CUPPA Strategic Plan - University of Illinois at Chicago

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service. Their collaboration often adds value to the more routine activities within each domain. For example, classroom learning is enlivened by new research and practical case studies, research reports are informed by relevant policy concerns, and collaboration with partners gives access to excellence for those outside the university. By offering innovative courses attracting talented students and professionals, by working closely with colleagues in other UIC colleges to enhance urban scholarship, by attracting funds from external organizations and individuals, and by providing informed advice to city leaders, public service professionals and urban communities, CUPPA aims to show how UIC can make a difference locally, nationally and internationally to the discourse about urban planning and public affairs as well as the practice of city planning and public management. Section II: Survey Outcomes A. Who did we survey? A web survey of the members of four CUPPA constituencies was conducted in October, 2012 faculty, staff, current students, and alumni (N=1432). All current faculty, staff, and current students were sent e-mails inviting them to participate. A list of 646 alumni obtained from the Dean’s office were also sent e-mails inviting them to participate (emails were not available for
CUPPA Members Sent email Respondents Response Rate % of Total Respondents Faculty 64 42 65.6% 17.8% Staff 279 32 11.5% 13.6% Students 443 85 19.2% 36.0% Alumni 646 77 11.9% 32.6% Total 1432 236 16.4% 100% all alumni and this list probably is biased towards including the most active and recent alumni). The 236 completed surveys (a response rate of about 16.4 percent) included faculty, staff, students and alumni. Faculty participation was almost two thirds, others varied from about one in eight to one in nine. We did not weight the frequency values for the total respondents because we did not expect that the respondents for each group represented a valid sample for each. We did not set out to infer the opinions of all CUPPA members, but to solicit feedback from members about strategic plan priorities. In the web survey, respondents were asked to select the three most important objectives for CUPPA from a list developed last summer by the Strategic Thinking Group. B. Priorities The survey asked each respondent to rank their three top priorities from a list of 20 and to judge if the objectives they selected met each of the six university goals. Additionally, each respondent could offer written feedback for each objective. Most did and the results provide a unique collection of ideas about why and how these objectives matter. Figure 1 shows the cumulative frequency for all rankings across the 20 objectives. See Figure 1 for cumulative ranking comparison. Five objectives received the most first, second and third rankings from the survey. Based on these outcomes, CUPPA students, staff, and faculty believe the college should prioritize the following objectives: • MUPP/MPA Job placement within 6 months: • Recruitment of the best & brightest students • Improvement of the intellectual climate via engagement • Integration of faculty/center research on & off campus • Increases in research productivity
Page 1 and 2: 2012 Strategic Priorities Update of
Page 3: B. Challenges and Issues Facing CUP
Page 7 and 8: CUPPA Priorities Percent Each Top F
Page 9: • CUPPA leadership will communica

CUPPA Strategic Plan - University of Illinois at Chicago

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