and
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 SCARP is well positioned in                         SCARP has a good
      UBC given its trans-                           governance model
disciplinary orientation, close      Interpersonal      that is open,
    connections with other         relationships and   participatory,
  interdisciplinary research,      internal harmony formally involves
   teaching and community            within SCARP.     students, and
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                                                                                                        A major weakness
                                                                                                        is the lack of funds
                                                                                                         and resources for
                                                                                                           SCARP, which
                                                                                                        limits the School’s
                            Do you have any new or revised Strengths?                                     abilities in many
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I would be interested in seeing a "strength" that identifies its relationship and place in the greater north american context or more globally.
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Adjuncts professors in economic methods and real estate is why I`m registering in courses with a smile on my face.
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Administrative staff are highly competent but not friendly when you first meet them. 2 years ago I was seriously considering Scarp until I went t
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Strength: producing graduates with the skill set that the profession demands.                           Remove
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Remove the word "strategically" from the strength about alumni. It sounds like SCARP deliberately deposited people in their jobs as part of som
The statement of "more developed leadership" should be qualified                                        Retain
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Regarding SCARP's multi-disciplinary faculty conducting research and teaching, which draws in fuding, make sure that the faculty's priority is te
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Revised strength: SCARP has a distinguished multidisciplinary faculty covering a wide range of subjects, conducting research in significant areas
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the fact that (in my opinion and as far as i understand) most faculty teach 2 courses a year, which provides continuity in learning and exposure t
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While in theory open and transparent governance processes have not always been the case. In years where PSA council is significantly dominat
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Agree that SCARP's age & diverse faculty are a draw, but unsure the degree to which it focuses on sustainability, its alumni or CHS affect its repu
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I think SCARP makes a strong effort to have a good governance model, however there is much grumbling in the student body about it. The PhD
                                                                                                       school
In addition, there is now a large cohort of Ph.D. students who could play a leadership role within theRetain or broader community. Institutes su
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- Something about the location in Vancouver, given that Vancouver is largely seen as being a leader in the urban sustainability field.- The biggest
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Program is relevant to students who wish to practice planning in BC or elsewehre. Program is interdisciplinary with a strong focus on sustainabi
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Some faculty are involved in research that is directly applicable to local planning decisions and are making direct connections with local govern
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cohorts are diverse, including international students and students of varying ages.                   Retain
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Go beyond 'strong relationships' with professionals and venture into collaborative processes on community issues/concerns; develop continuin
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The main strength of SCARP is its diversity, and students with diverse backgrounds are attracted to the program for that reason. The experienc
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SCARP draws international students who share diverse perspectives on planning in different cultural contexts.
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                                                                                                         interaction with a range of disciplines on su
Location of the School in the Faculty of Interdisciplinary Studies provides an opportunity for greaterRemove
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Speaking to students not sure about governance model.I'd remove "strong" from relationships with Retain  professionals and retain the rest of the poin
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The structure of this questionnaire so far is rather self-serving and includes words such as "distinguished" multidisciplined faculty that are extre
Clearly one of the strengths of the program is that it keeps producing great new professional planners. I would think that is its most important s
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I'm suggesting removing a number of what are essential supporting strengths not core strengths - they matter, just not that much.
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-- first strength: many ideas in one item, which I think, is "drawing power". to this generic strength I'd add: regional attraction (Vancouver); affil
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                                     Poor coordination     Lack of standing         Need to
                                      between overall       committee on      rationalize course
 Inconsistency of Weak application learning objectives   curriculum review,    offerings to avoid
     interest in    of vision or its   and individual       development,         unaffordable
   sustainability  integration into   course learning        teaching and       overlaps and fill
      mission.       curriculum.         objectives.      learning tends to    gaps while better
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nners. I would think that is its most important strength. Existing stengths comment on alumni and students but I think a key, central, even overriding strength, is disguis
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Too many Areas of      The PhD program           Weakness,                           SCARP’s physical
  Concentration       is not competitive      inequalities and                         facilities are
  (AOC’s) which        due to the lack of    inconsistencies in    Inconsistency in cramped and limit
sacrifices depth in       funding and           advising and        the quality of  teaching, learning,
 some areas and             teaching           supervision of        teaching and    and office space.
 often with only       opportunities for        students by           mentoring.      Poor teaching
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ents but I think a key, central, even overriding strength, is disguised by the current list -- the has and continues to produce excellent professional planners who populate
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 Digital technology   Fairly low visibility     No Continuing                     Weak relationship
needs to be better     among planning            Education or                      with PIBC and CIP
integrated into the   schools outside of         Professional                          and little
    whole of the       Canada (e.g., not        Development      Very few faculty relationship with
 learning program          ranked by              Certificate   who are members      practitioners
   and IT support     Planetizen), hence          Programs.        of AICP/CIP.    beyond Adjuncts
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                                            Retain              planning related and administrative and Retain offices throughout Canada and internationally.Anoth
ntinues to produce excellent professional planners who populateRetain              Retain               elected
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  Adjuncts are not                       The Centre for
 involved with the                           Human
   school beyond                          Settlement’s
  teaching courses      Lack of alumni     ambiguous
  and are teaching    involvement with relationship to the
 too many courses         the School.  school and its lack
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                                                                                      Studying how
                                                                                     other planning          Location in an
                                                                                    schools do better         increasingly
                                                                                   in reducing budget          significant
                                                                                       and resource        international city-
                 Do you have any new or revised Weaknesses?                          constraints and             region.
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Program in desperate need of funds to aid in financial support for students. SCARP should also focusRetain  on drawing in MORE students from Canada
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                                                                                   computers, design software, plotters, etc). Design AOC in partic
Severely lacking in facilities, particularly studio space and technology (powerful Retain                 Retain
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Lacking a structured approach to teaching urban planning basics early on in a Master's students time at SCARP. Planning history and theory clas
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more economic methodology and quantitative analysis, not simply discussing quantitative methodologies. that makes scarp students unemplo
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Lack of courses teaching technical and practical skills: Autocad, GIS, presentation skills, writing skills, public education (community engagement
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Weaknesses: students dont have a basic understanding of the concepts and tools that directly influence planning. i.e., economics, statistics, zon
                                                                                   they need to function as planners.
Students graduate without many of the most basic practical and technical skills Retain                    Retain
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- Little opportunities for practical and experiential learning, too much focus on theory- Little opportunities for casual engagement between facu
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Revised weakness: Adjuncts are not involved with the school beyond teaching courses. For example, they are unable to be thesis/project super
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the fact that faculty are very overextended. it may be because faculty are forced to take on additional research for the purposes of generating fu
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Future course offerings are unpredictable and unclear to students and there is a lack of student involvement in planning for course offerings. Th
there are few opportunities at SCARP to specifically study governance and organizational behavior issues (though its touched on in some classe
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Workload for students not coordinated between classes and is geared towards busywork in some courses. This reduces student enthusiasm wit
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Lack of concentration on the different facets of sustainability - for example social sustainability.      Retain
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"The PhD program is not competitive due to the lack of funding and teaching opportunities for students, resulting in loss of top-quality applican
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Would stress that the lack of a clear direction for the PhD program is a weakness. More thought needs to go into how the Masters and PhD pro
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I am not there is much internal harmony in SCARP, a lot of the faculty seem to be on very different trajectories and with so many courses taught
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I agree that technology should be better integrated into teaching, but I have not observed that teaching facilities are cramped. Perhaps this app
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- There seems to be a high degree of tention among SCARP faculty and that's immediately visible to Retain students.- The Masters program has a very
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Computer lab should be upgraded and included in student fees. PhD colloquium should be integrated into the first semester in order to promot
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Lack of curriculum that better reflects requirements of the profession. Notably land use planning and general municipal planning.
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Focus on the school tends to be on the Lower Mainland given its location - could be a greater focus Retain parts of BC, including Vancouver Is
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There are a lot of students coming straight from their undergrad to the masters degree. I believe the preference should be towards older, mor
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Develop continuing education programs so that professional planners can update their skills, knowledge and refresh their thinkingRe alumni inv
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Excessive recruitment of faculty from USA and the resulting lack of Canadian and other international content.Lack of commitment to teaching a
                                                                               Retain               to limit
Strong affiliation with another program, such as Architecture or Landscape Architecture, may serve Retain the diversity of students attracted t
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"Adjuncts are not involved with the school beyond teaching courses and are teaching too many courses that are required for accreditation." ....
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                                                                                    lecture           aspects
Lack of cohesion in the vision for sustainability in the School. Different teachersRemove on differentRemove of sustainability but there is no cro
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Hard to determine whether to retain or remove when one is not associated with the School on a daily basis. While I agree Adjuncts are not invo
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The criticism that I have heard from several graduates relates more to the emphasis on "urban" sustainability particularly the focus on the lowe
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I am unable to comment on most of the weaknesses due to my lack of contact with the School but some of the current issues are similar to the
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The real weaknesses relate to SCARP's relevance - and commitment - to professional practice. If it isRetain a highly regarded professional schoo
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                              Increasing       Become a new Collaboration with             New types of   Could expand (by say 50%)
                             relevance of         leader in           SALA (School of        courses:        our admissions almost
                            planning as a       sustainable,         Architecture and       Certificate      immediately with two
                           profession and       resilient and           Landscape        programs, joint    steps: a commitment to
                           field of enquiry      integrated          Architecture) on degrees/courses,        offer two sections of
                          due to increasing       planning.          consolidation of          and          required courses, and a
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                                                                   Retain              in terms          Retain
or issues (though its touched on in some classes). of all the things that SCARP probes Retain of sustainability, the one glaring omission is a rigorous treatmen of: wha
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                                         UBC emphasis on                            Opportunities to
                   Reconstruct CHS in       improving          Tracking tools           strengthen
    New hiring      line with SCARP        teaching and      using ICTs could be    partnerships and
  possibilities as     mission and         learning and      used productively       create alliances
 faculty members identify synergies     associated funding       in program         with other bodies
       retire.      with other units.     can enable the          advising.          (e.g. alumni), in
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 Opportunities to                           Strengthen ties      Fund raising             The Provincial
 capitalize on our      Capitalize on      and collaborate     opportunities for     government’s desire to
 shared vision and    SCARP’s ties with    with CIP/PIBC to    SCARP-CHS from            expand graduate
mission with UBC’s     the community      work on programs    potential granting   enrollment, and President’s
new President and     through Learning        for student      sources; there is    likely new budget model
   the Trek 2010         Exchange.            mentoring,       support from the      (the money follows the
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                                                       Diminished overall                           There are several
                                                        reputation of the Dissatisfied alumni key senior faculty
                                                          School hurting            favouring      members who are
                                                           recruitment,          graduates of         likely to retire
                                                        development and            competing        soon, particularly
   Do you have any new or revised Opportunities?           partnerships.           programs.             within the
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By increasing enrollment SCARP will be losing its credibility as a competitive program and the opportunity to have close student-student or stud
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Creating deeper connections between school and alumni. Retain                Retain                Retain
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                                                       learn                 Retain
Treat scarp like a professional school where studentsRetainprofessional traits.                    Remove
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SCARP SHOULD BE encouraging the challenging of established conventions held within the discipline (as a learning tool), such as beliefs of how
                                                       Retain                Retain
Being located beside CK choi building creates opportunity to study green building technology Retain
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Opportunity: to reshape the school through the hiring of new faculty. Specifically those who are interested in helping students achieve and acti
                                                       Retain
If you'd explained what ICTs are, maybe I could have answered that question. Retain
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- Opportunities to encourage international educational opportunities for staff and faculty- Support students to publish academic research
                                                       Remove                Remove                Remove
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Revised opportunity: New types of courses: Joint degrees/courses and undergraduate offerings (that offer PhD students teaching opportunities
hire new admin dedicated to revenue (ie developing and implementing business plan, advocating, fundraising, grant proposal writing, and may
                                                       Retain                Retain                Retain
There are opportunities in hiring new staff when others retire, but hiring permanent staff needs to be integrated with the new SCARP strategic
                                                       itself as               institution         Retain
continuing from above section, scarp should position Remove an academicRemove that is striving for and propsing an entirely new governanc
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Research new funding opportunities would be of great value to SCARP students. However, funding from private organizations could compromis
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In an increasingly multicultural world and being situated in one of the most multicultural urban centres in Canada, to focus on preparing studen
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SCARP's role in CFIS is a real opportunity; could potential link up with other CFIS units who face similar weaknesses (e.g. quite likely that all CFIS
                                                       Remove                Remove                Retain
Improve relationship with SALA. Consider possibility of new joint faculty appointments in fields such as urban design, collaborative design/plan
                                                       Retain                Retain                Remove
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The movement to carbon neutral systems offers an incredible opportunity to explore the benefits of communication technology in a laboratory
                                                       Retain                Retain                Retain
SCARP's interdisciplinary approach is a real strength but is not fully capitalized on in terms of developing new partnerships - for instance, a stro
                                                       Remove                Retain                about learning in an intimate setting with other g
- I don't agree with the idea of expanding the Masters program. There is something really nice Remove

                                                                        Retain
Opportunity to work with PIBC in establishing a curriculum and partnership to develop courses that are more relevant to new professionals. PI
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                                                      Retain            Remove               with practitioners (ex. working on joint research
Alumni are interested in being more involved with the school.Opportunities to connect facultyRetain
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                                                  Remove              Remove               of planning (SALA consults with local governmen
Work with the Urban Design SALA group to develop new joint opportunities with the addition Remove
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Develop closer links with governments and the private sector to advance the practice of sustinability in these institutionsInvite speakers in gove
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                                                         Learning         Remove
I'm a strong supporter of professional mentoring andRemove Exchanges. However, from the other side many professionals are pushed as res
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It is difficult to understand why the interest is on program expansion when you have space problems, retiring faculty and an unclear vision of w
This is an extensive list.                              Retain            Remove              Retain
                                                        Retain            Retain               campus.
The real opportunities are all about collaborations and partnerships - need to look beyond theRemove
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very general comment that opportunities related to programme expansion must be carefully evaluated to ensure balance of growth/programm
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                         Rising real estate         Abolition of          Leaves and          Small classes make us          Expanded
                            costs make it           mandatory          reduced teaching         visible as having           enrollments
                         difficult to recruit     retirement will      loads due to buy-       expansion capacity        without increased
                          faculty and staff        make it very          outs result in    (however, they also reflect    resources and/or
                        and potentially to      difficult for SCARP   lower numbers of      the diversity of graduate     enhancement of
                         attract students.        to renew itself      courses taught by     learning opportunities           teaching
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ocating, fundraising, grant proposal writing, and maybe even managing for-profit ventures of the faculty)
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  High faculty to     Poor UBC funding for      Uncertainty and      Accreditation may
  student ratio,     graduate students and     fears around CFIS     be a threat unless
      despite           scholarships, and           as a new          we increase CIP
  project/thesis     increased competition     institution that is    membership and      UBC’s budget cuts
   supervision         from better funded         on trial and          continue to       that may threaten
     overload.       Canadian universities,      current lack of        address the       SCARP’s activities.
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     There are        Local competition
     shrinking        as SFU is offering
  resources in the    more courses and
funding to support    programs related
 the international     to planning and
 mandate of CHS.     the loss of SCARP’s    Do you have any new or revised Threats?
Retain               Remove
Remove               Remove                SFU is not a highly regarded school across Canada and therefore should never be considered a threat
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Remove               Retain                A threat is the type of students admitted, whose research interest is skewed toward one direction tha
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Retain               Retain                This last one about SFU being a competitor I see both as a threat and an opportunity and probably mo
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Remove               Retain                Threat: lack of choice in directors and the lack of student involvement in choosing the director can cre
                     Retain                I would retain "There are several key senior faculty members who are likely to retire soon, particularly
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Retain               Retain                Revised threat: Uneven quality of faculty supervision, despite high faculty to student ratio.
                                           the current admin staff seem somewhat redundant in terms of skills. perhaps one (or several) should
Retain                                     I don't know enough about all the issues in the threats section, or the wording is confusing in a couple
Remove               Remove                too much focus on trans-disciplinary work without an understanding of why. we need to be clear that
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Retain               Remove                Focus on young students with only academic experiences robs the school of opportunities for a more
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Remove               Retain                I can't speak to the first two "threats". I am not aware of a diminished reputation, and I am also not aw
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                     Remove                SFU could provide a unique opportunity for collaboration, particularly with PhD students (teaching op
Remove               Retain                Nothing to add on threats here, but a couple of comments about the survey. It would have been nice
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Retain               Retain                Increase partnerships with other universities in BC who provide courses in planning to resolve noted S
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Retain               Retain                What is CFIS? Please spell out acronyms.
Retain               Retain
Retain               Retain                The logo / website / promotional materials of the school are out of date.
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Remove   Remove   Expand the ways in which SCARP 'educates'; keep small classes and consider videotaping them for dev
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Remove   Remove   An increase in graduates by as much as 50% would decrease the employment opportunities available
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Retain   Retain   Lack of cohesion in course teaching and content consistent with vision and mission. There does not ap
         Retain
                  Probably not "rising" real estate costs at the moment. I'd reword to high housing costs ....Rather than
Retain   Retain   Isolation and insular institutional thinking
Retain   Retain   I think the list of threats is a good one and probably understates some of the threats or challenges tha
Remove   Retain   There are two kinds of threats here - internal operational ones and ones that have to do with the mar
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Retain   Retain

Retain   Retain   This is an interesting exercise. Like many other surveys, it provokes a number of questions regarding t
therefore should never be considered a threat (is is located in the middle of nowhere). Even though small classes can be viewed as an opportunity to increase capacity,




rch interest is skewed toward one direction that it trickles down to other students in a different area of interest.



 s a threat and an opportunity and probably more as an opportunity to decide on what we can offer that they can't. I am glad they are so successful because it will enco



nt involvement in choosing the director can create negative attitudes towards school administration.
mbers who are likely to retire soon, particularly within the Environment and Natural Resource area" BUT as an Opportunity, not a Threat.Regarding "Small classes make


espite high faculty to student ratio.
erms of skills. perhaps one (or several) should be retrained to emphasize revenue-generating/fundraising capabilities, to increase the benefit of the staff position to th
section, or the wording is confusing in a couple statements, so i left them blank.I think a threat is that SCARP is trying to be too many things and the student body reflec
nderstanding of why. we need to be clear that its to meet sustainability and community objectives, so that our philosophy is not watered down, and so we actually cre


 es robs the school of opportunities for a more 'professional' milieu and pngoing partnerships with the community.




of a diminished reputation, and I am also not aware of alumni favouring graduates of other programs or why this may be.As a threat, the shifting nature of planning nee


on, particularly with PhD students (teaching opportunities).
nts about the survey. It would have been nice to have titles when changing from Strengths to Weaknesses, etc. Also, a general comment box at the end would be grea




 provide courses in planning to resolve noted SCARP weaknesses and threats.
 classes and consider videotaping them for development of jointly sponsored and produced 'distance learning' modules and courses (partners could be SFU, BCIT or ot

rease the employment opportunities available upon graduation, which would then make the program less attractive to those who are looking to enter professional pra




 ent with vision and mission. There does not appear to be a link between to vision statement and the core curriculum More general commentsAs an adjunct I do not ha

 'd reword to high housing costs ....Rather than looking at SFU as competition I'd focus on the differing roles of SFU and UBC urban programs. There is a need for both s

derstates some of the threats or challenges that exist. I am unaware of disgruntled alumni having a bias against UBC SCARP grads because of their own unhappiness wit
nal ones and ones that have to do with the marketplace. All faculties and programs are vulnerable to budget cuts and lousy facilities, so what? The real threat is that SC



, it provokes a number of questions regarding the meaning of each question, and what a "retain" or "remove" answer means. It also raises questions about one can po
 sses can be viewed as an opportunity to increase capacity, it should be seen as a positive quality that SCARP wants to maintain in order to attract students who enjoy b




y can't. I am glad they are so successful because it will encourage SCARP to invest in itself to maintain our own reputation - such as with this strategic planning. Perhaps




n Opportunity, not a Threat.Regarding "Small classes make us visible as having expansion capacity (however, they also reflect the diversity of graduate learning opportu



pabilities, to increase the benefit of the staff position to the faculty
is trying to be too many things and the student body reflects that. This is both a huge asset as students gain knowledge in a diversity of areas which is needed for plann
ur philosophy is not watered down, and so we actually create solutions from the partnership, and not just extra work.




 his may be.As a threat, the shifting nature of planning needs to be anticipated. SCARP is well positioned to anticipate such issues as the impact of climate change; but m



etc. Also, a general comment box at the end would be great.As well, some clarification of the process for consultation and timelines for its completion.
 g' modules and courses (partners could be SFU, BCIT or other UBC disciplines, Smart Growth, etc.)Target new courses and programs to the priority topics of urban and

 tractive to those who are looking to enter professional practice right after graduating.




rriculum More general commentsAs an adjunct I do not have a good understand of the core curriculum or the other course on sustainability. I hear from students that t

of SFU and UBC urban programs. There is a need for both serious research (generally UBC) and increasing public awareness in urban issues (generally SFU).

st UBC SCARP grads because of their own unhappiness with the program -- most grads I am aware of, with the benefit of hindsight, recognize that no university program
cuts and lousy facilities, so what? The real threat is that SCARP is coasting and everyone else is out-gunning the school. Be more competitive or face loss of accreditatio



" answer means. It also raises questions about one can portray the individual SWOTs as systemically linked, and how to identify the high-leverage intervention points.G
wants to maintain in order to attract students who enjoy being heard and who want the opportunity to interact with other students and faculty in the classroom. By in




n reputation - such as with this strategic planning. Perhaps we should enter in a dialogue with SFU about how we can compliment each other as educational institution




they also reflect the diversity of graduate learning opportunities that are available in a research intensive university)." : remove the part in parentheses. I don't understa




knowledge in a diversity of areas which is needed for planning, but could also weaken SCARP in the attempt to do it all. SCARP needs to re-evaluate and move towards a




nticipate such issues as the impact of climate change; but moving on this agenda requires funds for key positions, perhaps such as research chairs, post-docs or practice



sultation and timelines for its completion.
w courses and programs to the priority topics of urban and more rural communities across the province (sustainability, affordable housing, balancing environmental con




e other course on sustainability. I hear from students that there is not a strong interconnection between the course that I teach and those of other professors on sustain

blic awareness in urban issues (generally SFU).

 e benefit of hindsight, recognize that no university program can respond to all of the prerequisite needs of a practising professional.
 he school. Be more competitive or face loss of accreditation, students, funding, and credibility.



 nd how to identify the high-leverage intervention points.Good luck,Peter Boothroydpeterb@interchange.ubc.ca
ract with other students and faculty in the classroom. By increasing enrollment, more students who are less vocal in class will be forgotten about and that can affect th




w we can compliment each other as educational institutions.




versity)." : remove the part in parentheses. I don't understand its relationship to what precedes it, but it certainly doesn't look like a threat.




o do it all. SCARP needs to re-evaluate and move towards a strong sustainability mandate that further pushes the boundaries then it currently is.




ons, perhaps such as research chairs, post-docs or practice leadership positions (I made that last one up). A threat is the continued diminishment of provincial budget a
ainability, affordable housing, balancing environmental concerns with growth, community engagement etc.) UBCM could be a resource in defining the priority topics or




course that I teach and those of other professors on sustainability. I am looking forward to the meeting of adjuncts in November to understand better the links between



practising professional.
vocal in class will be forgotten about and that can affect their desire to remian in the program.




ainly doesn't look like a threat.




 the boundaries then it currently is.




hreat is the continued diminishment of provincial budget and the lack of integration with other relevant programs (e.g. public administration or business schools).I agre
UBCM could be a resource in defining the priority topics or a partner. SCARP faculty and students have knowledge that does not get disseminated to the decision-make




uncts in November to understand better the links between courses and how these might be made more cohesive to strengthen the School's achievement of its vision s
rams (e.g. public administration or business schools).I agree that there needs to be more funding for graduate students, but I don't like the way the statement is negati
ledge that does not get disseminated to the decision-makers.Build on new provincial relationships related to affordable housing, nuture additional ways in which SCARP




esive to strengthen the School's achievement of its vision statement
e students, but I don't like the way the statement is negatively phrased. I would prefer to believe that we do have high calibre students in spite of the funding challenge
affordable housing, nuture additional ways in which SCARP can offer fresh insight, new energy and options for moving forward on the topics which preoccup communi
have high calibre students in spite of the funding challenges! I would particularly like to see "completion grants" to assist students in the final months of study. the lack
or moving forward on the topics which preoccup communities and governmentsSeek to collaborate with other educational institutions to add the strengths and knowle
ts" to assist students in the final months of study. the lack of funding for int
er educational institutions to add the strengths and knowledge of SCARP to partnership courses and programs(SFU,
                                                                       As one of Canada’s first
                                                                     planning schools, SCARP’s
                                                                    distinguished history, strong
                                                                      reputation, and drawing
                                                                      power after 55 years are
   Timestamp                            Respondant                    attributed to its focus on
10/17/2008 15:12:25   SCARP Masters Student 1st Year               Retain
10/17/2008 15:25:22   SCARP Masters Student 1st Year               Retain
10/17/2008 19:39:15   SCARP Masters Student 1st Year               Retain
10/19/2008 18:48:05   SCARP Masters Student 1st Year               Retain
10/21/2008 13:42:22   SCARP Masters Student 1st Year               Retain
10/21/2008 14:13:31   SCARP Masters Student 1st Year               Retain
 10/23/2008 0:02:56   SCARP Masters Student 1st Year               Retain
10/28/2008 12:53:04   SCARP Masters Student 1st Year               Retain
10/28/2008 13:45:02   SCARP Masters Student 1st Year               Retain
10/29/2008 11:27:33   SCARP Masters Student 1st Year               Retain
 10/30/2008 1:40:57   SCARP Masters Student 1st Year               Retain
 10/30/2008 2:29:02   SCARP Masters Student 1st Year               Retain
10/30/2008 15:27:35   SCARP Masters Student 1st Year               Retain
10/31/2008 21:54:24   SCARP Masters Student 1st Year               Retain
10/17/2008 12:29:02   SCARP Masters Students 2nd year and beyond   Retain
 10/18/2008 7:26:30   SCARP Masters Students 2nd year and beyond   Retain
10/18/2008 14:44:38   SCARP Masters Students 2nd year and beyond   Retain
10/19/2008 23:59:16   SCARP Masters Students 2nd year and beyond   Retain
10/20/2008 19:32:56   SCARP Masters Students 2nd year and beyond   Retain
 10/21/2008 0:25:07   SCARP Masters Students 2nd year and beyond   Remove
10/21/2008 13:22:44   SCARP Masters Students 2nd year and beyond   Retain
10/21/2008 13:47:27   SCARP Masters Students 2nd year and beyond   Retain
10/23/2008 16:04:24   SCARP Masters Students 2nd year and beyond   Retain
 10/30/2008 1:53:10   SCARP Masters Students 2nd year and beyond   Retain
 10/30/2008 2:14:50   SCARP Masters Students 2nd year and beyond   Retain
 10/30/2008 2:36:24   SCARP Masters Students 2nd year and beyond
 10/30/2008 4:27:07   SCARP Masters Students 2nd year and beyond   Retain
10/30/2008 13:05:44   SCARP Masters Students 2nd year and beyond   Retain
10/30/2008 22:35:12   SCARP Masters Students 2nd year and beyond   Retain
10/17/2008 11:46:12   SCARP Doctoral Student                       Retain
10/17/2008 15:42:27   SCARP Doctoral Student                       Retain
 10/30/2008 9:08:53   SCARP Doctoral Student                       Retain
10/30/2008 13:29:20   SCARP Doctoral Student                       Retain
10/30/2008 19:27:35   SCARP Doctoral Student                       Retain
 10/31/2008 9:27:27   SCARP Doctoral Student                       Retain
10/31/2008 17:15:37   SCARP Doctoral Student                       Retain
 11/3/2008 16:55:57   SCARP Doctoral Student                       Retain
10/17/2008 16:44:25   SCARP Alumni                                 Retain
10/20/2008 20:17:40   SCARP Alumni                                 Retain
10/20/2008 20:24:47   SCARP Alumni                                 Retain
10/21/2008 11:15:42   SCARP Alumni                                 Retain
10/21/2008 13:55:18   SCARP Alumni                                 Retain
10/21/2008 15:48:10   SCARP Alumni                                 Retain
10/22/2008 18:16:30   SCARP Alumni                                 Retain
10/22/2008 18:22:20   SCARP Alumni                                 Retain
10/22/2008 20:33:30   SCARP Alumni                                 Retain
10/23/2008 14:58:37   SCARP Alumni                                 Retain
10/24/2008 22:12:05   SCARP Alumni                                 Retain
10/27/2008 12:08:09   SCARP Alumni                   Retain
10/29/2008 11:48:41   SCARP Alumni                   Retain
10/29/2008 20:51:19   SCARP Alumni                   Retain
 10/30/2008 1:13:23   SCARP Alumni                   Retain
10/30/2008 12:05:56   SCARP Alumni                   Retain
 10/31/2008 2:13:19   SCARP Alumni                   Retain
10/31/2008 12:10:19   SCARP Alumni                   Remove
10/31/2008 12:13:05   SCARP Alumni                   Retain
10/31/2008 21:33:55   SCARP Alumni                   Retain
10/16/2008 12:47:24   SCARP Continuing Faculty       Retain
10/17/2008 11:14:10   SCARP Continuing Faculty       Retain
10/17/2008 11:34:03   SCARP Adjunct Faculty          Remove
10/29/2008 18:04:53   SCARP Adjunct Faculty          Retain
10/30/2008 20:24:39   SCARP Adjunct Faculty          Retain
 10/31/2008 0:17:22   SCARP Adjunct Faculty          Retain
  11/1/2008 0:02:39   SCARP Adjunct Faculty          Retain
10/22/2008 20:13:41   Employers of SCARP Graduates   Retain
10/26/2008 15:41:31   Employers of SCARP Graduates   Retain
10/28/2008 13:56:53   Employers of SCARP Graduates   Retain
10/31/2008 12:47:48   Employers of SCARP Graduates   Retain
10/28/2008 15:23:37   Others                         Retain
  11/2/2008 0:42:01   Others                         Retain
                                                                                                                      Strengths
       Shared             One of only 2         SCARP has a                              Highly committed
  commitment by        Canadian Masters        distinguished       SCARP’s students     Adjunct Professors
staff and faculty to    in Planning with      multidisciplinary    are outstanding,      bringing a wealth     Committed and
 SCARP’s mission        US accreditation,    faculty covering a    engaged, critical,      of public and      highly competent
 on sustainability,     plus CIP and PIBC      wide range of       constructive and        private sector      administrative
     which also           accreditation.         subjects,           cooperative.        experience to the          staff.
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Strengths
              SCARP’s multi-        The School has strong        Large group of     SCARP is well positioned in
                disciplinary          relationships with          distinguished          UBC given its trans-
               professional        professionals in various          alumni,       disciplinary orientation, close      Interpersonal
             program offers a     areas including the public      strategically        connections with other         relationships and
            breadth of courses        sector (e.g. City of       placed all over     interdisciplinary research,      internal harmony
             with some depth          Vancouver, other             Canada and         teaching and community            within SCARP.
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 SCARP has a good    A major weakness                                            Poor coordination     Lack of standing
governance model     is the lack of funds                                         between overall       committee on
    that is open,     and resources for      Inconsistency of Weak application learning objectives   curriculum review,
   participatory,        SCARP, which           interest in     of vision or its    and individual      development,
 formally involves   limits the School’s       sustainability  integration into    course learning       teaching and
   students, and       abilities in many         mission.        curriculum.         objectives.      learning tends to
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                                                                                           Weaknesses
Need to rationalize   Too many Areas of      The PhD program           Weakness,                             SCARP’s physical
course offerings to     Concentration       is not competitive      inequalities and                           facilities are
avoid unaffordable       (AOC’s) which       due to the lack of    inconsistencies in    Inconsistency in   cramped and limit
  overlaps and fill   sacrifices depth in       funding and           advising and        the quality of    teaching, learning,
 gaps while better     some areas and             teaching           supervision of        teaching and      and office space.
     meeting            often with only      opportunities for        students by           mentoring.        Poor teaching
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 Digital technology   Fairly low visibility     No Continuing                     Weak relationship      Adjuncts are not
needs to be better     among planning            Education or                      with PIBC and CIP    involved with the
integrated into the   schools outside of         Professional                          and little         school beyond
    whole of the       Canada (e.g., not        Development      Very few faculty relationship with      teaching courses
 learning program          ranked by              Certificate   who are members      practitioners       and are teaching
   and IT support     Planetizen), hence          Programs.        of AICP/CIP.    beyond Adjuncts      too many courses
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                    The Centre for         Studying how                                 Increasing        Become a new
                        Human             other planning       Location in an          relevance of          leader in
                     Settlement’s        schools do better      increasingly           planning as a       sustainable,
   Lack of alumni     ambiguous         in reducing budget       significant         profession and        resilient and
 involvement with relationship to the       and resource     international city-     field of enquiry       integrated
     the School.  school and its lack     constraints and          region.          due to increasing        planning.
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                                                                                           Opportunities
Collaboration with      New types of     Could expand (by say 50%)
 SALA (School of          courses:         our admissions almost                        Reconstruct CHS in
 Architecture and        Certificate       immediately with two          New hiring      line with SCARP
    Landscape          programs, joint    steps: a commitment to       possibilities as     mission and
 Architecture) on     degrees/courses,      offer two sections of     faculty members identify synergies
 consolidation of           and           required courses, and a           retire.      with other units.
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portunities
               UBC emphasis on                            Opportunities to      Opportunities to                            Strengthen ties
                   improving         Tracking tools           strengthen         capitalize on our      Capitalize on      and collaborate
                 teaching and      using ICTs could be    partnerships and      shared vision and     SCARP’s ties with    with CIP/PIBC to
                 learning and      used productively       create alliances    mission with UBC’s      the community      work on programs
              associated funding       in program         with other bodies    new President and      through Learning        for student
                can enable the          advising.          (e.g. alumni), in      the Trek 2010          Exchange.            mentoring,
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   Fund raising      The Provincial government’s   Diminished overall                          There are several
 opportunities for    desire to expand graduate     reputation of the   Dissatisfied alumni    key senior faculty
 SCARP-CHS from      enrollment, and President’s     School hurting          favouring        members who are
potential granting     likely new budget model        recruitment,         graduates of          likely to retire
 sources; there is      (the money follows the      development and         competing          soon, particularly
 support from the      students), means we can        partnerships.         programs.               within the
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                                                                                                        Threats
 Rising real estate         Abolition of          Leaves and          Small classes make us            Expanded
    costs make it           mandatory          reduced teaching    visible as having expansion        enrollments
 difficult to recruit     retirement will      loads due to buy-     capacity (however, they       without increased
  faculty and staff        make it very          outs result in    also reflect the diversity of    resources and/or
and potentially to      difficult for SCARP    lower numbers of         graduate learning           enhancement of
 attract students.        to renew itself      courses taught by      opportunities that are            teaching
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hreats
           High faculty to     Poor UBC funding for       Uncertainty and      Accreditation may
           student ratio,     graduate students and      fears around CFIS     be a threat unless
               despite           scholarships, and            as a new          we increase CIP
           project/thesis     increased competition      institution that is    membership and      UBC’s budget cuts
            supervision         from better funded          on trial and          continue to       that may threaten
              overload.        Canadian universities,      current lack of        address the       SCARP’s activities.
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     There are        Local competition
     shrinking        as SFU is offering
  resources in the    more courses and
funding to support    programs related
 the international     to planning and
 mandate of CHS.     the loss of SCARP’s
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                                                                         SCARP Masters Student 1st Year                     SCARP Masters Students 2nd
            statements
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Strengths   As one of Canada’s first planning schools, SCARP’s
            distinguished history, strong reputation, and
            drawing power after 55 years are attributed to its
            focus on sustainability, particularly for the
            Master’s program, outstanding alumni, the
            individual reputations and expertise of its faculty
            in a variety of disciplines and the achievements of
            the Centre for Human Settlements.

                                                                          14                 0              0     100.00%          13
Strengths   Shared commitment by staff and faculty to
            SCARP’s mission on sustainability, which also
            coincides with UBC’s Trek 2010 goals.                         10                 3              1      71.43%          11
Strengths   One of only 2 Canadian Masters in Planning with
            US accreditation, plus CIP and PIBC accreditation.
                                                                          13                 1              0      92.86%          13
Strengths   SCARP has a distinguished multidisciplinary faculty
            covering a wide range of subjects, conducting
            research and teaching in significant areas that
            attract funding and get students jobs.
                                                                          12                 2              0      85.71%          10
Strengths   SCARP’s students are outstanding, engaged,
            critical, constructive and cooperative.
                                                                          13                 1              0      92.86%          13
Strengths   Highly committed Adjunct Professors bringing a
            wealth of public and private sector experience to
            the teaching program.
                                                                          14                 0              0     100.00%          13
Strengths   Committed and highly competent administrative
            staff.                                                        11                 3              0      78.57%              6
Strengths   SCARP’s multi-disciplinary professional program
            offers a breadth of courses with some depth in
            key areas and attracts many excellent applicants.
                                                                          12                 2              0      85.71%              9
Strengths   The School has strong relationships with
            professionals in various areas including the public
            sector (e.g. City of Vancouver, other municipalities
            in the Lower Mainland, and beyond), private
            sector, and professional planning institutions (e.g.
            PIBC and CIP).
                                                                          11                 3              0      78.57%          11
Strengths   Large group of distinguished alumni, strategically
            placed all over Canada and beyond.
                                                                              1              0              0     100.00%          13
Strengths   SCARP is well positioned in UBC given its trans-
            disciplinary orientation, close connections with
            other interdisciplinary research, teaching and
            community service oriented units (e.g. IRES, SALA,
            CWAGS, IAR, Learning Exchange), and the
            creation of CFIS that reinforces its importance
            within UBC.
                                                                          12                 2              0      85.71%              9
Strengths   Interpersonal relationships and internal harmony
            within SCARP.                                                 12                 2              0      85.71%              7
 Strengths   SCARP has a good governance model that is open,
             participatory, formally involves students, and
             moving towards more devolved leadership.
                                                                      12    2   0   85.71%     8
 Strengths                                              TOTAL:       147   21   1   86.98%   136
Weaknesses   A major weakness is the lack of funds and
             resources for SCARP, which limits the School’s
             abilities in many areas including financial support
             for students, IT support, and attraction of top
             quality students and faculty.
                                                                     11    3    0   78.57%   11
Weaknesses   Inconsistency of interest in sustainability mission.
                                                                      8    6    0   57.14%    9
Weaknesses   Weak application of vision or its integration into
             curriculum.                                              8    5    1   57.14%    9
Weaknesses   Poor coordination between overall learning
             objectives and individual course learning
             objectives.                                              6    8    0   42.86%   10
Weaknesses   Lack of standing committee on curriculum review,
             development, teaching and learning tends to
             overload the Director and provides only ad hoc,
             temporary solutions to problems when they arise.
                                                                     11    3    0   78.57%   11
Weaknesses   Need to rationalize course offerings to avoid
             unaffordable overlaps and fill gaps while better
             meeting accreditation requirements and avoiding
             low enrollments.
                                                                     10    4    0   71.43%   10
Weaknesses   Too many Areas of Concentration (AOC’s) which
             sacrifices depth in some areas and often with only
             one (or very few) over-loaded faculty member(s).
                                                                      8    6    0   57.14%    6
Weaknesses   The PhD program is not competitive due to the
             lack of funding and teaching opportunities for
             students, resulting in loss of top-quality applicants
             to other universities.
                                                                      7    6    1   50.00%    8
Weaknesses   Weakness, inequalities and inconsistencies in
             advising and supervision of students by faculty.
                                                                      7    7    0   50.00%   10
Weaknesses   Inconsistency in the quality of teaching and
             mentoring.                                               6    7    1   42.86%    9
Weaknesses   SCARP’s physical facilities are cramped and limit
             teaching, learning, and office space. Poor
             teaching equipment.                                     11    3    0   78.57%    8
Weaknesses   Digital technology needs to be better integrated
             into the whole of the learning program and IT
             support provided.                                       10    4    0   71.43%    9
Weaknesses   Fairly low visibility among planning schools
             outside of Canada (e.g., not ranked by Planetizen),
             hence we draw fewer non-Canadian students
             than we might.
                                                                      9    4    1   64.29%    9
Weaknesses   No Continuing Education or Professional
             Development Certificate Programs.                        8    5    1   57.14%    8
Weaknesses   Very few faculty who are members of AICP/CIP.
                                                                      7    6    1   50.00%    7
Weaknesses   Weak relationship with PIBC and CIP and little
             relationship with practitioners beyond Adjuncts
             and City of Vancouver.                                   9    5    0   64.29%   10
Weaknesses      Adjuncts are not involved with the school beyond
                teaching courses and are teaching too many
                courses that are required for accreditation.
                                                                        7    5    2   50.00%    8
Weaknesses      Lack of alumni involvement with the School.
                                                                        7    6    1   50.00%    9
Weaknesses      The Centre for Human Settlement’s ambiguous
                relationship to the school and its lack of a clear,
                renewed vision is a weakness.
                                                                        10    4   0   71.43%    10
 Weaknesses                                                 TOTAL:     160   97   9   60.15%   171
Opportunities   Studying how other planning schools do better in
                reducing budget and resource constraints and
                learning their secrets of success.
                                                                       12    2    0   85.71%   14
Opportunities   Location in an increasingly significant
                international city-region.                             13    1    0   92.86%    9
Opportunities   Increasing relevance of planning as a profession
                and field of enquiry due to increasing pressures
                on cities and urbanizing regions.
                                                                       13    1    0   92.86%   13
Opportunities   Become a new leader in sustainable, resilient and
                integrated planning.                                   12    2    0   85.71%   12
Opportunities   Collaboration with SALA (School of Architecture
                and Landscape Architecture) on consolidation of
                space; improved teaching and research facilities.
                                                                       12    2    0   85.71%   12
Opportunities   New types of courses: Certificate programs, joint
                degrees/courses, and undergraduate offerings
                (that offer PhD students teaching opportunities).
                                                                        8    6    0   57.14%   13
Opportunities   Could expand (by say 50%) our admissions almost
                immediately with two steps: a commitment to
                offer two sections of required courses, and a
                group project opportunity to complement existing
                project or thesis options.
                                                                        6    8    0   42.86%    7
Opportunities   New hiring possibilities as faculty members retire.
                                                                       13    1    0   92.86%   14
Opportunities   Reconstruct CHS in line with SCARP mission and
                identify synergies with other units.
                                                                       13    1    0   92.86%   13
Opportunities   UBC emphasis on improving teaching and learning
                and associated funding can enable the School to
                enhance its capacity.                                  11    3    0   78.57%   14
Opportunities   Tracking tools using ICTs could be used
                productively in program advising.                       9    3    2   64.29%    8
Opportunities   Opportunities to strengthen partnerships and
                create alliances with other bodies (e.g. alumni), in
                order to fund raise or garner support for our
                programs (e.g. expand our focus on Urban Design,
                Media Studies).
                                                                       12    2    0   85.71%   12
Opportunities   Opportunities to capitalize on our shared vision
                and mission with UBC’s new President and the
                Trek 2010 goals.                                        8    5    1   57.14%   13
Opportunities   Capitalize on SCARP’s ties with the community
                through Learning Exchange.                             11    3    0   78.57%   11
Opportunities   Strengthen ties and collaborate with CIP/PIBC to
                work on programs for student mentoring,
                continuing professional development, research
                etc.                                                    13    1    0    92.86%   13
Opportunities   Fund raising opportunities for SCARP-CHS from
                potential granting sources; there is support from
                the UBC Development Office.                             14    0    0   100.00%   12
Opportunities   The Provincial government’s desire to expand
                graduate enrollment, and President’s likely new
                budget model (the money follows the students),
                means we can (and will be pressured to) expand
                Masters enrollment (by 50%) and can/must also
                expect additional resources to help us do that.

                                                                          9    5   0   64.29%     10
Opportunities                                                TOTAL:     189   46   3   79.41%    200
  Threats       Diminished overall reputation of the School
                hurting recruitment, development and
                partnerships.                                            8    6    0    57.14%    8
   Threats      Dissatisfied alumni favouring graduates of
                competing programs.                                      8    5    1    57.14%    7
   Threats      There are several key senior faculty members who
                are likely to retire soon, particularly within the
                Environment and Natural Resource area.
                                                                        11    3    0    78.57%   10
   Threats      Rising real estate costs make it difficult to recruit
                faculty and staff and potentially to attract
                students.                                                6    6    2    42.86%    8
   Threats      Abolition of mandatory retirement will make it
                very difficult for SCARP to renew itself with
                dynamic young faculty, unless we seize growth
                opportunities in the face of cutbacks.
                                                                         6    6    2    42.86%    6
   Threats      Leaves and reduced teaching loads due to buy-
                outs result in lower numbers of courses taught by
                continuing faculty members in a given year.
                                                                        11    2    1    78.57%   11
   Threats      Small classes make us visible as having expansion
                capacity (however, they also reflect the diversity
                of graduate learning opportunities that are
                available in a research intensive university).
                                                                         9    5    0    64.29%    7
   Threats      Expanded enrollments without increased
                resources and/or enhancement of teaching
                productivity could reduce the quality of the
                learning environment.                                   12    2    0    85.71%   11
   Threats      High faculty to student ratio, despite
                project/thesis supervision overload.                    10    4    0    71.43%    9
   Threats      Poor UBC funding for graduate students and
                scholarships, and increased competition from
                better funded Canadian universities, especially
                Uof T and Uof A, will not enable SCARP to hire top-
                caliber students.
                                                                        13    1    0    92.86%    9
   Threats      Uncertainty and fears around CFIS as a new
                institution that is on trial and current lack of
                stability or visible strength within UBC.
                                                                         8    5    1    57.14%    9
Threats   Accreditation may be a threat unless we increase
          CIP membership and continue to address the
          professional training criteria that accreditors hold
          for our program.                                        9    4    1   64.29%   12
Threats   UBC’s budget cuts that may threaten SCARP’s
          activities.                                            11    3    0   78.57%   12
Threats   There are shrinking resources in the funding to
          support the international mandate of CHS.
                                                                 10    4    0   71.43%    8
Threats   Local competition as SFU is offering more courses
          and programs related to planning and the loss of
          SCARP’s relevance and uniqueness.
                                                                  10    4   0   71.43%     8
Threats                                              TOTAL:      142   60   8   67.62%   135
SCARP Masters Students 2nd year and beyond                         SCARP Doctoral Student                                       SCARP Alumni

          Count of       Count of       Percent     Count of       Count of       Count of       Percent     Count of       Count of       Count of
          Remove         Blank          Retain      Retain         Remove         Blank          Retain      Retain         Remove         Blank




                     1              1      86.67%              8              0              0     100.00%          19                 1              0


                     3              1      73.33%              6              2              0      75.00%          17                 3              0


                     1              1      86.67%              8              0              0     100.00%          17                 2              1




                     4              1      66.67%              8              0              0     100.00%          16                 3              1


                     1              1      86.67%              8              0              0     100.00%          17                 2              1



                     1              1      86.67%              7              1              0      87.50%          19                 0              1

                     8              1      40.00%              6              2              0      75.00%          10                 7              3



                     5              1      60.00%              8              0              0     100.00%          16                 3              1




                     3              1      73.33%              5              3              0      62.50%          17                 2              1


                     1              1      86.67%              6              2              0      75.00%          13                 6              1




                     5              1      60.00%              8              0              0     100.00%          14                 4              2

                     7              1      46.67%              2              5              1      25.00%              6          13                 1
 6    1   53.33%    6    1   1   75.00%    10    9    1
46   13   69.74%   86   16   2   82.69%   191   55   14




3    1    73.33%   7    1    0   87.50%   15    4    1

5    1    60.00%   5    1    2   62.50%    6    12   2

5    1    60.00%   4    3    1   50.00%    8    11   1


3    2    66.67%   5    2    1   62.50%    8    11   1




3    1    73.33%   6    1    1   75.00%   13    6    1




3    2    66.67%   5    2    1   62.50%   13    6    1



8    1    40.00%   5    3    0   62.50%   10    8    2




4    3    53.33%   5    3    0   62.50%    9    6    5


4    1    66.67%   7    1    0   87.50%   12    6    2

5    1    60.00%   7    1    0   87.50%   11    8    1


6    1    53.33%   6    2    0   75.00%   11    7    2


5    1    60.00%   6    2    0   75.00%   11    8    1




4    2    60.00%   5    2    1   62.50%   10    8    2

6    1    53.33%   6    2    0   75.00%   13    6    1

6    2    46.67%   5    3    0   62.50%    9    10   1


4    1    66.67%   5    2    1   62.50%   11    8    1
6    1    53.33%    6    2    0     75.00%   12     6    2

5    1    60.00%    5    2    1     62.50%   15     3    2



 4    1   66.67%     5    2    1   62.50%      9     8    3
89   25   60.00%   105   37   10   69.08%    206   142   32



0    1    93.33%    6    1    1     75.00%   17     0    3

5    1    60.00%    7    1    0     87.50%   17     1    2



1    1    86.67%    7    0    1     87.50%   17     1    2

2    1    80.00%    7    0    1     87.50%   18     1    1



2    1    80.00%    7    1    0     87.50%   15     4    1



1    1    86.67%    8    0    0    100.00%   12     7    1




7    1    46.67%    4    3    1     50.00%    9    10    1

0    1    93.33%    7    0    1     87.50%   19     0    1


0    2    86.67%    7    0    1     87.50%   13     4    3


0    1    93.33%    8    0    0    100.00%   16     3    1

4    3    53.33%    3    4    1     37.50%    8     9    3




2    1    80.00%    7    0    1     87.50%   14     5    1


1    1    86.67%    7    0    1     87.50%   12     6    2

2    2    73.33%    7    0    1     87.50%   15     3    2
1    1    86.67%    6    1    1    75.00%   19    0    1


1    2    80.00%    7    0    1    87.50%   17    1    2




 3    2   66.67%     6    1    1   75.00%    13    5    2
32   23   78.43%   111   12   13   81.62%   251   60   29


6    1    53.33%    3    3    2    37.50%   12    6    2

7    1    46.67%    3    3    2    37.50%    5    14   1



3    2    66.67%    5    2    1    62.50%   13    5    2


6    1    53.33%    7    1    0    87.50%    9    10   1




7    2    40.00%    5    3    0    62.50%   10    9    1



3    1    73.33%    6    1    1    75.00%   14    5    1




6    2    46.67%    5    2    1    62.50%   12    6    2



3    1    73.33%    7    0    1    87.50%   16    2    2

3    3    60.00%    4    3    1    50.00%   14    4    2




4    2    60.00%    6    1    1    75.00%   11    7    2



5    1    60.00%    7    1    0    87.50%   10    7    3
2    1    80.00%   6    1    1     75.00%   13    6    1

2    1    80.00%   8    0    0    100.00%   16    3    1


5    2    53.33%   4    3    1     50.00%   13    6    1



 5    2   53.33%    7    1    0   87.50%     16    3    1
67   23   60.00%   83   25   12   69.17%    184   93   23
P Alumni                          SCARP Continuing Faculty                                     SCARP Adjunct Faculty                            Employers of SCARP Gra

           Percent     Count of       Count of       Count of       Percent     Count of       Count of       Count of       Percent     Count of
           Retain      Retain         Remove         Blank          Retain      Retain         Remove         Blank          Retain      Retain




              95.00%              2              0              0     100.00%              4              1              0      80.00%              4


              85.00%              2              0              0     100.00%              3              1              1      60.00%              4


              85.00%              2              0              0     100.00%              5              0              0     100.00%              4




              80.00%              2              0              0     100.00%              5              0              0     100.00%              3


              85.00%              1              0              1      50.00%              5              0              0     100.00%              2



              95.00%              1              0              1      50.00%              5              0              0     100.00%              4

              50.00%              1              0              1      50.00%              5              0              0     100.00%              3



              80.00%              2              0              0     100.00%              3              0              2      60.00%              2




              85.00%              2              0              0     100.00%              3              2              0      60.00%              1


              65.00%              2              0              0     100.00%              3              0              2      60.00%              4




              70.00%              2              0              0     100.00%              2              1              2      40.00%              3

              30.00%              2              0              0     100.00%              1              2              2      20.00%              1
50.00%    2   0   0   100.00%    3   1    1   60.00%    1
73.46%   23   0   3    88.46%   47   8   10   72.31%   36




75.00%   2    0   0   100.00%   3    2   0    60.00%   3

30.00%   2    0   0   100.00%   1    2   2    20.00%   2

40.00%   2    0   0   100.00%   2    2   1    40.00%   3


40.00%   2    0   0   100.00%   2    3   0    40.00%   2




65.00%   2    0   0   100.00%   2    2   1    40.00%   2




65.00%   2    0   0   100.00%   3    2   0    60.00%   2



50.00%   2    0   0   100.00%   3    0   2    60.00%   1




45.00%   2    0   0   100.00%   0    2   3     0.00%   2


60.00%   2    0   0   100.00%   1    1   3    20.00%   3

55.00%   2    0   0   100.00%   1    1   3    20.00%   3


55.00%   1    0   1    50.00%   3    1   1    60.00%   2


55.00%   1    0   1    50.00%   0    2   3     0.00%   3




50.00%   2    0   0   100.00%   1    1   3    20.00%   4

65.00%   2    0   0   100.00%   2    1   2    40.00%   4

45.00%   2    0   0   100.00%   2    1   2    40.00%   4


55.00%   1    1   0    50.00%   2    2   1    40.00%   4
60.00%   1    1   0    50.00%   4    0    1     80.00%   2

75.00%   2    0   0   100.00%   2    1    2     40.00%   3



45.00%    2   0   0   100.00%    1    0    4   20.00%     3
54.21%   34   2   2    89.47%   35   26   34   36.84%    52



85.00%   2    0   0   100.00%   4    1    0     80.00%   3

85.00%   2    0   0   100.00%   4    1    0     80.00%   4



85.00%   2    0   0   100.00%   4    1    0     80.00%   4

90.00%   2    0   0   100.00%   4    1    0     80.00%   4



75.00%   2    0   0   100.00%   4    1    0     80.00%   4



60.00%   2    0   0   100.00%   3    1    1     60.00%   4




45.00%   0    2   0     0.00%   3    2    0     60.00%   3

95.00%   2    0   0   100.00%   5    0    0    100.00%   4


65.00%   2    0   0   100.00%   2    2    1     40.00%   2


80.00%   2    0   0   100.00%   5    0    0    100.00%   3

40.00%   2    0   0   100.00%   1    1    3     20.00%   1




70.00%   2    0   0   100.00%   2    1    2     40.00%   4


60.00%   2    0   0   100.00%   2    1    2     40.00%   3

75.00%   2    0   0   100.00%   1    2    2     20.00%   4
95.00%   2    0   0   100.00%   4    0    1     80.00%   4


85.00%   2    0   0   100.00%   3    0    2     60.00%   4




65.00%    0   2   0    0.00%     5    0    0   100.00%    4
73.82%   30   4   0   88.24%    56   15   14    65.88%   59


60.00%   0    1   1     0.00%   3    2    0     60.00%   4

25.00%   2    0   0   100.00%   2    2    1     40.00%   2



65.00%   2    0   0   100.00%   3    0    2     60.00%   3


45.00%   2    0   0   100.00%   2    2    1     40.00%   2




50.00%   2    0   0   100.00%   2    3    0     40.00%   4



70.00%   2    0   0   100.00%   2    1    2     40.00%   4




60.00%   2    0   0   100.00%   1    3    1     20.00%   2



80.00%   2    0   0   100.00%   3    2    0     60.00%   3

70.00%   1    1   0    50.00%   3    1    1     60.00%   2




55.00%   2    0   0   100.00%   2    3    0     40.00%   4



50.00%   2    0   0   100.00%   1    2    2     20.00%   2
65.00%   2    0   0   100.00%   3    1    1    60.00%   4

80.00%   2    0   0   100.00%   1    2    2    20.00%   3


65.00%   2    0   0   100.00%   1    1    3    20.00%   3



80.00%    2   0   0   100.00%    3    0    2   60.00%    4
61.33%   27   2   1    90.00%   32   25   18   42.67%   46
Employers of SCARP Graduates                                       Others                                             TOTALS
                                                                                                                    TOTAL
   Count of       Count of       Percent     Count of       Count of       Count of       Percent     TOTAL         BLANK AND PERCENT
   Remove         Blank          Retain      Retain         Remove         Blank          Retain      RETAIN        REMOVE    RETAIN




              0              0     100.00%              2              0              0     100.00%            66           4    94.29%


              0              0     100.00%              2              0              0     100.00%            55          15    78.57%


              0              0     100.00%              2              0              0     100.00%            64           6    91.43%




              1              0      75.00%              2              0              0     100.00%            58          12    82.86%


              2              0      50.00%              2              0              0     100.00%            61           9    87.14%



              0              0     100.00%              2              0              0     100.00%            65           5    92.86%

              1              0      75.00%              2              0              0     100.00%            44          26    62.86%



              2              0      50.00%              2              0              0     100.00%            54          16    77.14%




              3              0      25.00%              2              0              0     100.00%            52          18    74.29%


              0              0     100.00%              2              0              0     100.00%            44          13    77.19%




              0              1      75.00%              2              0              0     100.00%            52          18    74.29%

              2              1      25.00%              1              1              0      50.00%            32          38    45.71%
 2   1   25.00%     1   1   0   50.00%     43    27   61.43%
13   3   69.23%    24   2   0   92.31%    690   207   76.92%




0    1    75.00%   1    1   0    50.00%   53    17    75.71%

1    1    50.00%   1    1   0    50.00%   34    36    48.57%

0    1    75.00%   0    2   0     0.00%   36    34    51.43%


0    2    50.00%   1    1   0    50.00%   36    34    51.43%




1    1    50.00%   2    0   0   100.00%   49    21    70.00%




1    1    50.00%   1    1   0    50.00%   46    24    65.71%



0    3    25.00%   2    0   0   100.00%   37    33    52.86%




0    2    50.00%   1    1   0    50.00%   34    36    48.57%


0    1    75.00%   1    1   0    50.00%   43    27    61.43%

0    1    75.00%   1    1   0    50.00%   40    30    57.14%


1    1    50.00%   1    1   0    50.00%   43    27    61.43%


0    1    75.00%   1    1   0    50.00%   41    29    58.57%




0    0   100.00%   1    1   0    50.00%   41    29    58.57%

0    0   100.00%   1    1   0    50.00%   44    26    62.86%

0    0   100.00%   1    1   0    50.00%   37    33    52.86%


0    0   100.00%   1    1   0    50.00%   43    27    61.43%
1   1     50.00%   1     1   0    50.00%   41    29    58.57%

0   1     75.00%   2     0   0   100.00%   45    25    64.29%



0    1   75.00%     2    0   0   100.00%    42    28   60.00%
5   19   68.42%    22   16   0    57.89%   785   545   59.02%



1   0     75.00%   1     1   0    50.00%   59    11    84.29%

0   0    100.00%   1     1   0    50.00%   57    13    81.43%



0   0    100.00%   2     0   0   100.00%   62     8    88.57%

0   0    100.00%   2     0   0   100.00%   61     9    87.14%



0   0    100.00%   1     1   0    50.00%   57    13    81.43%



0   0    100.00%   2     0   0   100.00%   52    18    74.29%




1   0     75.00%   2     0   0   100.00%   34    36    48.57%

0   0    100.00%   2     0   0   100.00%   66     4    94.29%


1   1     50.00%   2     0   0   100.00%   54    16    77.14%


1   0     75.00%   2     0   0   100.00%   61     9    87.14%

1   2     25.00%   1     1   0    50.00%   33    37    47.14%




0   0    100.00%   2     0   0   100.00%   55    15    78.57%


1   0     75.00%   2     0   0   100.00%   49    21    70.00%

0   0    100.00%   2     0   0   100.00%   53    17    75.71%
0   0   100.00%   2    0   0   100.00%   63     7    90.00%


0   0   100.00%   1    1   0    50.00%   60    10    85.71%




0   0   100.00%    2   0   0   100.00%    49    21   70.00%
6   3    86.76%   29   5   0    85.29%   925   265   77.73%


0   0   100.00%   1    1   0    50.00%   39    31    55.71%

1   1    50.00%   1    1   0    50.00%   30    40    42.86%



1   0    75.00%   1    1   0    50.00%   48    22    68.57%


2   0    50.00%   1    1   0    50.00%   37    33    52.86%




0   0   100.00%   1    1   0    50.00%   36    34    51.43%



0   0   100.00%   1    1   0    50.00%   51    19    72.86%




1   1    50.00%   2    0   0   100.00%   40    30    57.14%



1   0    75.00%   2    0   0   100.00%   56    14    80.00%

2   0    50.00%   2    0   0   100.00%   45    25    64.29%




0   0   100.00%   1    1   0    50.00%   48    22    68.57%



1   1    50.00%   2    0   0   100.00%   41    29    58.57%
0    0   100.00%   1    1   0    50.00%   50    20    71.43%

1    0    75.00%   2    0   0   100.00%   55    15    78.57%


1    0    75.00%   2    0   0   100.00%   43    27    61.43%



 0   0   100.00%    2   0   0   100.00%    52    18   74.29%
11   3    76.67%   22   8   0    73.33%   671   379   63.90%
                      blanks      net      %
          total potential responses responses agreement




1    66          70           1        69     95.65%


2    55          70           3        67     82.09%


3    64          70           2        68     94.12%




4    58          70           2        68     85.29%


5    61          70           3        67     91.04%



6    65          70           3        67     97.01%

7    44          70           5        65     67.69%



8    54          70           4        66     81.82%




9    52          70           2        68     76.47%


10   44          57           4        53     83.02%




11   52          70           6        64     81.25%

12   32          70           6        64     50.00%
13   43    70    5    65   66.15%
          897   46   851   81.08%




          70    3    67    79.10%

          70    8    62    54.84%

          70    6    64    56.25%


          70    6    64    56.25%




          70    5    65    75.38%




          70    5    65    70.77%



          70    8    62    59.68%




          70    14   56    60.71%


          70    7    63    68.25%

          70    7    63    63.49%


          70    6    64    67.19%


          70    7    63    65.08%




          70    9    61    67.21%

          70    5    65    67.69%

          70    6    64    57.81%


          70    4    66    65.15%
           70     7     63    65.08%

           70     8     62    72.58%



            70    10     60   70.00%
          1330   131   1199   65.47%



1    59    70     5     65    90.77%

2    57    70     3     67    85.07%



3    62    70     4     66    93.94%

4    61    70     3     67    91.04%



5    57    70     2     68    83.82%



6    52    70     3     67    77.61%




7    34    70     3     67    50.75%

8    66    70     3     67    98.51%


9    54    70     8     62    87.10%


10   61    70     2     68    89.71%

11   33    70    14     56    58.93%




12   55    70     5     65    84.62%


13   49    70     7     63    77.78%

14   53    70     7     63    84.13%
15   63    70    4     66    95.45%


16   60    70    7     63    95.24%




17   49     70    5     65   75.38%
          1190   85   1105   83.71%


1          70    6     64    60.94%

2          70    7     63    47.62%



3          70    7     63    76.19%


4          70    5     65    56.92%




5          70    5     65    55.38%



6          70    6     64    79.69%




7          70    7     63    63.49%



8          70    4     66    84.85%

9          70    7     63    71.43%




10         70    5     65    73.85%



11         70    8     62    66.13%
12    70    5    65    76.92%

13    70    4    66    83.33%


14    70    7    63    68.25%



15     70    5    65   80.00%
     1050   88   962   69.75%
                                                                                                                          Count of       Count of
                                                                                                                          Retain         Remove
Opportunities Fund raising opportunities for SCARP-CHS from potential granting sources; there is support from
                   the UBC Development Office.                                                                                   14                 0
                   Location in an increasingly significant international city-region.                                            13                 1
                   Increasing relevance of planning as a profession and field of enquiry due to increasing pressures on
                   cities and urbanizing regions.                                                                                13                 1
                   New hiring possibilities as faculty members retire.                                                           13                 1
                   Reconstruct CHS in line with SCARP mission and identify synergies with other units.                           13                 1
                   Strengthen ties and collaborate with CIP/PIBC to work on programs for student mentoring,
                   continuing professional development, research etc.                                                            13                 1
                   Studying how other planning schools do better in reducing budget and resource constraints and
                   learning their secrets of success.                                                                            12                 2
                   Become a new leader in sustainable, resilient and integrated planning.                                        12                 2
                   Collaboration with SALA (School of Architecture and Landscape Architecture) on consolidation of
                   space; improved teaching and research facilities.                                                             12                 2
                   Opportunities to strengthen partnerships and create alliances with other bodies (e.g. alumni), in
                   order to fund raise or garner support for our programs (e.g. expand our focus on Urban Design,
                   Media Studies).                                                                                               12              2
                                                                                                              TOTAL:            127             13
                   UBC emphasis on improving teaching and learning and associated funding can enable the School to
                   enhance its capacity.                                                                                         11                 3
                   Capitalize on SCARP’s ties with the community through Learning Exchange.                                      11                 3
                   Tracking tools using ICTs could be used productively in program advising.                                      9                 3
                   The Provincial government’s desire to expand graduate enrollment, and President’s likely new
                   budget model (the money follows the students), means we can (and will be pressured to) expand
                   Masters enrollment (by 50%) and can/must also expect additional resources to help us do that.
                                                                                                                                     9              5
                   New types of courses: Certificate programs, joint degrees/courses, and undergraduate offerings
                   (that offer PhD students teaching opportunities).                                                                 8              6
                   Opportunities to capitalize on our shared vision and mission with UBC’s new President and the Trek
                   2010 goals.                                                                                                       8              5
                   Could expand (by say 50%) our admissions almost immediately with two steps: a commitment to
                   offer two sections of required courses, and a group project opportunity to complement existing
                   project or thesis options.                                                                                        6              8
  Strengths        As one of Canada’s first planning schools, SCARP’s distinguished history, strong reputation, and
                   drawing power after 55 years are attributed to its focus on sustainability, particularly for the
                   Master’s program, outstanding alumni, the individual reputations and expertise of its faculty in a
                   variety of disciplines and the achievements of the Centre for Human Settlements.
                                                                                                                                 14                 0
                   Highly committed Adjunct Professors bringing a wealth of public and private sector experience to
                   the teaching program.                                                                                         14                 0
                   Large group of distinguished alumni, strategically placed all over Canada and beyond.
                                                                                                                                     1              0
                   One of only 2 Canadian Masters in Planning with US accreditation, plus CIP and PIBC accreditation.
                                                                                                                                 13              1
                   SCARP’s students are outstanding, engaged, critical, constructive and cooperative.                            13              1
                                                                                                              TOTAL:            256             50
                   SCARP has a distinguished multidisciplinary faculty covering a wide range of subjects, conducting
                   research and teaching in significant areas that attract funding and get students jobs.
                                                                                                                                 12                 2
                   SCARP’s multi-disciplinary professional program offers a breadth of courses with some depth in key
                   areas and attracts many excellent applicants.                                                                 12                 2
                   SCARP is well positioned in UBC given its trans-disciplinary orientation, close connections with
                   other interdisciplinary research, teaching and community service oriented units (e.g. IRES, SALA,
                   CWAGS, IAR, Learning Exchange), and the creation of CFIS that reinforces its importance within
                   UBC.                                                                                                          12                 2
             Interpersonal relationships and internal harmony within SCARP.                                             12    2
             SCARP has a good governance model that is open, participatory, formally involves students, and
             moving towards more devolved leadership.                                                                   12    2
             Committed and highly competent administrative staff.                                                       11    3
             The School has strong relationships with professionals in various areas including the public sector
             (e.g. City of Vancouver, other municipalities in the Lower Mainland, and beyond), private sector,
             and professional planning institutions (e.g. PIBC and CIP).
                                                                                                                        11    3
             Shared commitment by staff and faculty to SCARP’s mission on sustainability, which also coincides
             with UBC’s Trek 2010 goals.                                                                                10    3
 Threats     Poor UBC funding for graduate students and scholarships, and increased competition from better
             funded Canadian universities, especially Uof T and Uof A, will not enable SCARP to hire top-caliber
             students.                                                                                                  13    1
             Expanded enrollments without increased resources and/or enhancement of teaching productivity
             could reduce the quality of the learning environment.                                                      12    2
             There are several key senior faculty members who are likely to retire soon, particularly within the
             Environment and Natural Resource area.                                                                     11    3
             Leaves and reduced teaching loads due to buy-outs result in lower numbers of courses taught by
             continuing faculty members in a given year.                                                                11    2
             UBC’s budget cuts that may threaten SCARP’s activities.                                                    11    3
             High faculty to student ratio, despite project/thesis supervision overload.                                10    4
             There are shrinking resources in the funding to support the international mandate of CHS.
                                                                                                                        10    4
             Local competition as SFU is offering more courses and programs related to planning and the loss of
             SCARP’s relevance and uniqueness.                                                                           10    4
                                                                                                           TOTAL:       168   40
             Small classes make us visible as having expansion capacity (however, they also reflect the diversity
             of graduate learning opportunities that are available in a research intensive university).
                                                                                                                         9    5
             Accreditation may be a threat unless we increase CIP membership and continue to address the
             professional training criteria that accreditors hold for our program.                                       9    4
             Diminished overall reputation of the School hurting recruitment, development and partnerships.
                                                                                                                         8    6
             Dissatisfied alumni favouring graduates of competing programs.                                              8    5
             Uncertainty and fears around CFIS as a new institution that is on trial and current lack of stability or
             visible strength within UBC.                                                                                8    5
             Rising real estate costs make it difficult to recruit faculty and staff and potentially to attract
             students.                                                                                                   6    6
             Abolition of mandatory retirement will make it very difficult for SCARP to renew itself with dynamic
             young faculty, unless we seize growth opportunities in the face of cutbacks.
                                                                                                                         6    6
Weaknesses   A major weakness is the lack of funds and resources for SCARP, which limits the School’s abilities in
             many areas including financial support for students, IT support, and attraction of top quality
             students and faculty.                                                                                      11    3
             Lack of standing committee on curriculum review, development, teaching and learning tends to
             overload the Director and provides only ad hoc, temporary solutions to problems when they arise.
                                                                                                                        11    3
             SCARP’s physical facilities are cramped and limit teaching, learning, and office space. Poor teaching
             equipment.                                                                                                 11    3
             Need to rationalize course offerings to avoid unaffordable overlaps and fill gaps while better
             meeting accreditation requirements and avoiding low enrollments.                                           10    4
             Digital technology needs to be better integrated into the whole of the learning program and IT
             support provided.                                                                                          10    4
             The Centre for Human Settlement’s ambiguous relationship to the school and its lack of a clear,
             renewed vision is a weakness.                                                                              10    4
             Fairly low visibility among planning schools outside of Canada (e.g., not ranked by Planetizen),
             hence we draw fewer non-Canadian students than we might.                                                    9    4
Weak relationship with PIBC and CIP and little relationship with practitioners beyond Adjuncts and
City of Vancouver.                                                                                     9     5
                                                                                           TOTAL:    333   119
Inconsistency of interest in sustainability mission.                                                   8     6
Weak application of vision or its integration into curriculum.                                         8     5
Too many Areas of Concentration (AOC’s) which sacrifices depth in some areas and often with only
one (or very few) over-loaded faculty member(s).                                                      8     6
No Continuing Education or Professional Development Certificate Programs.                             8     5
The PhD program is not competitive due to the lack of funding and teaching opportunities for
students, resulting in loss of top-quality applicants to other universities.
                                                                                                      7     6
Weakness, inequalities and inconsistencies in advising and supervision of students by faculty.
                                                                                                      7     7
Very few faculty who are members of AICP/CIP.                                                         7     6
Adjuncts are not involved with the school beyond teaching courses and are teaching too many
courses that are required for accreditation.                                                          7     5
Lack of alumni involvement with the School.                                                           7     6
Poor coordination between overall learning objectives and individual course learning objectives.
                                                                                                      6     8
Inconsistency in the quality of teaching and mentoring.                                               6     7
Count of       Percent
Blank          Retain

           0     100.00%
           0      92.86%

           0      92.86%
           0      92.86%
           0      92.86%

           0      92.86%

           0      85.71%
           0      85.71%

           0      85.71%


           0      85.71%
           0      90.71%

           0      78.57%
           0      78.57%
           2      64.29%



           0      64.29%

           0      57.14%

           1      57.14%


           0      42.86%




           0     100.00%

           0     100.00%

           0     100.00%

           0      92.86%
           0      92.86%
           3      82.85%


           0      85.71%

           0      85.71%



           0      85.71%
0   85.71%

0   85.71%
0   78.57%



0   78.57%

1   71.43%


0   92.86%

0   85.71%

0   78.57%

1   78.57%
0   78.57%
0   71.43%

0   71.43%

0   71.43%
2   80.00%


0   64.29%

1   64.29%

0   57.14%
1   57.14%

1   57.14%

2   42.86%


2   42.86%


0   78.57%


0   78.57%

0   78.57%

0   71.43%

0   71.43%

0   71.43%

1   64.29%
 0   64.29%
10   72.08%
 0   57.14%
 1   57.14%

0    57.14%
1    57.14%


1    50.00%

0    50.00%
1    50.00%

2    50.00%
1    50.00%

0    42.86%
1    42.86%
                                                                                                                       Count of
                                                                                                                       Retain
Opportunities   Studying how other planning schools do better in reducing budget and resource constraints and
                learning their secrets of success.                                                                            14
                New hiring possibilities as faculty members retire.                                                           14
                UBC emphasis on improving teaching and learning and associated funding can enable the School to
                enhance its capacity.                                                                                         14
                Increasing relevance of planning as a profession and field of enquiry due to increasing pressures on
                cities and urbanizing regions.                                                                                13
                New types of courses: Certificate programs, joint degrees/courses, and undergraduate offerings
                (that offer PhD students teaching opportunities).                                                             13
                Reconstruct CHS in line with SCARP mission and identify synergies with other units.                           13
                Opportunities to capitalize on our shared vision and mission with UBC’s new President and the Trek
                2010 goals.                                                                                                   13
                Strengthen ties and collaborate with CIP/PIBC to work on programs for student mentoring,
                continuing professional development, research etc.                                                            13
                Become a new leader in sustainable, resilient and integrated planning.                                        12
                Collaboration with SALA (School of Architecture and Landscape Architecture) on consolidation of
                space; improved teaching and research facilities.                                                             12
                Opportunities to strengthen partnerships and create alliances with other bodies (e.g. alumni), in
                order to fund raise or garner support for our programs (e.g. expand our focus on Urban Design,
                Media Studies).                                                                                               12
                Fund raising opportunities for SCARP-CHS from potential granting sources; there is support from
                the UBC Development Office.                                                                                   12
                                                                                                           TOTAL:            155
                Capitalize on SCARP’s ties with the community through Learning Exchange.                                      11
                The Provincial government’s desire to expand graduate enrollment, and President’s likely new
                budget model (the money follows the students), means we can (and will be pressured to) expand
                Masters enrollment (by 50%) and can/must also expect additional resources to help us do that.
                                                                                                                              10
                Location in an increasingly significant international city-region.                                             9
                Tracking tools using ICTs could be used productively in program advising.                                      8
                Could expand (by say 50%) our admissions almost immediately with two steps: a commitment to
                offer two sections of required courses, and a group project opportunity to complement existing
                project or thesis options.                                                                                        7
  Strengths     As one of Canada’s first planning schools, SCARP’s distinguished history, strong reputation, and
                drawing power after 55 years are attributed to its focus on sustainability, particularly for the
                Master’s program, outstanding alumni, the individual reputations and expertise of its faculty in a
                variety of disciplines and the achievements of the Centre for Human Settlements.
                                                                                                                              13
                One of only 2 Canadian Masters in Planning with US accreditation, plus CIP and PIBC accreditation.
                                                                                                                              13
                SCARP’s students are outstanding, engaged, critical, constructive and cooperative.                            13
                Highly committed Adjunct Professors bringing a wealth of public and private sector experience to
                the teaching program.                                                                                         13
                Large group of distinguished alumni, strategically placed all over Canada and beyond.
                                                                                                                              13
                Shared commitment by staff and faculty to SCARP’s mission on sustainability, which also coincides
                with UBC’s Trek 2010 goals.                                                                                   11
                The School has strong relationships with professionals in various areas including the public sector
                (e.g. City of Vancouver, other municipalities in the Lower Mainland, and beyond), private sector,
                and professional planning institutions (e.g. PIBC and CIP).
                                                                                                                              11
                                                                                                           TOTAL:            299
                SCARP has a distinguished multidisciplinary faculty covering a wide range of subjects, conducting
                research and teaching in significant areas that attract funding and get students jobs.
                                                                                                                              10
             SCARP’s multi-disciplinary professional program offers a breadth of courses with some depth in key
             areas and attracts many excellent applicants.                                                               9
             SCARP is well positioned in UBC given its trans-disciplinary orientation, close connections with
             other interdisciplinary research, teaching and community service oriented units (e.g. IRES, SALA,
             CWAGS, IAR, Learning Exchange), and the creation of CFIS that reinforces its importance within
             UBC.                                                                                                        9
             SCARP has a good governance model that is open, participatory, formally involves students, and
             moving towards more devolved leadership.                                                                    8
             Interpersonal relationships and internal harmony within SCARP.                                              7
             Committed and highly competent administrative staff.                                                        6
 Threats     Accreditation may be a threat unless we increase CIP membership and continue to address the
             professional training criteria that accreditors hold for our program.                                      12
             UBC’s budget cuts that may threaten SCARP’s activities.                                                    12
             Leaves and reduced teaching loads due to buy-outs result in lower numbers of courses taught by
             continuing faculty members in a given year.                                                                11
             Expanded enrollments without increased resources and/or enhancement of teaching productivity
             could reduce the quality of the learning environment.                                                      11
             There are several key senior faculty members who are likely to retire soon, particularly within the
             Environment and Natural Resource area.                                                                     10
             High faculty to student ratio, despite project/thesis supervision overload.                                 9
             Poor UBC funding for graduate students and scholarships, and increased competition from better
             funded Canadian universities, especially Uof T and Uof A, will not enable SCARP to hire top-caliber
             students.                                                                                                   9
             Uncertainty and fears around CFIS as a new institution that is on trial and current lack of stability or
             visible strength within UBC.                                                                                 9
                                                                                                              TOTAL:    431
             Diminished overall reputation of the School hurting recruitment, development and partnerships.
                                                                                                                         8
             Rising real estate costs make it difficult to recruit faculty and staff and potentially to attract
             students.                                                                                                   8
             There are shrinking resources in the funding to support the international mandate of CHS.
                                                                                                                         8
             Local competition as SFU is offering more courses and programs related to planning and the loss of
             SCARP’s relevance and uniqueness.                                                                           8
             Dissatisfied alumni favouring graduates of competing programs.                                              7
             Small classes make us visible as having expansion capacity (however, they also reflect the diversity
             of graduate learning opportunities that are available in a research intensive university).
                                                                                                                         7
             Abolition of mandatory retirement will make it very difficult for SCARP to renew itself with dynamic
             young faculty, unless we seize growth opportunities in the face of cutbacks.
                                                                                                                         6
Weaknesses   A major weakness is the lack of funds and resources for SCARP, which limits the School’s abilities in
             many areas including financial support for students, IT support, and attraction of top quality
             students and faculty.                                                                                      11
             Lack of standing committee on curriculum review, development, teaching and learning tends to
             overload the Director and provides only ad hoc, temporary solutions to problems when they arise.
                                                                                                                        11
             Poor coordination between overall learning objectives and individual course learning objectives.
                                                                                                                        10
             Need to rationalize course offerings to avoid unaffordable overlaps and fill gaps while better
             meeting accreditation requirements and avoiding low enrollments.                                           10
             Weakness, inequalities and inconsistencies in advising and supervision of students by faculty.
                                                                                                                        10
             Weak relationship with PIBC and CIP and little relationship with practitioners beyond Adjuncts and
             City of Vancouver.                                                                                         10
             The Centre for Human Settlement’s ambiguous relationship to the school and its lack of a clear,
             renewed vision is a weakness.                                                                              10
             Inconsistency of interest in sustainability mission.                                                        9
Weak application of vision or its integration into curriculum.                                           9
Inconsistency in the quality of teaching and mentoring.                                                  9
Digital technology needs to be better integrated into the whole of the learning program and IT
support provided.                                                                                        9
Fairly low visibility among planning schools outside of Canada (e.g., not ranked by Planetizen),
hence we draw fewer non-Canadian students than we might.                                                  9
Lack of alumni involvement with the School.                                                               9
                                                                                            TOTAL:      170
The PhD program is not competitive due to the lack of funding and teaching opportunities for
students, resulting in loss of top-quality applicants to other universities.
                                                                                                         8
SCARP’s physical facilities are cramped and limit teaching, learning, and office space. Poor teaching
equipment.                                                                                               8
No Continuing Education or Professional Development Certificate Programs.                                8
Adjuncts are not involved with the school beyond teaching courses and are teaching too many
courses that are required for accreditation.                                                             8
Very few faculty who are members of AICP/CIP.                                                            7
Too many Areas of Concentration (AOC’s) which sacrifices depth in some areas and often with only
one (or very few) over-loaded faculty member(s).                                                         6
Count of       Count of       Percent
Remove         Blank          Retain

           0              1      93.33%
           0              1      93.33%

           0              1      93.33%

           1              1      86.67%

           1              1      86.67%
           0              2      86.67%

           1              1      86.67%

           1              1      86.67%
           2              1      80.00%

           2              1      80.00%


           2              1      80.00%

        1              2         80.00%
       11             14         86.11%
        2              2         73.33%



           3              2      66.67%
           5              1      60.00%
           4              3      53.33%


           7              1      46.67%




           1              1      86.67%

           1              1      86.67%
           1              1      86.67%

           1              1      86.67%

           1              1      86.67%

           3              1      73.33%



        3              1         73.33%
       44             32         79.73%


           4              1      66.67%
 5    1    60.00%



 5    1    60.00%

 6    1    53.33%
 7    1    46.67%
 8    1    40.00%

 2    1    80.00%
 2    1    80.00%

 3    1    73.33%

 3    1    73.33%

 3    2    66.67%
 3    3    60.00%


 4    2    60.00%

  5    1   60.00%
104   50   73.68%

 6    1    53.33%

 6    1    53.33%

 5    2    53.33%

 5    2    53.33%
 7    1    46.67%


 6    2    46.67%


 7    2    40.00%


 3    1    73.33%


 3    1    73.33%

 3    2    66.67%

 3    2    66.67%

 4    1    66.67%

 4    1    66.67%

 4    1    66.67%
 5    1    60.00%
5    1    60.00%
5    1    60.00%

5    1    60.00%

 4    2   60.00%
 5    1   60.00%
89   26   59.65%


4    3    53.33%

6    1    53.33%
6    1    53.33%

6    1    53.33%
6    2    46.67%

8    1    40.00%
                                                                                                      Count of Retain        Count of Remove
Opportunities   New types of courses: Certificate programs, joint degrees/courses, and
                undergraduate offerings (that offer PhD students teaching opportunities).
                                                                                                                        8                      0
                UBC emphasis on improving teaching and learning and associated funding can
                enable the School to enhance its capacity.                                                              8                      0
                Location in an increasingly significant international city-region.                                      7                      1
                Increasing relevance of planning as a profession and field of enquiry due to
                increasing pressures on cities and urbanizing regions.                                                  7                      0
                Become a new leader in sustainable, resilient and integrated planning.
                                                                                                                        7                      0
                Collaboration with SALA (School of Architecture and Landscape Architecture) on
                consolidation of space; improved teaching and research facilities.
                                                                                                                        7                      1
                New hiring possibilities as faculty members retire.                                                     7                      0
                Reconstruct CHS in line with SCARP mission and identify synergies with other
                units.                                                                                                  7                      0
                Opportunities to strengthen partnerships and create alliances with other bodies
                (e.g. alumni), in order to fund raise or garner support for our programs (e.g.
                expand our focus on Urban Design, Media Studies).
                                                                                                                        7                      0
                Opportunities to capitalize on our shared vision and mission with UBC’s new
                President and the Trek 2010 goals.                                                                      7                      0
                Capitalize on SCARP’s ties with the community through Learning Exchange.
                                                                                                                        7                      0
                Fund raising opportunities for SCARP-CHS from potential granting sources; there
                is support from the UBC Development Office.                                                              7                     0
                                                                                           TOTAL:                       86                     2
                Studying how other planning schools do better in reducing budget and resource
                constraints and learning their secrets of success.                                                      6                      1
                Strengthen ties and collaborate with CIP/PIBC to work on programs for student
                mentoring, continuing professional development, research etc.
                                                                                                                        6                      1
                The Provincial government’s desire to expand graduate enrollment, and
                President’s likely new budget model (the money follows the students), means
                we can (and will be pressured to) expand Masters enrollment (by 50%) and
                can/must also expect additional resources to help us do that.
                                                                                                                        6                      1
                Could expand (by say 50%) our admissions almost immediately with two steps: a
                commitment to offer two sections of required courses, and a group project
                opportunity to complement existing project or thesis options.
                                                                                                                        4                      3
                Tracking tools using ICTs could be used productively in program advising.
                                                                                                                        3                      4
  Strengths     As one of Canada’s first planning schools, SCARP’s distinguished history, strong
                reputation, and drawing power after 55 years are attributed to its focus on
                sustainability, particularly for the Master’s program, outstanding alumni, the
                individual reputations and expertise of its faculty in a variety of disciplines and
                the achievements of the Centre for Human Settlements.
                                                                                                                        8                      0
                One of only 2 Canadian Masters in Planning with US accreditation, plus CIP and
                PIBC accreditation.                                                                                     8                      0
                SCARP has a distinguished multidisciplinary faculty covering a wide range of
                subjects, conducting research and teaching in significant areas that attract
                funding and get students jobs.                                                                          8                      0
                SCARP’s students are outstanding, engaged, critical, constructive and
                cooperative.                                                                                            8                      0
          SCARP’s multi-disciplinary professional program offers a breadth of courses with
          some depth in key areas and attracts many excellent applicants.
                                                                                                     8    0
          SCARP is well positioned in UBC given its trans-disciplinary orientation, close
          connections with other interdisciplinary research, teaching and community
          service oriented units (e.g. IRES, SALA, CWAGS, IAR, Learning Exchange), and the
          creation of CFIS that reinforces its importance within UBC.
                                                                                                     8    0
          Highly committed Adjunct Professors bringing a wealth of public and private
          sector experience to the teaching program.                                                  7    1
                                                                                       TOTAL:       173   13
          Shared commitment by staff and faculty to SCARP’s mission on sustainability,
          which also coincides with UBC’s Trek 2010 goals.                                           6    2
          Committed and highly competent administrative staff.                                       6    2
          Large group of distinguished alumni, strategically placed all over Canada and
          beyond.                                                                                    6    2
          SCARP has a good governance model that is open, participatory, formally
          involves students, and moving towards more devolved leadership.
                                                                                                     6    1
          The School has strong relationships with professionals in various areas including
          the public sector (e.g. City of Vancouver, other municipalities in the Lower
          Mainland, and beyond), private sector, and professional planning institutions
          (e.g. PIBC and CIP).                                                                       5    3
          Interpersonal relationships and internal harmony within SCARP.                             2    5
Threats   UBC’s budget cuts that may threaten SCARP’s activities.                                    8    0
          Rising real estate costs make it difficult to recruit faculty and staff and potentially
          to attract students.                                                                       7    1
          Expanded enrollments without increased resources and/or enhancement of
          teaching productivity could reduce the quality of the learning environment.
                                                                                                     7    0
          Uncertainty and fears around CFIS as a new institution that is on trial and
          current lack of stability or visible strength within UBC.                                  7    1
          Local competition as SFU is offering more courses and programs related to
          planning and the loss of SCARP’s relevance and uniqueness.
                                                                                                     7    1
          Leaves and reduced teaching loads due to buy-outs result in lower numbers of
          courses taught by continuing faculty members in a given year.
                                                                                                     6    1
          Poor UBC funding for graduate students and scholarships, and increased
          competition from better funded Canadian universities, especially Uof T and Uof
          A, will not enable SCARP to hire top-caliber students.
                                                                                                     6    1
          Accreditation may be a threat unless we increase CIP membership and continue
          to address the professional training criteria that accreditors hold for our
          program.                                                                                    6    1
                                                                                       TOTAL:       258   34
          There are several key senior faculty members who are likely to retire soon,
          particularly within the Environment and Natural Resource area.
                                                                                                     5    2
          Abolition of mandatory retirement will make it very difficult for SCARP to renew
          itself with dynamic young faculty, unless we seize growth opportunities in the
          face of cutbacks.                                                                          5    3
          Small classes make us visible as having expansion capacity (however, they also
          reflect the diversity of graduate learning opportunities that are available in a
          research intensive university).                                                            5    2
          High faculty to student ratio, despite project/thesis supervision overload.
                                                                                                     4    3
             There are shrinking resources in the funding to support the international
             mandate of CHS.                                                                      4    3
             Diminished overall reputation of the School hurting recruitment, development
             and partnerships.                                                                    3    3
             Dissatisfied alumni favouring graduates of competing programs.                       3    3
Weaknesses   A major weakness is the lack of funds and resources for SCARP, which limits the
             School’s abilities in many areas including financial support for students, IT
             support, and attraction of top quality students and faculty.
                                                                                                  7    1
             Weakness, inequalities and inconsistencies in advising and supervision of
             students by faculty.                                                                 7    1
             Inconsistency in the quality of teaching and mentoring.                              7    1
             Lack of standing committee on curriculum review, development, teaching and
             learning tends to overload the Director and provides only ad hoc, temporary
             solutions to problems when they arise.                                               6    1
             SCARP’s physical facilities are cramped and limit teaching, learning, and office
             space. Poor teaching equipment.                                                      6    2
             Digital technology needs to be better integrated into the whole of the learning
             program and IT support provided.                                                     6    2
             No Continuing Education or Professional Development Certificate Programs.
                                                                                                  6    2
             Adjuncts are not involved with the school beyond teaching courses and are
             teaching too many courses that are required for accreditation.
                                                                                                   6    2
                                                                                      TOTAL:     356   68
             Inconsistency of interest in sustainability mission.                                  5    1
             Poor coordination between overall learning objectives and individual course
             learning objectives.                                                                 5    2
             Need to rationalize course offerings to avoid unaffordable overlaps and fill gaps
             while better meeting accreditation requirements and avoiding low enrollments.
                                                                                                  5    2
             Too many Areas of Concentration (AOC’s) which sacrifices depth in some areas
             and often with only one (or very few) over-loaded faculty member(s).
                                                                                                  5    3
             The PhD program is not competitive due to the lack of funding and teaching
             opportunities for students, resulting in loss of top-quality applicants to other
             universities.                                                                        5    3
             Fairly low visibility among planning schools outside of Canada (e.g., not ranked
             by Planetizen), hence we draw fewer non-Canadian students than we might.
                                                                                                  5    2
             Very few faculty who are members of AICP/CIP.                                        5    3
             Weak relationship with PIBC and CIP and little relationship with practitioners
             beyond Adjuncts and City of Vancouver.                                               5    2
             Lack of alumni involvement with the School.                                          5    2
             The Centre for Human Settlement’s ambiguous relationship to the school and its
             lack of a clear, renewed vision is a weakness.                                       5    2
             Weak application of vision or its integration into curriculum.                       4    3
Count of Blank       Percent Retain


                 0            100.00%

                 0            100.00%
                 0             87.50%

                 1             87.50%

                 1             87.50%


                 0             87.50%
                 1             87.50%

                 1             87.50%



                 1             87.50%

                 1             87.50%

                 1             87.50%

                 1             87.50%
                 8             89.58%

                 1             75.00%


                 1             75.00%




                 1             75.00%



                 1             50.00%

                 1             37.50%




                 0            100.00%

                 0            100.00%


                 0            100.00%

                 0            100.00%
0    100.00%




0    100.00%

 0   87.50%
14   86.50%

0     75.00%
0     75.00%

0     75.00%


1     75.00%



0     62.50%
1     25.00%
0    100.00%

0     87.50%


1     87.50%

0     87.50%


0     87.50%


1     75.00%



1     75.00%


 1   75.00%
20   82.69%


1     62.50%


0     62.50%


1     62.50%

1     50.00%
1    50.00%

2    37.50%
2    37.50%



0    87.50%

0    87.50%
0    87.50%


1    75.00%

0    75.00%

0    75.00%

0    75.00%


 0   75.00%
32   78.07%
 2   62.50%

1    62.50%


1    62.50%


0    62.50%


0    62.50%


1    62.50%
0    62.50%

1    62.50%
1    62.50%

1    62.50%
1    50.00%
                                                                                                                          Count of Count of
                                                                                                                          Retain     Remove
Opportunities New hiring possibilities as faculty members retire.                                                                 19        0
                   Strengthen ties and collaborate with CIP/PIBC to work on programs for student mentoring,
                   continuing professional development, research etc.                                                            19        0
                   Become a new leader in sustainable, resilient and integrated planning.                                        18        1
                   Studying how other planning schools do better in reducing budget and resource constraints and
                   learning their secrets of success.                                                                            17        0
                   Location in an increasingly significant international city-region.                                            17        1
                   Increasing relevance of planning as a profession and field of enquiry due to increasing pressures on
                   cities and urbanizing regions.                                                                                17        1
                   Fund raising opportunities for SCARP-CHS from potential granting sources; there is support from
                   the UBC Development Office.                                                                                   17        1
                   UBC emphasis on improving teaching and learning and associated funding can enable the School to
                   enhance its capacity.                                                                                         16        3
                   Collaboration with SALA (School of Architecture and Landscape Architecture) on consolidation of
                   space; improved teaching and research facilities.                                                             15        4
                   Capitalize on SCARP’s ties with the community through Learning Exchange.                                      15        3
                                                                                                               TOTAL:           170       14
                   Opportunities to strengthen partnerships and create alliances with other bodies (e.g. alumni), in
                   order to fund raise or garner support for our programs (e.g. expand our focus on Urban Design,
                   Media Studies).                                                                                               14        5
                   Reconstruct CHS in line with SCARP mission and identify synergies with other units.                           13        4
                   The Provincial government’s desire to expand graduate enrollment, and President’s likely new
                   budget model (the money follows the students), means we can (and will be pressured to) expand
                   Masters enrollment (by 50%) and can/must also expect additional resources to help us do that.
                                                                                                                                 13        5
                   New types of courses: Certificate programs, joint degrees/courses, and undergraduate offerings
                   (that offer PhD students teaching opportunities).                                                             12        7
                   Opportunities to capitalize on our shared vision and mission with UBC’s new President and the Trek
                   2010 goals.                                                                                                   12        6
                   Could expand (by say 50%) our admissions almost immediately with two steps: a commitment to
                   offer two sections of required courses, and a group project opportunity to complement existing
                   project or thesis options.                                                                                     9       10
                   Tracking tools using ICTs could be used productively in program advising.                                      8        9
  Strengths        As one of Canada’s first planning schools, SCARP’s distinguished history, strong reputation, and
                   drawing power after 55 years are attributed to its focus on sustainability, particularly for the
                   Master’s program, outstanding alumni, the individual reputations and expertise of its faculty in a
                   variety of disciplines and the achievements of the Centre for Human Settlements.
                                                                                                                                 19        1
                   Highly committed Adjunct Professors bringing a wealth of public and private sector experience to
                   the teaching program.                                                                                         19        0
                   Shared commitment by staff and faculty to SCARP’s mission on sustainability, which also coincides
                   with UBC’s Trek 2010 goals.                                                                                   17        3
                   One of only 2 Canadian Masters in Planning with US accreditation, plus CIP and PIBC accreditation.
                                                                                                                                 17        2
                   SCARP’s students are outstanding, engaged, critical, constructive and cooperative.                            17        2
                   The School has strong relationships with professionals in various areas including the public sector
                   (e.g. City of Vancouver, other municipalities in the Lower Mainland, and beyond), private sector,
                   and professional planning institutions (e.g. PIBC and CIP).
                                                                                                                                 17        2
                   SCARP has a distinguished multidisciplinary faculty covering a wide range of subjects, conducting
                   research and teaching in significant areas that attract funding and get students jobs.
                                                                                                                                 16        3
                   SCARP’s multi-disciplinary professional program offers a breadth of courses with some depth in key
                   areas and attracts many excellent applicants.                                                                 16        3
                                                                                                               TOTAL:           205       57
             SCARP is well positioned in UBC given its trans-disciplinary orientation, close connections with
             other interdisciplinary research, teaching and community service oriented units (e.g. IRES, SALA,
             CWAGS, IAR, Learning Exchange), and the creation of CFIS that reinforces its importance within
             UBC.                                                                                                       14     4
             Large group of distinguished alumni, strategically placed all over Canada and beyond.
                                                                                                                        13     6
             Committed and highly competent administrative staff.                                                       10     7
             SCARP has a good governance model that is open, participatory, formally involves students, and
             moving towards more devolved leadership.                                                                   10     9
             Interpersonal relationships and internal harmony within SCARP.                                              6    13
 Threats     Expanded enrollments without increased resources and/or enhancement of teaching productivity
             could reduce the quality of the learning environment.                                                      16     2
             UBC’s budget cuts that may threaten SCARP’s activities.                                                    16     3
             Local competition as SFU is offering more courses and programs related to planning and the loss of
             SCARP’s relevance and uniqueness.                                                                          16     3
             Leaves and reduced teaching loads due to buy-outs result in lower numbers of courses taught by
             continuing faculty members in a given year.                                                                14     5
             High faculty to student ratio, despite project/thesis supervision overload.                                14     4
             There are several key senior faculty members who are likely to retire soon, particularly within the
             Environment and Natural Resource area.                                                                     13     5
             Accreditation may be a threat unless we increase CIP membership and continue to address the
             professional training criteria that accreditors hold for our program.                                      13     6
             There are shrinking resources in the funding to support the international mandate of CHS.
                                                                                                                         13     6
                                                                                                           TOTAL:       389   133
             Diminished overall reputation of the School hurting recruitment, development and partnerships.
                                                                                                                        12     6
             Small classes make us visible as having expansion capacity (however, they also reflect the diversity
             of graduate learning opportunities that are available in a research intensive university).
                                                                                                                        12     6
             Poor UBC funding for graduate students and scholarships, and increased competition from better
             funded Canadian universities, especially Uof T and Uof A, will not enable SCARP to hire top-caliber
             students.                                                                                                  11     7
             Abolition of mandatory retirement will make it very difficult for SCARP to renew itself with dynamic
             young faculty, unless we seize growth opportunities in the face of cutbacks.
                                                                                                                        10     9
             Uncertainty and fears around CFIS as a new institution that is on trial and current lack of stability or
             visible strength within UBC.                                                                               10     7
             Rising real estate costs make it difficult to recruit faculty and staff and potentially to attract
             students.                                                                                                   9    10
             Dissatisfied alumni favouring graduates of competing programs.                                              5    14
Weaknesses   A major weakness is the lack of funds and resources for SCARP, which limits the School’s abilities in
             many areas including financial support for students, IT support, and attraction of top quality
             students and faculty.                                                                                      15     4
             Lack of alumni involvement with the School.                                                                15     3
             Lack of standing committee on curriculum review, development, teaching and learning tends to
             overload the Director and provides only ad hoc, temporary solutions to problems when they arise.
                                                                                                                        13     6
             Need to rationalize course offerings to avoid unaffordable overlaps and fill gaps while better
             meeting accreditation requirements and avoiding low enrollments.                                           13     6
             No Continuing Education or Professional Development Certificate Programs.                                  13     6
             Weakness, inequalities and inconsistencies in advising and supervision of students by faculty.
                                                                                                                        12     6
             Adjuncts are not involved with the school beyond teaching courses and are teaching too many
             courses that are required for accreditation.                                                               12     6
             Inconsistency in the quality of teaching and mentoring.                                                    11     8
             SCARP’s physical facilities are cramped and limit teaching, learning, and office space. Poor teaching
             equipment.                                                                                                 11     7
Digital technology needs to be better integrated into the whole of the learning program and IT
support provided.                                                                                    11     8
Weak relationship with PIBC and CIP and little relationship with practitioners beyond Adjuncts and
City of Vancouver.                                                                                    11     8
                                                                                          TOTAL:     595   260
Too many Areas of Concentration (AOC’s) which sacrifices depth in some areas and often with only
one (or very few) over-loaded faculty member(s).                                                     10     8
Fairly low visibility among planning schools outside of Canada (e.g., not ranked by Planetizen),
hence we draw fewer non-Canadian students than we might.                                             10     8
The PhD program is not competitive due to the lack of funding and teaching opportunities for
students, resulting in loss of top-quality applicants to other universities.
                                                                                                      9     6
Very few faculty who are members of AICP/CIP.                                                         9    10
The Centre for Human Settlement’s ambiguous relationship to the school and its lack of a clear,
renewed vision is a weakness.                                                                         9     8
Weak application of vision or its integration into curriculum.                                        8    11
Poor coordination between overall learning objectives and individual course learning objectives.
                                                                                                      8    11
Inconsistency of interest in sustainability mission.                                                  6    12
Count of     Percent
Blank        Retain
           1    95.00%

           1   95.00%
           1   90.00%

           3   85.00%
           2   85.00%

           2   85.00%

           2   85.00%

           1   80.00%

        1      75.00%
        2      75.00%
       16      85.00%


           1   70.00%
           3   65.00%



           2   65.00%

           1   60.00%

           2   60.00%


           1   45.00%
           3   40.00%




           0   95.00%

           1   95.00%

           0   85.00%

           1   85.00%
           1   85.00%



           1   85.00%


           1   80.00%

        1      80.00%
       18      73.21%
2    70.00%

1    65.00%
3    50.00%

1    50.00%
1    30.00%

2    80.00%
1    80.00%

1    80.00%

1    70.00%
2    70.00%

2    65.00%

1    65.00%

 1   65.00%
38   69.46%

2    60.00%


2    60.00%


2    55.00%


1    50.00%

3    50.00%

1    45.00%
1    25.00%


1    75.00%
2    75.00%


1    65.00%

1    65.00%
1    65.00%

2    60.00%

2    60.00%
1    55.00%

2    55.00%
1    55.00%

 1   55.00%
65   64.67%

2    50.00%

2    50.00%


5    45.00%
1    45.00%

3    45.00%
1    40.00%

1    40.00%
2    30.00%
Opportunities   New hiring possibilities as faculty members retire.                                                    13
                Strengthen ties and collaborate with CIP/PIBC to work on programs for student mentoring,
                continuing professional development, research etc.                                                     13
                Increasing relevance of planning as a profession and field of enquiry due to increasing pressures on
                cities and urbanizing regions.                                                                         13
                Become a new leader in sustainable, resilient and integrated planning.                                 12
                UBC emphasis on improving teaching and learning and associated funding can enable the School to
                enhance its capacity.                                                                                  11
                Fund raising opportunities for SCARP-CHS from potential granting sources; there is support from
                the UBC Development Office.                                                                            14
                Studying how other planning schools do better in reducing budget and resource constraints and
                learning their secrets of success.                                                                     12
                Location in an increasingly significant international city-region.                                     13
                Collaboration with SALA (School of Architecture and Landscape Architecture) on consolidation of
                space; improved teaching and research facilities.                                                      12
                Opportunities to strengthen partnerships and create alliances with other bodies (e.g. alumni), in
                order to fund raise or garner support for our programs (e.g. expand our focus on Urban Design,
                Media Studies).                                                                                         12
                                                                                                            TOTAL:     125
                Reconstruct CHS in line with SCARP mission and identify synergies with other units.                     13
                Capitalize on SCARP’s ties with the community through Learning Exchange.                                11
                New types of courses: Certificate programs, joint degrees/courses, and undergraduate offerings
                (that offer PhD students teaching opportunities).                                                       8
                Opportunities to capitalize on our shared vision and mission with UBC’s new President and the Trek
                2010 goals.                                                                                             8
                The Provincial government’s desire to expand graduate enrollment, and President’s likely new
                budget model (the money follows the students), means we can (and will be pressured to) expand
                Masters enrollment (by 50%) and can/must also expect additional resources to help us do that.
                                                                                                                        9
                Could expand (by say 50%) our admissions almost immediately with two steps: a commitment to
                offer two sections of required courses, and a group project opportunity to complement existing
                project or thesis options.                                                                              6
                Tracking tools using ICTs could be used productively in program advising.                               9
  Strengths     As one of Canada’s first planning schools, SCARP’s distinguished history, strong reputation, and
                drawing power after 55 years are attributed to its focus on sustainability, particularly for the
                Master’s program, outstanding alumni, the individual reputations and expertise of its faculty in a
                variety of disciplines and the achievements of the Centre for Human Settlements.
                                                                                                                       14
                Highly committed Adjunct Professors bringing a wealth of public and private sector experience to
                the teaching program.                                                                                  14
                One of only 2 Canadian Masters in Planning with US accreditation, plus CIP and PIBC accreditation.
                                                                                                                       13
                SCARP’s students are outstanding, engaged, critical, constructive and cooperative.                     13
                SCARP has a distinguished multidisciplinary faculty covering a wide range of subjects, conducting
                research and teaching in significant areas that attract funding and get students jobs.
                                                                                                                       12
                Shared commitment by staff and faculty to SCARP’s mission on sustainability, which also coincides
                with UBC’s Trek 2010 goals.                                                                            10
                Large group of distinguished alumni, strategically placed all over Canada and beyond.
                                                                                                                        1
                SCARP’s multi-disciplinary professional program offers a breadth of courses with some depth in key
                areas and attracts many excellent applicants.                                                           12
                                                                                                            TOTAL:     140
                The School has strong relationships with professionals in various areas including the public sector
                (e.g. City of Vancouver, other municipalities in the Lower Mainland, and beyond), private sector,
                and professional planning institutions (e.g. PIBC and CIP).
                                                                                                                       11
             SCARP is well positioned in UBC given its trans-disciplinary orientation, close connections with
             other interdisciplinary research, teaching and community service oriented units (e.g. IRES, SALA,
             CWAGS, IAR, Learning Exchange), and the creation of CFIS that reinforces its importance within
             UBC.                                                                                                       12
             Committed and highly competent administrative staff.                                                       11
             SCARP has a good governance model that is open, participatory, formally involves students, and
             moving towards more devolved leadership.                                                                   12
             Interpersonal relationships and internal harmony within SCARP.                                             12
 Threats     Expanded enrollments without increased resources and/or enhancement of teaching productivity
             could reduce the quality of the learning environment.                                                      12
             UBC’s budget cuts that may threaten SCARP’s activities.                                                    11
             Local competition as SFU is offering more courses and programs related to planning and the loss of
             SCARP’s relevance and uniqueness.                                                                          10
             Leaves and reduced teaching loads due to buy-outs result in lower numbers of courses taught by
             continuing faculty members in a given year.                                                                11
             Accreditation may be a threat unless we increase CIP membership and continue to address the
             professional training criteria that accreditors hold for our program.                                       9
             There are several key senior faculty members who are likely to retire soon, particularly within the
             Environment and Natural Resource area.                                                                     11
             Poor UBC funding for graduate students and scholarships, and increased competition from better
             funded Canadian universities, especially Uof T and Uof A, will not enable SCARP to hire top-caliber
             students.                                                                                                   13
             High faculty to student ratio, despite project/thesis supervision overload.                                 10
                                                                                                           TOTAL:       297
             There are shrinking resources in the funding to support the international mandate of CHS.
                                                                                                                        10
             Uncertainty and fears around CFIS as a new institution that is on trial and current lack of stability or
             visible strength within UBC.                                                                                8
             Small classes make us visible as having expansion capacity (however, they also reflect the diversity
             of graduate learning opportunities that are available in a research intensive university).
                                                                                                                         9
             Diminished overall reputation of the School hurting recruitment, development and partnerships.
                                                                                                                         8
             Rising real estate costs make it difficult to recruit faculty and staff and potentially to attract
             students.                                                                                                   6
             Abolition of mandatory retirement will make it very difficult for SCARP to renew itself with dynamic
             young faculty, unless we seize growth opportunities in the face of cutbacks.
                                                                                                                         6
             Dissatisfied alumni favouring graduates of competing programs.                                              8
Weaknesses   A major weakness is the lack of funds and resources for SCARP, which limits the School’s abilities in
             many areas including financial support for students, IT support, and attraction of top quality
             students and faculty.                                                                                      11
             Lack of standing committee on curriculum review, development, teaching and learning tends to
             overload the Director and provides only ad hoc, temporary solutions to problems when they arise.
                                                                                                                        11
             Need to rationalize course offerings to avoid unaffordable overlaps and fill gaps while better
             meeting accreditation requirements and avoiding low enrollments.                                           10
             Lack of alumni involvement with the School.                                                                 7
             No Continuing Education or Professional Development Certificate Programs.                                   8
             Weakness, inequalities and inconsistencies in advising and supervision of students by faculty.
                                                                                                                         7
             SCARP’s physical facilities are cramped and limit teaching, learning, and office space. Poor teaching
             equipment.                                                                                                 11
             Weak relationship with PIBC and CIP and little relationship with practitioners beyond Adjuncts and
             City of Vancouver.                                                                                          9
             The Centre for Human Settlement’s ambiguous relationship to the school and its lack of a clear,
             renewed vision is a weakness.                                                                               10
                                                                                                           TOTAL:       459
Digital technology needs to be better integrated into the whole of the learning program and IT
support provided.                                                                                  10
Fairly low visibility among planning schools outside of Canada (e.g., not ranked by Planetizen),
hence we draw fewer non-Canadian students than we might.                                           9
Adjuncts are not involved with the school beyond teaching courses and are teaching too many
courses that are required for accreditation.                                                       7
Inconsistency in the quality of teaching and mentoring.                                            6
Too many Areas of Concentration (AOC’s) which sacrifices depth in some areas and often with only
one (or very few) over-loaded faculty member(s).                                                   8
Very few faculty who are members of AICP/CIP.                                                      7
Weak application of vision or its integration into curriculum.                                     8
Poor coordination between overall learning objectives and individual course learning objectives.
                                                                                                   6
Inconsistency of interest in sustainability mission.                                               8
The PhD program is not competitive due to the lack of funding and teaching opportunities for
students, resulting in loss of top-quality applicants to other universities.
                                                                                                   7
1    0    92.86%   14    0    1    93.33%   7    0    1

1    0    92.86%   13    1    1    86.67%   6    1    1

1    0    92.86%   13    1    1    86.67%   7    0    1
2    0    85.71%   12    2    1    80.00%   7    0    1

3    0    78.57%   14    0    1    93.33%   8    0    0

0    0   100.00%   12    1    2    80.00%   7    0    1

2    0    85.71%   14    0    1    93.33%   6    1    1
1    0    92.86%    9    5    1    60.00%   7    1    0

2    0    85.71%   12    2    1    80.00%   7    1    0


 2   0   85.71%     12    2    1   80.00%    7   0    1
15   0   89.29%    125   14   11   83.33%   69   4    7
 1   0   92.86%     13    0    2   86.67%    7   0    1
 3   0   78.57%     11    2    2   73.33%    7   0    1

6    0    57.14%   13    1    1    86.67%   8    0    0

5    1    57.14%   13    1    1    86.67%   7    0    1



5    0    64.29%   10    3    2    66.67%   6    1    1


8    0    42.86%    7    7    1    46.67%   4    3    1
3    2    64.29%    8    4    3    53.33%   3    4    1




0    0   100.00%   13    1    1    86.67%   8    0    0

0    0   100.00%   13    1    1    86.67%   7    1    0

1    0    92.86%   13    1    1    86.67%   8    0    0
1    0    92.86%   13    1    1    86.67%   8    0    0


2    0    85.71%   10    4    1    66.67%   8    0    0

3    1    71.43%   11    3    1    73.33%   6    2    0

0    0   100.00%   13    1    1    86.67%   6    2    0

 2   0   85.71%      9    5    1   60.00%    8    0   0
39   4   76.50%    157   35   18   74.76%   94   13   5



3    0    78.57%   11    3    1    73.33%   5    3    0
 2    0    85.71%    9     5    1    60.00%    8    0    0
 3    0    78.57%    6     8    1    40.00%    6    2    0

 2    0    85.71%    8     6    1    53.33%    6    1    1
 2    0    85.71%    7     7    1    46.67%    2    5    1

 2    0    85.71%   11     3    1    73.33%    7    0    1
 3    0    78.57%   12     2    1    80.00%    8    0    0

 4    0    71.43%    8     5    2    53.33%    7    1    0

 2    1    78.57%   11     3    1    73.33%    6    1    1

 4    1    64.29%   12     2    1    80.00%    6    1    1

 3    0    78.57%   10     3    2    66.67%    5    2    1


 1    0    92.86%     9    4     2   60.00%     6    1    1
 4    0    71.43%     9    3     3   60.00%     4    3    1
76    6    78.36%   289   94    37   68.81%   178   33   13

 4    0    71.43%    8     5    2    53.33%    4    3    1

 5    1    57.14%    9     5    1    60.00%    7    1    0


 5    0    64.29%    7     6    2    46.67%    5    2    1

 6    0    57.14%    8     6    1    53.33%    3    3    2

 6    2    42.86%    8     6    1    53.33%    7    1    0


 6    2    42.86%    6     7    2    40.00%    5    3    0
 5    1    57.14%    7     7    1    46.67%    3    3    2


 3    0    78.57%   11     3    1    73.33%    7    1    0


 3    0    78.57%   11     3    1    73.33%    6    1    1

 4    0    71.43%   10     3    2    66.67%    5    2    1
 6    1    50.00%    9     5    1    60.00%    5    2    1
 5    1    57.14%    8     6    1    53.33%    6    2    0

 7    0    50.00%   10     4    1    66.67%    7    1    0

 3    0    78.57%    8     6    1    53.33%    6    2    0

 5    0    64.29%   10     4    1    66.67%    5    2    1

  4    0   71.43%    10     4    1   66.67%     5    2    1
158   14   72.74%   447   181   62   64.78%   274   68   26
4   0   71.43%   9    5   1   60.00%   6   2   0

4   1   64.29%   9    4   2   60.00%   5   2   1

5   2   50.00%   8    6   1   53.33%   6   2   0
7   1   42.86%   9    5   1   60.00%   7   1   0

6   0   57.14%   6    8   1   40.00%   5   3   0
6   1   50.00%   7    6   2   46.67%   5   3   0
5   1   57.14%   9    5   1   60.00%   4   3   1

8   0   42.86%   10   3   2   66.67%   5   2   1
6   0   57.14%    9   5   1   60.00%   5   1   2


6   1   50.00%   8    4   3   53.33%   5   3   0
 87.50%   19    0    1    95.00%   2    0   0   100.00%   5

 75.00%   19    0    1    95.00%   2    0   0   100.00%   4

 87.50%   17    1    2    85.00%   2    0   0   100.00%   4
 87.50%   18    1    1    90.00%   2    0   0   100.00%   4

100.00%   16    3    1    80.00%   2    0   0   100.00%   5

 87.50%   17    1    2    85.00%   2    0   0   100.00%   3

 75.00%   17    0    3    85.00%   2    0   0   100.00%   4
 87.50%   17    1    2    85.00%   2    0   0   100.00%   4

 87.50%   15    4    1    75.00%   2    0   0   100.00%   4


87.50%     14    5    1   70.00%    2   0   0   100.00%    2
86.25%    169   16   15   84.50%   20   0   0   100.00%   39
87.50%     13    4    3   65.00%    2   0   0   100.00%    2
87.50%     15    3    2   75.00%    2   0   0   100.00%    1

100.00%   12    7    1    60.00%   2    0   0   100.00%   3

 87.50%   12    6    2    60.00%   2    0   0   100.00%   2



 75.00%   13    5    2    65.00%   0    2   0     0.00%   5


 50.00%    9    10   1    45.00%   0    2   0     0.00%   3
 37.50%    8     9   3    40.00%   2    0   0   100.00%   1




100.00%   19    1    0    95.00%   2    0   0   100.00%   4

 87.50%   19    0    1    95.00%   1    0   1    50.00%   5

100.00%   17    2    1    85.00%   2    0   0   100.00%   5
100.00%   17    2    1    85.00%   1    0   1    50.00%   5


100.00%   16    3    1    80.00%   2    0   0   100.00%   5

 75.00%   17    3    0    85.00%   2    0   0   100.00%   3

 75.00%   13    6    1    65.00%   2    0   0   100.00%   3

100.00%    16    3    1   80.00%    2   0   0   100.00%    3
 83.93%   203   60   17   72.50%   22   4   2    78.57%   48



 62.50%   17    2    1    85.00%   2    0   0   100.00%   3
100.00%   14     4    2    70.00%   2    0   0   100.00%    2
 75.00%   10     7    3    50.00%   1    0   1    50.00%    5

 75.00%   10     9    1    50.00%   2    0   0   100.00%    3
 25.00%    6    13    1    30.00%   2    0   0   100.00%    1

 87.50%   16     2    2    80.00%   2    0   0   100.00%    3
100.00%   16     3    1    80.00%   2    0   0   100.00%    1

 87.50%   16     3    1    80.00%   2    0   0   100.00%    3

 75.00%   14     5    1    70.00%   2    0   0   100.00%    2

 75.00%   13     6    1    65.00%   2    0   0   100.00%    3

 62.50%   13     5    2    65.00%   2    0   0   100.00%    3


75.00%     11     7    2   55.00%    2   0   0   100.00%    2
50.00%     14     4    2   70.00%    1   1   0    50.00%    3
79.46%    389   133   38   69.46%   48   5   3    85.71%   85

 50.00%   13     6    1    65.00%   2    0   0   100.00%    1

 87.50%   10     7    3    50.00%   2    0   0   100.00%    1


 62.50%   12     6    2    60.00%   2    0   0   100.00%    1

 37.50%   12     6    2    60.00%   0    1   1     0.00%    3

 87.50%    9    10    1    45.00%   2    0   0   100.00%    2


 62.50%   10     9    1    50.00%   2    0   0   100.00%    2
 37.50%    5    14    1    25.00%   2    0   0   100.00%    2


 87.50%   15     4    1    75.00%   2    0   0   100.00%    3


 75.00%   13     6    1    65.00%   2    0   0   100.00%    2

 62.50%   13     6    1    65.00%   2    0   0   100.00%    3
 62.50%   15     3    2    75.00%   2    0   0   100.00%    2
 75.00%   13     6    1    65.00%   2    0   0   100.00%    2

 87.50%   12     6    2    60.00%   2    0   0   100.00%    1

 75.00%   11     7    2    55.00%   1    0   1    50.00%    3

 62.50%   11     8    1    55.00%   1    1   0    50.00%    2

62.50%      9     8    3   45.00%    2   0   0   100.00%     1
74.46%    597   256   67   64.89%   79   8   5    85.87%   121
75.00%   11   8    1   55.00%   1   0   1    50.00%   0

62.50%   10   8    2   50.00%   2   0   0   100.00%   1

75.00%   12   6    2   60.00%   1   1   0    50.00%   4
87.50%   11   8    1   55.00%   2   0   0   100.00%   1

62.50%   10    8   2   50.00%   2   0   0   100.00%   3
62.50%    9   10   1   45.00%   2   0   0   100.00%   2
50.00%    8   11   1   40.00%   2   0   0   100.00%   2

62.50%   8    11   1   40.00%   2   0   0   100.00%   2
62.50%   6    12   2   30.00%   2   0   0   100.00%   1


62.50%   9    6    5   45.00%   2   0   0   100.00%   0
0   0    100.00%   4    0   0   100.00%   2    0   0

0   1     80.00%   4    0   0   100.00%   2    0   0

1   0     80.00%   4    0   0   100.00%   2    0   0
1   0     80.00%   4    0   0   100.00%   2    0   0

0   0    100.00%   3    1   0    75.00%   2    0   0

0   2     60.00%   4    0   0   100.00%   1    1   0

1   0     80.00%   3    1   0    75.00%   1    1   0
1   0     80.00%   4    0   0   100.00%   1    1   0

1   0     80.00%   4    0   0   100.00%   1    1   0


1   2    40.00%     4   0   0   100.00%    2   0   0
6   5    78.00%    38   2   0    95.00%   16   4   0
2   1    40.00%     2   1   1    50.00%    2   0   0
2   2    20.00%     4   0   0   100.00%    2   0   0

1   1     60.00%   4    0   0   100.00%   2    0   0

1   2     40.00%   3    1   0    75.00%   2    0   0



0   0    100.00%   4    0   0   100.00%   2    0   0


2   0     60.00%   3    1   0    75.00%   2    0   0
1   3     20.00%   1    1   2    25.00%   1    1   0




1   0     80.00%   4    0   0   100.00%   2    0   0

0   0    100.00%   4    0   0   100.00%   2    0   0

0   0    100.00%   4    0   0   100.00%   2    0   0
0   0    100.00%   2    2   0    50.00%   2    0   0


0   0    100.00%   3    1   0    75.00%   2    0   0

1   1     60.00%   4    0   0   100.00%   2    0   0

0   2     60.00%   4    0   0   100.00%   2    0   0

0    2   60.00%     2   2   0   50.00%     2   0   0
9   13   68.57%    46   8   2   82.14%    27   1   0



2   0     60.00%   1    3   0    25.00%   2    0   0
1    2     40.00%    3    0    1     75.00%   2     0   0
0    0    100.00%    3    1    0     75.00%   2     0   0

1    1     60.00%    1    2    1     25.00%   1     1   0
2    2     20.00%    1    2    1     25.00%   1     1   0

2    0     60.00%    3    1    0     75.00%   2     0   0
2    2     20.00%    3    1    0     75.00%   2     0   0

0    2     60.00%    4    0    0    100.00%   2     0   0

1    2     40.00%    4    0    0    100.00%   1     1   0

1    1     60.00%    4    0    0    100.00%   1     1   0

0    2     60.00%    3    1    0     75.00%   1     1   0


 3    0   40.00%     4     0   0    100.00%    1   1    0
 1    1   60.00%     2     2   0     50.00%    2   0    0
25   30   60.71%    84    23   5     75.00%   49   7    0

1    3     20.00%    3    1    0     75.00%   2     0   0

2    2     20.00%    2    1    1     50.00%   2     0   0


3    1     20.00%    2    1    1     50.00%   2     0   0

2    0     60.00%    4    0    0    100.00%   1     1   0

2    1     40.00%    2    2    0     50.00%   1     1   0


3    0     40.00%    4    0    0    100.00%   1     1   0
2    1     40.00%    2    1    1     50.00%   1     1   0


2    0     60.00%    3    0    1     75.00%   1     1   0


2    1     40.00%    2    1    1     50.00%   2     0   0

2    0     60.00%    2    1    1     50.00%   1     1   0
1    2     40.00%    3    0    1     75.00%   2     0   0
1    2     40.00%    4    0    0    100.00%   1     1   0

1    3     20.00%    3    0    1     75.00%   1     1   0

1    1     60.00%    2    1    1     50.00%   1     1   0

2    1     40.00%    4    0    0    100.00%   1     1   0

 0    4   20.00%      3    0    1   75.00%     2    0   0
56   53   52.61%    135   34   15   73.37%    74   18   0
2   3    0.00%   3   0   1    75.00%   1   1   0

1   3   20.00%   4   0   0   100.00%   1   1   0

0   1   80.00%   2   1   1    50.00%   1   1   0
1   3   20.00%   3   0   1    75.00%   1   1   0

0   2   60.00%   1   0   3    25.00%   2   0   0
1   2   40.00%   4   0   0   100.00%   1   1   0
2   1   40.00%   3   0   1    75.00%   0   2   0

3   0   40.00%   2   0   2    50.00%   1   1   0
2   2   20.00%   2   1   1    50.00%   1   1   0


2   3    0.00%   2   0   2    50.00%   1   1   0
100.00%   66     4    94.29%

100.00%   63     7    90.00%

100.00%   62     8    88.57%
100.00%   61     9    87.14%

100.00%   61     9    87.14%

 50.00%   60    10    85.71%

 50.00%   59    11    84.29%
 50.00%   57    13    81.43%

 50.00%   57    13    81.43%


100.00%    55   15    78.57%
 80.00%   601   99    85.86%
100.00%    54   16    77.14%
100.00%    53   17    75.71%

100.00%   52    18    74.29%

100.00%   49    21    70.00%



100.00%   49    21    70.00%


100.00%   34    36    48.57%
 50.00%   33    37    47.14%




100.00%   66     4    94.29%

100.00%   65     5    92.86%

100.00%   64     6    91.43%
100.00%   61     9    87.14%


100.00%   58    12    82.86%

100.00%   55    15    78.57%

100.00%   44    13    77.19%

100.00%    54    16   77.14%
 96.43%   737   230   76.22%



100.00%   52    18    74.29%
100.00%    52      18   74.29%
100.00%    44      26   62.86%

 50.00%    43      27   61.43%
 50.00%    32      38   45.71%

100.00%    56      14   80.00%
100.00%    55      15   78.57%

100.00%    52      18   74.29%

 50.00%    51      19   72.86%

 50.00%    50      20   71.43%

 50.00%    48      22   68.57%


 50.00%     48     22   68.57%
100.00%     45     25   64.29%
 87.50%   1419    528   72.88%

100.00%    43      27   61.43%

100.00%    41      29   58.57%


100.00%    40      30   57.14%

 50.00%    39      31   55.71%

 50.00%    37      33   52.86%


 50.00%    36      34   51.43%
 50.00%    30      40   42.86%


 50.00%    53      17   75.71%


100.00%    49      21   70.00%

 50.00%    46      24   65.71%
100.00%    45      25   64.29%
 50.00%    44      26   62.86%

 50.00%    43      27   61.43%

 50.00%    43      27   61.43%

 50.00%    43      27   61.43%

100.00%     42     28   60.00%
 80.43%   2186   1021   68.16%
 50.00%   41   29   58.57%

 50.00%   41   29   58.57%

 50.00%   41   29   58.57%
 50.00%   40   30   57.14%

100.00%   37   33   52.86%
 50.00%   37   33   52.86%
  0.00%   36   34   51.43%

 50.00%   36   34   51.43%
 50.00%   34   36   48.57%


 50.00%   34   36   48.57%

				
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