This document provides an overview of the Society for College and University Planning (SCUP) and introduces the guide "A Guide to Planning for Change".
SCUP is a membership organization that provides knowledge and resources on best practices and emerging trends in higher education planning, with a focus on integrating academic, facilities, financial, and strategic planning. Founded in 1965, it is headquartered in Ann Arbor, Michigan.
"A Guide to Planning for Change" covers topics like integrated, strategic, and aligned planning models; assessing planning opportunities; the politics of planning for change; changing perspectives and tools in planning; and developing competencies for planners and strategists. It aims to guide planners and strategists toward
Strategic Technology Roadmap Houston Community College 2005schetikos
Developed this for very large community college with 90,000 student enrollment for Houston Community College. Ten Year strategic technology roadmap that was used to guide new CIO. For details contact Lafayette Howell 281-728-5842
"Just Imagine!" a Strategic Foresight exerciseJohn Ratcliffe
Having just completed a Strategic Foresight exercise for the Royal Institution of Chartered Surveyors (RICS) entitled "Just Imagine!", I am convinced that the RICS stands at a crossroads; a turning-point that is only encountered once every few decades. Arguably, the next five to ten years will be a time of massive transition for everyone, everywhere. For the RICS, the big question is: will it be a period of dithering about direction – some progress here, some retreat there – or will it be a period where, emboldened by a ‘new mindset’, the Institution venturesomely sets out on a fresh path towards a spectacular new future? What is needed, to my mind, is nothing short of a “Grand Transformation”.
This document provides new students at the College of Professional Studies (CPS) with guidance and information to support their transition into CPS. It outlines important steps for students including activating their myNEU account, attending new student orientation, registering for courses, ordering books, and reviewing academic policies. The guide also provides information for on-ground students about obtaining a student ID card and parking pass, and for online students about how online courses work. International students are directed to resources on completing pre-arrival requirements and maintaining legal student status.
AMINA H RAZIC - MASTER THESIS - FINAL - MAY 2016aminasjj
The document is a 92-page master's thesis that examines talent management and career development in top Bosnian companies. It begins with an introduction that establishes the research purpose, objectives, hypotheses, and methodology. The literature review then provides an overview of integrated talent management, including its key processes of talent attraction, development, and retention. It also examines talent management techniques, performance management, and career development roles. The results chapter analyzes survey responses from top Bosnian companies regarding their talent management and career development practices. It finds that most companies implement talent management and offer career programs.
This document discusses career pathways programs that connect education to economic development. It provides examples of single-sector programs focused on industries like aerospace, automotive, biotechnology, and healthcare. It also provides examples of multi-sector programs that expose students to multiple career options. The document aims to provide innovative strategies for education during challenging economic times by highlighting programs that develop skills for in-demand jobs.
This document provides an overview and analysis of Giza Systems, an Egyptian systems integration company. It begins with background on Giza Systems' operations, capabilities, subsidiaries, and strategic focus on differentiation. The document then analyzes Giza Systems' external environment through a PESTEL analysis identifying political, economic, social, technological, environmental, and legal factors. It also assesses Porter's five forces and maps Giza Systems' strategic position. The document evaluates Giza Systems' internal resources and capabilities. It identifies strengths, weaknesses, and develops strategies to pursue opportunities and address threats in Giza Systems' industry environment.
This report summarizes themes and trends emerging from psychological and neurobiological studies of creativity. It explores models for trans-disciplinary research collaborations and it foregrounds artistic creation as a process worthy of more rigorous study. Based on a two-day workshop held in Santa Fe, New Mexico in July 2014, the report also discusses the urgency of such research for broader societal gains. 43 pp.
Strategic Technology Roadmap Houston Community College 2005schetikos
Developed this for very large community college with 90,000 student enrollment for Houston Community College. Ten Year strategic technology roadmap that was used to guide new CIO. For details contact Lafayette Howell 281-728-5842
"Just Imagine!" a Strategic Foresight exerciseJohn Ratcliffe
Having just completed a Strategic Foresight exercise for the Royal Institution of Chartered Surveyors (RICS) entitled "Just Imagine!", I am convinced that the RICS stands at a crossroads; a turning-point that is only encountered once every few decades. Arguably, the next five to ten years will be a time of massive transition for everyone, everywhere. For the RICS, the big question is: will it be a period of dithering about direction – some progress here, some retreat there – or will it be a period where, emboldened by a ‘new mindset’, the Institution venturesomely sets out on a fresh path towards a spectacular new future? What is needed, to my mind, is nothing short of a “Grand Transformation”.
This document provides new students at the College of Professional Studies (CPS) with guidance and information to support their transition into CPS. It outlines important steps for students including activating their myNEU account, attending new student orientation, registering for courses, ordering books, and reviewing academic policies. The guide also provides information for on-ground students about obtaining a student ID card and parking pass, and for online students about how online courses work. International students are directed to resources on completing pre-arrival requirements and maintaining legal student status.
AMINA H RAZIC - MASTER THESIS - FINAL - MAY 2016aminasjj
The document is a 92-page master's thesis that examines talent management and career development in top Bosnian companies. It begins with an introduction that establishes the research purpose, objectives, hypotheses, and methodology. The literature review then provides an overview of integrated talent management, including its key processes of talent attraction, development, and retention. It also examines talent management techniques, performance management, and career development roles. The results chapter analyzes survey responses from top Bosnian companies regarding their talent management and career development practices. It finds that most companies implement talent management and offer career programs.
This document discusses career pathways programs that connect education to economic development. It provides examples of single-sector programs focused on industries like aerospace, automotive, biotechnology, and healthcare. It also provides examples of multi-sector programs that expose students to multiple career options. The document aims to provide innovative strategies for education during challenging economic times by highlighting programs that develop skills for in-demand jobs.
This document provides an overview and analysis of Giza Systems, an Egyptian systems integration company. It begins with background on Giza Systems' operations, capabilities, subsidiaries, and strategic focus on differentiation. The document then analyzes Giza Systems' external environment through a PESTEL analysis identifying political, economic, social, technological, environmental, and legal factors. It also assesses Porter's five forces and maps Giza Systems' strategic position. The document evaluates Giza Systems' internal resources and capabilities. It identifies strengths, weaknesses, and develops strategies to pursue opportunities and address threats in Giza Systems' industry environment.
This report summarizes themes and trends emerging from psychological and neurobiological studies of creativity. It explores models for trans-disciplinary research collaborations and it foregrounds artistic creation as a process worthy of more rigorous study. Based on a two-day workshop held in Santa Fe, New Mexico in July 2014, the report also discusses the urgency of such research for broader societal gains. 43 pp.
The document provides recommendations for developing tourism in southwest central Indiana through external and internal marketing strategies and tourism mapping. Externally, it recommends building a unified regional brand of "Southern Indiana: America's Heartland" and targeting nearby cities through marketing. Internally, it suggests promoting Indiana artisans, increasing collaboration between tourism groups, implementing age-targeted marketing, and designating tourism support roles. It also outlines creating interactive online maps and potentially offering paid map services. The recommendations aim to grow tourism in the region in a coordinated manner.
This document provides a curriculum guide for Mandarin Chinese language courses at the 10, 20, and 30 levels. It outlines the rationale for learning Mandarin Chinese, which includes developing communication skills, cultural awareness, and career opportunities in a globalized world where Mandarin is widely spoken. The guide describes how the Mandarin program aims to develop students' communicative competence through a task-based approach. It also explains how the program incorporates the Common Essential Learnings and is aligned with Saskatchewan's core curriculum framework. Sample units are provided for each course level to illustrate the planning and instructional approaches recommended in the guide.
This document provides a strategic analysis of Oracle Corporation. It begins with an overview of Oracle's history, vision, mission, financial position, and generic strategies. It then performs external and internal environmental analyses, including a PESTEL analysis, Porter's Five Forces analysis, value chain analysis, SWOT analysis, and other frameworks. Finally, it proposes strategic recommendations based on analyses, including expansion strategies around vertical integration, acquisitions, and concentric diversification. The analysis provides a comprehensive strategic evaluation of Oracle Corporation across multiple dimensions.
Linkage Training Programs: May-December 2011yavanian
This document appears to be a catalog from leadership and organizational development company Linkage Inc. listing their various training programs, workshops, and certificates offered between May and December 2011. It includes offerings related to change management, organizational development, leadership development, and on-site workshops. It also describes their virtual and blended learning solutions like online courses on communicating as a leader, management skills, change leadership, and certification in their Leadership Assessment Instrument. Custom and on-site options are also available.
(Deprecated) Slicing the Gordian Knot of SOA GovernanceGanesh Prasad
This document has been superseded by "Dependency-Oriented Thinking: Volume 2 - Governance and Management". Please download that instead: http://slidesha.re/1fEjz7A
This document provides guidance on setting up schedules in Primavera Enterprise for effective resource planning and leveling. It discusses key schedule structures like the WBS, OBS, control accounts, RAS and RBS. It then covers general considerations for resource leveling, the leveling options in Primavera, and how to set up a sample project to test different leveling outcomes based on priorities. The document aims to establish benchmarks for constructing schedules that enable analysis of resource requirements at various organizational levels using Primavera.
CA: Los Angeles: Green Infrastructure - Addressing Urban Runoff and Water SupplySotirakou964
Green Infrastructure for Los Angeles provides an overview of low impact development (LID) and strategies to implement green infrastructure in Los Angeles through LID. It introduces key LID principles and best management practices (BMPs) like landscape, building, and site planning techniques. The document discusses benefits of LID including improved water quality and supply. It also profiles LID programs in other cities and considers how Los Angeles can fund and codify an LID strategy through ordinances, fees, and partnerships. The document aims to help Los Angeles better manage stormwater runoff and water resources through expanded use of green infrastructure.
High Performance Green Building: What is it worth?scottbrooker
This document summarizes a study investigating the market value of high performance green buildings. It provides context on the study's goals of bridging understanding between design/building and financial/investment communities. It also introduces the three case study buildings - Alley24 East in Seattle, 200 Market Place in Portland, and Vancouver Centre in Vancouver - and previews some of the key findings around operational savings, tenant satisfaction, and rents. The document aims to help different professionals understand how sustainable features may impact asset value.
This document outlines competencies for federal librarians across several domains, including:
- Foundational competencies like cognitive analysis, communication, emotional intelligence, leadership, professional knowledge, and technology application.
- Functional competencies including collection management, content organization, knowledge management, library leadership and advocacy, library technology management, and reference and research.
- It provides descriptions and examples of the knowledge and skills needed in each competency area.
The document is intended to define the competencies expected of federal librarians and help them evaluate their own skills.
The document is a thesis submitted by Ahmad Muammar to the University of Strathclyde Business School for the degree of Master of Business Administration. It contains 14,903 words excluding appendices and tables of contents. The thesis explores big data and proposes a framework to guide big data analytics. It includes a literature review on big data definitions, value, and characteristics. Case studies of big data implementation at companies like Procter & Gamble, Obama's election campaign, GE, and Walmart are also reviewed. The author aims to understand big data thoroughly and differentiate realities from myths to suggest a practical framework for organizations to evaluate and guide their performance with big data.
This document outlines the 2010 Saskatchewan Kindergarten curriculum. It includes the core curriculum, broad areas of learning, cross-curricular competencies, and effective program components. It also provides outcomes and indicators for subject areas like arts education, English language arts, health education, mathematics, physical education, science, and social studies. The curriculum is designed to incorporate principles of early learning, actualize features of early childhood education, and use reflection to support student learning through play and inquiry.
This document is a business plan for Swift Outdoor Accessible Recreation (SOAR), a non-profit organization that aims to provide accessible outdoor recreation programs and equipment for people with disabilities. The business plan includes an executive summary, industry and competitive analysis, SWOT analysis, marketing plan, operations plan, management team, finance plan, and exit strategy. SOAR's mission is to improve quality of life for those with disabilities by creating accessible outdoor environments in accordance with the Americans with Disabilities Act. The plan outlines SOAR's target markets, value proposition, pricing strategy, integrated marketing approach, budget, day-to-day operations, facilities and equipment needs, management team, and 5-year financial projections.
Second Revision Syria Regional Response PlanJesse Budlong
This document is a revised regional response plan for Syria with sections on Jordan, Lebanon, Turkey, and Iraq. It provides an executive summary with tables of financial requirements by agency and sector. The regional overview discusses population figures, strategic objectives, planning assumptions, coordination efforts, and information management. Each country section details the context, needs, response activities, coordination, strategic objectives, and financial requirements by agency and sector.
This document provides an overview of a research project aimed at developing tools to help regional partnerships strengthen their economies. It introduces concepts like occupation clusters, which group similar occupations across industries. It also presents an Innovation Index that measures innovation inputs and outputs. The document outlines a process for regional strategic planning that involves collaboration, analysis, and coaching. It discusses frameworks for identifying investment opportunities and evaluating outcomes. Principles for effective regional governance are also covered. The goal is to provide data and analytical tools to help regions develop strategies to invest in their competitive advantages and transition to knowledge-based economies.
Participatory Planning in Plan Preparation: A Case of Delhi by Shashikant Nis...Shashikant Nishant Sharma
This is the thesis report of a Graduate Student of School of Planning and Architecture on Participatory Planning in Plan Preparation: A Case of Delhi by Shashikant Nishant Sharma
This document provides an overview of an evaluation conducted by the Independent Evaluation Group on how the World Bank learns from its operations. The evaluation examined evidence from Bank documents and staff surveys on how knowledge is exploited and explored, the importance of teams and connectivity, and the role of incentives, leadership, and culture in facilitating learning. The evaluation aims to identify implications for how the Bank can strengthen learning from its work to improve development outcomes.
Hospitality Strategic Management_ Concepts and Cases (Second Edition)_1 (1).pdfMerlynCasem
This document is the preface to the second edition of the textbook "Hospitality Strategic Management: Concepts and Cases" by Cathy A. Enz. It is printed on acid-free paper and copyrighted to John Wiley & Sons, Inc. The book is dedicated to the author's parents Richard and Betty Enz.
This document is the final report of a study on the strategic application of information and communication technologies (ICT) in education in Africa. It was prepared for the African Development Bank, World Bank, and African Union. The report provides an overview of education in Africa and trends in ICT implementation. It explores opportunities for affordable technologies, digital learning resources, teacher professional development, education management information systems, and national research and education networks. Case studies from several countries are also examined. The report concludes with suggested guidelines and recommendations for policymakers on establishing enabling policies, improving infrastructure/connectivity, harnessing ICT for management, and building human capacity.
Leaving addie for sam field guide guidelines and temst learning experiences Jamri Dafrizal
Make your foray into successive approximations successful and as easy as possible.
In the 2012 bestseller, Leaving ADDIE for SAM, learning professionals were introduced to the Successive Approximation Model (SAM) and the Savvy Start—the key to a successful project kick-off. Together, these concepts incorporate contemporary Agile processes that simplify design and development, yielding more energetic and effective learning experiences. This companion Field Guide provides the job aids, tools, and templates you need to put the SAM methodology in motion and take your ISD practice to new heights. Complete with a foreword by Michael Allen, this book is an essential resource to create better, faster training products and “move the needle” on current training efforts
RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...Ayda.N Mazlan
This document provides an overview of the manual "Rapid Rural Appraisal (RRA) and Participatory Rural Appraisal (PRA): A Manual for CRS Field Workers and Partners". The manual aims to familiarize CRS staff with RRA and PRA methods for gathering information from communities. It discusses the need for information in development projects and situates RRA and PRA as participatory and qualitative research methods. The manual is divided into two volumes, with Volume I covering introductions to RRA/PRA and guidance on study design, implementation, analysis and reporting. It presents RRA and PRA as flexible methodologies using an array of tools to gather community-level insights in a collaborative manner.
This document provides an introduction to the Advanced Energy Design Guide for K-12 School Buildings published by ASHRAE. It aims to provide voluntary recommendations for achieving 50% energy savings compared to minimum standards. The guide was developed through an integrated design process with input from various stakeholders and was informed by energy modeling analysis of different design strategies. It includes case studies of high-performing school buildings and climate-specific recommendations to help schools lower energy use and promote student and teacher health, comfort, and productivity.
The document provides recommendations for developing tourism in southwest central Indiana through external and internal marketing strategies and tourism mapping. Externally, it recommends building a unified regional brand of "Southern Indiana: America's Heartland" and targeting nearby cities through marketing. Internally, it suggests promoting Indiana artisans, increasing collaboration between tourism groups, implementing age-targeted marketing, and designating tourism support roles. It also outlines creating interactive online maps and potentially offering paid map services. The recommendations aim to grow tourism in the region in a coordinated manner.
This document provides a curriculum guide for Mandarin Chinese language courses at the 10, 20, and 30 levels. It outlines the rationale for learning Mandarin Chinese, which includes developing communication skills, cultural awareness, and career opportunities in a globalized world where Mandarin is widely spoken. The guide describes how the Mandarin program aims to develop students' communicative competence through a task-based approach. It also explains how the program incorporates the Common Essential Learnings and is aligned with Saskatchewan's core curriculum framework. Sample units are provided for each course level to illustrate the planning and instructional approaches recommended in the guide.
This document provides a strategic analysis of Oracle Corporation. It begins with an overview of Oracle's history, vision, mission, financial position, and generic strategies. It then performs external and internal environmental analyses, including a PESTEL analysis, Porter's Five Forces analysis, value chain analysis, SWOT analysis, and other frameworks. Finally, it proposes strategic recommendations based on analyses, including expansion strategies around vertical integration, acquisitions, and concentric diversification. The analysis provides a comprehensive strategic evaluation of Oracle Corporation across multiple dimensions.
Linkage Training Programs: May-December 2011yavanian
This document appears to be a catalog from leadership and organizational development company Linkage Inc. listing their various training programs, workshops, and certificates offered between May and December 2011. It includes offerings related to change management, organizational development, leadership development, and on-site workshops. It also describes their virtual and blended learning solutions like online courses on communicating as a leader, management skills, change leadership, and certification in their Leadership Assessment Instrument. Custom and on-site options are also available.
(Deprecated) Slicing the Gordian Knot of SOA GovernanceGanesh Prasad
This document has been superseded by "Dependency-Oriented Thinking: Volume 2 - Governance and Management". Please download that instead: http://slidesha.re/1fEjz7A
This document provides guidance on setting up schedules in Primavera Enterprise for effective resource planning and leveling. It discusses key schedule structures like the WBS, OBS, control accounts, RAS and RBS. It then covers general considerations for resource leveling, the leveling options in Primavera, and how to set up a sample project to test different leveling outcomes based on priorities. The document aims to establish benchmarks for constructing schedules that enable analysis of resource requirements at various organizational levels using Primavera.
CA: Los Angeles: Green Infrastructure - Addressing Urban Runoff and Water SupplySotirakou964
Green Infrastructure for Los Angeles provides an overview of low impact development (LID) and strategies to implement green infrastructure in Los Angeles through LID. It introduces key LID principles and best management practices (BMPs) like landscape, building, and site planning techniques. The document discusses benefits of LID including improved water quality and supply. It also profiles LID programs in other cities and considers how Los Angeles can fund and codify an LID strategy through ordinances, fees, and partnerships. The document aims to help Los Angeles better manage stormwater runoff and water resources through expanded use of green infrastructure.
High Performance Green Building: What is it worth?scottbrooker
This document summarizes a study investigating the market value of high performance green buildings. It provides context on the study's goals of bridging understanding between design/building and financial/investment communities. It also introduces the three case study buildings - Alley24 East in Seattle, 200 Market Place in Portland, and Vancouver Centre in Vancouver - and previews some of the key findings around operational savings, tenant satisfaction, and rents. The document aims to help different professionals understand how sustainable features may impact asset value.
This document outlines competencies for federal librarians across several domains, including:
- Foundational competencies like cognitive analysis, communication, emotional intelligence, leadership, professional knowledge, and technology application.
- Functional competencies including collection management, content organization, knowledge management, library leadership and advocacy, library technology management, and reference and research.
- It provides descriptions and examples of the knowledge and skills needed in each competency area.
The document is intended to define the competencies expected of federal librarians and help them evaluate their own skills.
The document is a thesis submitted by Ahmad Muammar to the University of Strathclyde Business School for the degree of Master of Business Administration. It contains 14,903 words excluding appendices and tables of contents. The thesis explores big data and proposes a framework to guide big data analytics. It includes a literature review on big data definitions, value, and characteristics. Case studies of big data implementation at companies like Procter & Gamble, Obama's election campaign, GE, and Walmart are also reviewed. The author aims to understand big data thoroughly and differentiate realities from myths to suggest a practical framework for organizations to evaluate and guide their performance with big data.
This document outlines the 2010 Saskatchewan Kindergarten curriculum. It includes the core curriculum, broad areas of learning, cross-curricular competencies, and effective program components. It also provides outcomes and indicators for subject areas like arts education, English language arts, health education, mathematics, physical education, science, and social studies. The curriculum is designed to incorporate principles of early learning, actualize features of early childhood education, and use reflection to support student learning through play and inquiry.
This document is a business plan for Swift Outdoor Accessible Recreation (SOAR), a non-profit organization that aims to provide accessible outdoor recreation programs and equipment for people with disabilities. The business plan includes an executive summary, industry and competitive analysis, SWOT analysis, marketing plan, operations plan, management team, finance plan, and exit strategy. SOAR's mission is to improve quality of life for those with disabilities by creating accessible outdoor environments in accordance with the Americans with Disabilities Act. The plan outlines SOAR's target markets, value proposition, pricing strategy, integrated marketing approach, budget, day-to-day operations, facilities and equipment needs, management team, and 5-year financial projections.
Second Revision Syria Regional Response PlanJesse Budlong
This document is a revised regional response plan for Syria with sections on Jordan, Lebanon, Turkey, and Iraq. It provides an executive summary with tables of financial requirements by agency and sector. The regional overview discusses population figures, strategic objectives, planning assumptions, coordination efforts, and information management. Each country section details the context, needs, response activities, coordination, strategic objectives, and financial requirements by agency and sector.
This document provides an overview of a research project aimed at developing tools to help regional partnerships strengthen their economies. It introduces concepts like occupation clusters, which group similar occupations across industries. It also presents an Innovation Index that measures innovation inputs and outputs. The document outlines a process for regional strategic planning that involves collaboration, analysis, and coaching. It discusses frameworks for identifying investment opportunities and evaluating outcomes. Principles for effective regional governance are also covered. The goal is to provide data and analytical tools to help regions develop strategies to invest in their competitive advantages and transition to knowledge-based economies.
Participatory Planning in Plan Preparation: A Case of Delhi by Shashikant Nis...Shashikant Nishant Sharma
This is the thesis report of a Graduate Student of School of Planning and Architecture on Participatory Planning in Plan Preparation: A Case of Delhi by Shashikant Nishant Sharma
This document provides an overview of an evaluation conducted by the Independent Evaluation Group on how the World Bank learns from its operations. The evaluation examined evidence from Bank documents and staff surveys on how knowledge is exploited and explored, the importance of teams and connectivity, and the role of incentives, leadership, and culture in facilitating learning. The evaluation aims to identify implications for how the Bank can strengthen learning from its work to improve development outcomes.
Hospitality Strategic Management_ Concepts and Cases (Second Edition)_1 (1).pdfMerlynCasem
This document is the preface to the second edition of the textbook "Hospitality Strategic Management: Concepts and Cases" by Cathy A. Enz. It is printed on acid-free paper and copyrighted to John Wiley & Sons, Inc. The book is dedicated to the author's parents Richard and Betty Enz.
This document is the final report of a study on the strategic application of information and communication technologies (ICT) in education in Africa. It was prepared for the African Development Bank, World Bank, and African Union. The report provides an overview of education in Africa and trends in ICT implementation. It explores opportunities for affordable technologies, digital learning resources, teacher professional development, education management information systems, and national research and education networks. Case studies from several countries are also examined. The report concludes with suggested guidelines and recommendations for policymakers on establishing enabling policies, improving infrastructure/connectivity, harnessing ICT for management, and building human capacity.
Leaving addie for sam field guide guidelines and temst learning experiences Jamri Dafrizal
Make your foray into successive approximations successful and as easy as possible.
In the 2012 bestseller, Leaving ADDIE for SAM, learning professionals were introduced to the Successive Approximation Model (SAM) and the Savvy Start—the key to a successful project kick-off. Together, these concepts incorporate contemporary Agile processes that simplify design and development, yielding more energetic and effective learning experiences. This companion Field Guide provides the job aids, tools, and templates you need to put the SAM methodology in motion and take your ISD practice to new heights. Complete with a foreword by Michael Allen, this book is an essential resource to create better, faster training products and “move the needle” on current training efforts
RAPID RURAL APPRAISAL (RRA) AND PARTICIPATORY RURAL APPRAISAL (PRE) - A MANUA...Ayda.N Mazlan
This document provides an overview of the manual "Rapid Rural Appraisal (RRA) and Participatory Rural Appraisal (PRA): A Manual for CRS Field Workers and Partners". The manual aims to familiarize CRS staff with RRA and PRA methods for gathering information from communities. It discusses the need for information in development projects and situates RRA and PRA as participatory and qualitative research methods. The manual is divided into two volumes, with Volume I covering introductions to RRA/PRA and guidance on study design, implementation, analysis and reporting. It presents RRA and PRA as flexible methodologies using an array of tools to gather community-level insights in a collaborative manner.
This document provides an introduction to the Advanced Energy Design Guide for K-12 School Buildings published by ASHRAE. It aims to provide voluntary recommendations for achieving 50% energy savings compared to minimum standards. The guide was developed through an integrated design process with input from various stakeholders and was informed by energy modeling analysis of different design strategies. It includes case studies of high-performing school buildings and climate-specific recommendations to help schools lower energy use and promote student and teacher health, comfort, and productivity.
The document contains endorsements from marketing professors and professionals recommending the book "Cutting-Edge Marketing Analytics" by Rajkumar Venkatesan, Paul Farris, and Ronald T. Wilcox. The endorsements praise the book for providing a balanced overview of rigorous analytical techniques and real-world applications through case studies. One endorsement notes the book will fill an important gap by teaching practical approaches to gain customer insights from big data. Another says the case studies provide a good opportunity to apply analytics techniques to real problems.
Nuestro guía, " Normas sobre las presas:, es un enfoque basado en los derechos ", trata de resumir las normas sociales más fuertes y eficaces ambientales relacionadas con cada etapa del ciclo del proyecto de la presa : desde la planificación estratégica , el análisis de proyectos, hasta la implementación, operación, y desmantelamiento de la presa.
La guía toma la posición de que las normas más efectivas son aquellas que salvaguardan los derechos de las personas afectadas por la represa , evitan riesgos, y que el público pueda responsabilizar a los gobiernos , las instituciones y las empresas responsables. Algunos de los temas descritos incluyen Derecho Internacional de los Derechos Humanos , Planificación Integrada de Recursos , Evaluación Ambiental Estratégica , Evaluación de Impacto de Género, Impactos de Evaluación acumulativa , libre, previa e informada, entre otros.
This document provides a guidebook for civil society on dam standards from a rights-based approach. It discusses who sets dam standards, including national laws, international laws and instruments, financial institution policies, and corporate policies. It then covers key social and environmental dam standards that should be applied across all stages of dam development from planning to construction to operation to decommissioning. This includes standards around human rights, consultation and participation, indigenous peoples' rights, gender, labor rights and many environmental factors.
This document appears to be a catalog from leadership and organizational development company Linkage Inc. listing their various training programs, workshops, and certificates offered between May and December 2011. It includes offerings related to change management, organizational development, leadership development, on-site workshops, and virtual/blended learning solutions. Linkage is named among the top 20 leadership training companies by Training Industry in 2009 and 2010.
THE DIGITAL TURN. Pathways for higher education in the digital age.
ABOUT THIS REPORT
This summary report presents key statements,
findings and recommendations by Hochschulforum Digitalisierung (German Forum for Higher Education in the Digital Age, abbreviated
HFD) with regard to shaping forward-looking
higher education for the digital age in Germany.
This condensed version of the report is geared
first and foremost towards readers with limited
time and above all to representatives of higher
education institution administrations and policymakers who have a key role in the strategic
development of the digital turn at German
higher education institutions (HEIs). The basis of
and background to the analyses and recommendations can be found in the full-length version of the report. It illustrates and documents
the findings of a three-year project involving
the work of over 70 experts who examined the
opportunities and challenges of digitalisation in
six expert groups.
This document appears to be the beginning chapters of a case study research paper on management development at Unilever China. It includes an introduction outlining the research objectives and questions. It then reviews relevant literature on topics like human resource development, management development strategies, and the role of top management in development. The document describes the research methods used, including secondary research and in-depth interviews. It provides an overview of Unilever's management development philosophy and changes to their HR strategy over time. The beginning of the findings from interviews with managers and superiors at Unilever China are also presented.
This document provides an overview of contract management and procurement strategies and processes. It discusses:
1) The key stages of contract management including managing service delivery, relationships, administration, changes, quality, and progress payments.
2) The procurement process which involves specification writing, requesting proposals, evaluating bids, and approving contracts. It outlines single and two-stage procurement methods.
3) A case study example of developing a procurement strategy that considers context, essentials like transparency and non-discrimination, and next steps.
Evaluation of the u.s. army asymmetric warfare adaptive leader programMamuka Mchedlidze
The document is an evaluation report of the U.S. Army's Asymmetric Warfare Adaptive Leader Program (AWALP). It finds that:
1) Participants generally reacted positively to AWALP and reported improvements in their attitudes toward adaptability.
2) Participants demonstrated gains in their knowledge of course concepts and ability to apply adaptability principles as measured through evaluations of peer performance.
3) Follow-up surveys found that participants continued to view adaptability skills as important and sought to apply principles from AWALP in their units after returning from the course.
This document outlines the strategic vision of the National Heart, Lung, and Blood Institute (NHLBI). It acknowledges input received from NHLBI staff and advisors in developing this vision. The vision identifies 8 strategic objectives to guide NHLBI research over the next 5-10 years, including understanding normal biological functions, investigating disease mechanisms, studying population differences in health, identifying individual differences in disease and treatment responses, developing new diagnostics and therapeutics, optimizing clinical research, leveraging data science opportunities, and sustaining a diverse scientific workforce. Each objective includes compelling questions and critical challenges to help achieve the vision of preventing heart, lung, and blood diseases.
The document introduces the Resilience-based Earthquake Design Initiative (REDi) Rating System. It was created by a team of experts to provide guidelines for designing buildings to withstand earthquakes and return to functionality quickly. The rating system establishes resilience objectives, defines important terms, and provides criteria for assessing a building's organizational resilience, structural resilience, ability to withstand other earthquake impacts, and estimated losses from downtime and damage. If implemented, the rating system aims to help buildings and communities become more earthquake resilient.
The Baltic SCOPE project was unique – it was the first project to bring together national authorities with a planning mandate to collaborate in transboundary Maritime Spatial Planning, with the aim of identifying cross-border issues and solutions.
As with any pioneering activity, we found a need to adapt to changing circumstances and situations along the way, but we learned considerable lessons from this fluid process. Our lessons can be taken forward to future collaborations in transboundary Maritime Spatial Planning. The lessons might primarily be useful to policymakers, planners and other key stakeholders in Maritime Spatial Planning, in the Baltic Sea and possibly beyond.
Read more about the project on www.balticscope.eu
This document provides an overview of ACT's holistic framework for education and workplace success. It discusses four domains: core academic skills, cross-cutting capabilities, behavioral skills, and education/career navigation. For each domain, it outlines frameworks describing the knowledge and skills within that domain, how they relate to important outcomes, and how they were developed. It argues that while traditional assessments have focused only on core academic subjects, success requires a broader range of competencies. The frameworks aim to provide a more holistic and empirically-validated understanding of readiness.
This document outlines the process for developing open educational resources (OER) that can be shared freely. It discusses creating and capturing new content using open practices, clearing existing content of third-party objects, searching for openly licensed materials, choosing an appropriate Creative Commons license, publishing content in editable formats on open platforms, and including necessary metadata. The overall goal is to make educational resources accessible and adaptable for anyone to use and modify.
This document summarizes a presentation on running scalable online learning operations. It discusses various business models for online learning programs and case studies from Empire State University and Compass Knowledge. The presentation covers understanding the landscape of online models, goals of online learning programs, online course development approaches, and starting points and goals for developing online programs. It also presents a case study of Michigan State University's approach to key functions for scaling online learning operations compared to industry approaches.
The document discusses AgShare, a project that aims to create and share open educational resources (OER) related to agriculture in Africa. AgShare involves partnerships between universities, community organizations, and students to collaboratively develop case studies and course materials on topics like coffee, maize, dairy, and agriculture extension. Initial pilots involve universities in Ethiopia, Kenya, and Uganda and focus on having students and faculty jointly create OER through research projects and internships. The goals are to empower students, improve farmer practices, and contribute African knowledge to the global knowledge pool through open sharing and licensing of resources. Early results suggest AgShare is increasing visibility, advocacy for open sharing, and engagement of students as agents of change.
This document discusses building capacity in developing countries through open educational resources (OER) for food safety. It outlines the development of a competency framework, OER learning resources mapped to the framework, and assessments. Pilot programs were conducted in India, Egypt, China, and with various companies to test the OER and assessments. Over 350 participants across five pilots showed a 6-16% increase in scores from pre- to post-assessment. Challenges and next steps are identified to expand the OER and number of competencies addressed.
This document provides information about MSUglobal and its work in educational resources. MSUglobal aims to increase awareness of open education, facilitate collaboration through open resources, preserve educational materials, and improve efficiency using open technologies. Examples of projects are provided in areas like open awareness campaigns, collaborative wikis and food safety programs, preserving post-harvest information, and improving neuroscience education through efficient platforms.
This document defines and discusses open educational resources (OER). It defines OER as educational resources that are freely available for use, reuse, adaptation, and sharing. Educational resources can include full courses, textbooks, videos, and more. For a resource to be considered "open," it must allow for reuse, revision, remixing, and redistribution under an open license. Common open licenses include Creative Commons licenses. OER offers benefits like improved access, cost savings, collaboration, and localization. Examples of OER projects include WikiEducator, OpenCourseWare, and Connexions. OER Commons is a site to find OER. The document encourages readers to consider how they can use, contribute, and support
This document provides an executive summary and description of the Food Safety Knowledge Network (FSKN) program. The FSKN is a partnership between Michigan State University and the Global Food Safety Initiative that aims to (1) develop competency standards and training for food safety professionals globally and (2) use online and social learning tools to efficiently disseminate food safety knowledge worldwide. The goals are to harmonize food safety standards, dramatically reduce the costs of training, and improve food safety skills globally. The FSKN will leverage Michigan State University's expertise in food safety and online learning to develop online courses, workshops, and a framework of food safety competencies.
The document discusses Competence 2.0, a new approach to education, training, and workforce development that uses tools of Web 2.0 to continuously refresh competencies and lift the US out of recession. It proposes creating industry-wide competence communities that integrate foresight tools with insights from communities of practice to help individuals develop careers with emerging opportunities. Examples provided include a Food Safety Knowledge Network and applying Competence 2.0 to transform workforce projects into higher performing initiatives.
The document summarizes a meeting of the MSUG Non-credit Enterprise Center NCRS Advisory Board that discussed the MSUG Non-credit Enterprise Center's market perspective, internal metrics, service levels, and relationship with the NCRS. The MSUG Non-credit Enterprise Center and NCRS were described as having complementary roles in advocating for non-credit opportunities, managing tools and models, providing support and resources, tracking reporting, and improving processes for non-credit activities and revenues across the university system.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
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Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Competence 2.0- A Guide To Planning For Change Intro&Ch1
1.
2. About SCUP
The Society for College and University Planning (SCUP) is a community that provides its
members with knowledge and resources on best planning practices and emerging trends in
higher education, with a particular focus on the integration of academic, facilities, infrastructural,
financial, resource, and strategic planning.
Founded in 1965, the society is headquartered in Ann Arbor, Michigan.
For more information, visit www.scup.org.
3.
4. A Guide to Planning for Change ........................
Table of Contents
Introduction to A Guide to Planning for Change ...................... 1
Guiding Planners and Strategists Toward Success ......................... 3
Snapshots of Today’s Planners and Strategists ................................ 4
A Guide to Planning for Change ...................................................... 10
Integrated, Strategic, Aligned Planning ...................................... 13
The Characteristics of Successful Planners and
Successful Planning ..................................................................... 14
Integrated Planning ............................................................................. 17
Strategic Planning ............................................................................... 17
Aligned Planning ................................................................................. 23
A Model for Strategic Planning and
Executing Strategy ................................................................................ 33
Strategic Planning ................................................................................ 36
Execution of Strategy Within the Institutional Context ............... 38
Measure, Model, and Intervene ........................................................ 39
Assessing Planning Opportunities ............................................... 41
Developing a Strategy for Planning ................................................. 41
A Checklist for Analyzing Planning and
Strategy-Setting Environments .................................................. 44
Crafting a Strategy for Planning ....................................................... 48
The Politics of Planning for Change ............................................. 49
Politics and Power in Higher Education ......................................... 49
Planning for Change ........................................................................... 51
Communicating Vision and Strategy ............................................... 62
Changing Perspectives and Tools in Planning ....................... 63
Eras in Planning and Decision Making ........................................... 64
The World View and Toolkit of
Today’s Planners and Strategists .............................................. 72
..................................
5. ..................................
New Directions in Planning Topics ............................................... 75
Sustainability ........................................................................................ 75
Academic Planning, Innovation, and Leadership ......................... 77
New and Enhanced Learning Environments ................................. 77
Student Services and New Student Experiences ........................... 77
Strategic Enrollment Management ................................................... 78
Analytics and Measuring and Improving Performance ............... 78
Integrated Planning and Assessment .............................................. 79
Management of Space ......................................................................... 79
Campus Master Planning and Facilities Planning ......................... 79
Technology Infrastructure .................................................................. 79
Resource Planning, Allocation, and Budgeting ............................. 80
Human Resources Planning .............................................................. 80
Continuous Process Improvement in Higher Education ............. 81
Institutional Advancement and Capital Campaign
Planning ......................................................................................... 81
The New Politics of Planning ............................................................ 81
Economic Development ...................................................................... 81
Going Global: Planning for International Contexts ...................... 82
Leading Planning and Change .......................................................... 82
Transforming Research, Knowledge Networks,
and Scholarship ............................................................................ 83
Transformational Change That Matters .......................................... 84
Core Readings and Resources ....................................................... 85
The Influence of Other Fields on
Higher Education Planning ........................................................ 85
A Critical Reading List for Planning in Higher Education .......... 90
Critical Resources Annotations ......................................................... 96
Online Repository of Resources....................................................... 118
Developing the Competencies of
Planners and Strategists .................................................................. 119
Career Paths of Planners and Strategists........................................ 120
Developing the Competencies of
Planners and Strategists ............................................................ 127
Summary of Resources for
Planners and Strategists ...............................................................129
Summary of Online Resources ................................................ 129
Annotations of Critical Resources .......................................... 130
Text References in Addition to Critical Resources ............... 130
..................................
7. ..................................
Foreword
One wonders if it is really possible to lead a college or university through the challenges created
by globalism, technology, accountability, and other forces driving change. These leadership
challenges are further complicated by academe’s historical internal contradictions—the tug of the
status quo as the preservers of knowledge but also the drive to new ground as the centers of
discovery; the pull toward the perennialism built into its DNA but also the push to pragmatism
to address contemporary issues and opportunities.
Some would describe a college or university as being like a helicopter: If you look at the odd
assembly of parts and pieces objectively, you would have to conclude that it could never fly. Yet,
by combining the forces of roaring winds blowing down and sideways with a schooled hand
controlling speed and tilt, it not only flies, but does so with incredible maneuverability.
Leaders who successfully guide these forces and take their institutions to a higher plane do so
through a unique, almost magical, combination of art, science, politics, psychology, and, most
would admit, good fortune. And whether it is formal, informal, or called something else in their
minds, all are engaged, at some level, in strategic planning, the execution of strategy, and the
development of organizational capacity and culture to make it all work.
For the past quarter century, Don Norris and Nick Poulton’s book A Guide for New Planners has
been a primary resource for both new and experienced planners—a primer for entrants into the
field and a touchstone and tool for veterans who are establishing and attempting to draw their
colleagues into an institutional planning process. For those of us who have been engaged in
planning through many positions over our careers, it is one of the most highlighted, dog-eared,
and borrowed books in our libraries.
In this new book, A Guide to Planning for Change, Norris and Poulton combine the practical
insights of their earlier work with the future vision and insight of Transforming Higher Education:
A Vision for Learning in the 21st Century, another SCUP best seller. Their new book takes the
reader back through the history of planning and strategy execution in higher education by
outlining its many eras and stages of development; highlights the latest thinking and writing on
the topic; summarizes the new and emerging challenges facing leaders of colleges and
universities; and discusses new techniques and tools (most notably, analytics) to create an
enhanced model for planning in higher education. This model recognizes the many internal,
external, up, down, and sideways forces, challenges, and opportunities facing higher education
and that, ultimately, it is the successful, expeditionary execution of strategy that will have a
lasting impact on the institution.
This book is complemented by a trove of online resources that will be refreshed to maintain the
currency of its insights, providing practitioners with a dependable, comprehensive guide in their
efforts to plan for change.
Sal D. Rinella, 2008–2009 SCUP President
Strategic Consultant, STRATUS, a Division of Heery International, Inc.
..................................
8. A Guide to Planning for Change ........................
Acknowledgements
A Guide to Planning for Change owes a debt of gratitude to the legion of practitioners and
authors who have contributed to the body of knowledge for planning, strategic management, and
organizational development. These giants in our field are identified in the bibliographic
references included in Figure 8.1 on pages 91–95.
In particular, we are distinctly thankful for the work of the faculty and staff of the SCUP Planning
Institute, especially Phyllis Grummon, whose work has been incorporated in this book. Their
contribution is most prominent in Chapter 5, The Politics of Planning for Change and in Chapter
3, A Model for Strategic Planning and Executive Strategy.
We appreciate the willingness of 10 friends and members of SCUP to share their personal sagas
with us and to be featured in descriptions of the career paths of planners in Chapter 9. Thanks to
Helen Giles-Gee, Scott V. Cole, Jake Julia, Arthur J. Lidsky, Jennifer Spielvogel, Simone
Himbeault Taylor, Mary Sapp, Pamela J. Stewart, Joan Racki, and Nick Santilli for their efforts.
We also thankfully acknowledge the contribution of the 26 authors who have contributed
chapters to the online companion book, New Directions in Planning Topics. These expert
practitioners have agreed to periodically update these chapters, providing a useful mechanism
for keeping this work fresh. These authors are listed in Figure 7.1 on page 76.
The underwriters of this initiative have made it possible for us to create a world-class printed
publication and a trove of online resources that will be refreshed. These corporations are
described in the following pages, and we wish to acknowledge our appreciation for their
commitment to advancing the practice of planning, analytics, and capacity building in higher
education.
A Guide to Planning for Change has benefited from the editorial and substantive contribution of
a small core of advisors. Phil Taylor has served as designer and graphics artist from the very start
of the initiative. Carolyn Norris provided editorial and document management support. Joan
Leonard has been instrumental in offering commentary and editorial support from the beginning
of the initiative and has contributed to the forging of relationships with the underwriters. Critical
feedback has been incorporated from Linda Baer, Sam Kirkpatrick, Martha Hesse, Paul Lefrere,
and Ann Kenworthy. Susan Poulton has advised us on Web-based marketing, advertising, and
relationship building to advance this initiative. Kimberly Maas provided copy-editing services.
Finally, Terry Calhoun of SCUP has been a champion of this initiative from the start and has
contributed substantially in innumerable ways. We also salute and appreciate the support of
Jolene Knapp, Executive Director of SCUP, and the entire SCUP staff, both past and present, who
have supported the creation of A Guide for New Planners and its evolution into A Guide to
Planning for Change, a journey that has spanned over 25 years.
..................................
9. ..................................
Authors
Donald M. Norris
President, Strategic Initiatives, Inc.
www.strategicinitiatives.com
dmn@strategicinitiatives.com
703.450.5255
Dr. Norris is well known as a planner, strategist, thought leader, researcher, and consultant. He
and Nick Poulton co-authored A Guide for New Planners (1991), which aided a generation of
planners in higher education. He has authored a number of publications on transformation for
the Society for College and University Planning. His book, Transforming Higher Education: A
Vision for Learning in the 21st Century (1995), was instrumental in providing a framework for
advancing the concept of transformative e-learning in the late 1990s. Transforming e-Knowledge: A
Revolution in the Sharing of Knowledge (2003) heralded the arrival of the transformative generation
of Web services, social networking, and knowledge-sharing capabilities. Dr. Norris consults on
planning, executing strategy, and developing organizational capacity with a wide range of
colleges and universities, corporations, professional societies and associations, and other
nonprofits. His recent work on action analytics is enabling colleges and universities to change
decision-making behavior; build cultures of performance measurement and improvement; and
align institutional strategies, actions, and metrics.
Nick L. Poulton
President Emeritus, Texas International Education Consortium (TIEC)
poultontexas@aol.com
512.762.6129
Dr. Poulton’s career has spanned 40 years as a faculty member, researcher, planner, and
consultant. He has served in administrative and planning posts in a variety of American and
international institutions and as a consultant for institutions across the globe. As president of the
Texas International Education Consortium (TIEC), he marshaled the intellectual resources of
Texas public universities to provide consulting, language training, and professional development
experiences for international colleges and universities. He and Don Norris co-authored A Guide
for New Planners (1991) and their professional collaboration on a wide range of consulting and
thought leadership projects spans 35 years. Dr. Poulton continues an active international
consulting practice.
..................................
10. A Guide to Planning for Change ........................
Underwriters
Microsoft, Inc.
www.microsoft.com/education/solutions/bihighered.aspx
Microsoft is the world leader in providing software plus services in the high-tech industry.
Microsoft continues to demonstrate its commitment to working with educators, educational
organizations and industry partners to expand the world of learning through affordable, user-
friendly technology. Microsoft is leading the way in providing “business intelligence for the
masses” using the Microsoft Business Intelligence (BI) for Higher Education solution. This
provides an intuitive and cost-effective way to enable users at all levels of expertise to access and
analyze information through familiar tools such as a Web browser, Microsoft Office Excel, and
Microsoft Office SharePoint. It also provides access to sophisticated BI tools at costs that
institutions can afford. By providing ready access to relevant data from virtually any source,
Microsoft products and services enable, planners, strategists, and decision makers to inform
decisions and actions by tracking and aligning progress against key performance indicators
(KPIs), strategies, goals, and responsibilities.
The Sextant Group
www.TheSextantGroup.com
The Sextant Group, Inc. is the premier provider of leading-edge planning and systems design for
institutional, educational and corporate environments demanding a high level of technology.
Dedicated to planning, strategy and capacity building, the company supports architects and
institutions world-wide with demonstrated expertise in audiovisual and information
technologies, physical security and acoustics, applicable to both facility renovation and new
design. Mark Valenti, CTS, President of The Sextant Group, is an internationally-recognized
authority and thought leader in the industry. His areas of expertise include audiovisual
technologies, market trends, and the impact of the diffusion of learning and other academic
functions beyond the traditional campus. Valenti and Don Norris have collaborated in an on-
going seminar series for the academic community addressing planning issues for individual
facilities and campus master planning in the face of mobility-enabling technology. The Sextant
Group has consulted for hundreds of campuses around the globe, spanning North America from
Harvard to Stanford, plus institutions from Asia to Europe.
..................................
11. ..................................
Nuventive, Inc.
www.nuventive.com
Nuventive has been a trailblazer in the development of leading-edge assessment management,
alignment, and portfolio tools in higher education. It has over 250 college and university
customers and has users in the United States, Canada, Australasia, and Western Europe. In
collaboration with its industry partners, Nuventive has worked with institutions to co-create
solutions that manage paperless processes for strategic planning, administrative and facilities
planning, sustainability, accreditation, assessment, and program review. These solutions can be
used to assign, track, and monitor responsibilities at every stage of planning, accreditation,
assessment, and other processes. They also enable practitioners to align all of these processes
with institutional strategies, goals, actions, and measures. Nuventive’s products and services are
a key element of the combination of alignment and analytics solutions needed to support
integrated, strategic, aligned planning.
iStrategy
www.istrategysolutions.com
iStrategy is the leading provider of higher education analytic reporting. Its HigherEd Analytics
Suite™ integrates with leading ERP vendors, including Oracle/PeopleSoft, SunGard/Banner and
Datatel, enabling colleges and universities to build robust dimensional data warehouses in weeks
instead of years. Its application provides intuitive, secure, self-service reporting for student,
financial, advancement and human resources information. These solutions deliver analytics to
the desktop of both power users and non-technical functional users, providing “analytics for the
masses.” iStrategy is a key player in the emerging analytics, alignment, and presentation
environment needed to support planning, strategy, and capacity building in higher education.
eThority
www.ethority.com/higher_ed
eThority Enterprise Edition combines powerful data analysis and presentation tools that fuse the
user friendliness of desktop applications with the power of traditional enterprise business
intelligence tools. eThority enables organizations to create a “single source of truth,” seamlessly
linking data from ERP systems, data warehouses, departmental or specialty applications, and
shadow systems. Through the “user-obvious” interface, administrators, faculty and staff are able
to make sense of their operational data, see the “big picture” for performance improvement and
strategic planning, and portray trends and complex relationships that are best understood
through visualization. The eThority Enterprise Edition platform provides data modeling,
analytics, advanced visualization and specialized higher education functions like commitment
management—for the masses.
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12. A Guide to Planning for Change ........................
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13. Introduction to
A Guide to Planning for Change
This book is a guide to planning, executing strategy, and developing the organizational capacity
of colleges and universities. It is about making sense of changing conditions and achieving
strategic intent in the face of competition, uncertainty, and politics.
Planning is a core competency of successful organizations, leaders, and managers. It pervades all
organizational units and processes. Higher education planning in all its forms engages a broad
cross section of administrative leaders, staff, faculty, students, alumni, and other stakeholders.
Planning is ongoing, on different time frames and schedules.
Strategic thinking is reflected in the crafting and executing of strategy. Strategies express an
organization’s intent for the future through clear vision, considered decisions, and purposeful
initiatives. Strategies can be incorporated into plans and budgets that are updated annually and
adjusted even more frequently. The ability to execute strategy in a flexible, expeditionary manner
has become an essential competency for leaders at all levels.
The capacity to successfully plan and execute strategy at all levels of the organization requires a
new generation of user-friendly metrics and analytics. Performance metrics are appearing on the
desktops of planners, strategists, and decision makers at all levels from executives to front-line
staff and faculty. This emerging generation of affordable, intuitive metrics is enabling institutions
to measure and communicate progress in executing strategies, build organizational capacity, and
hold staff and faculty responsible for improving performance.
Successful leaders use strategies to frame the need for change and to develop their organization’s
capacity to prosper in a changing and competitive environment. Organizational capacity involves
(1) leadership; (2) facility, technology, and equipment infrastructures; (3) program offerings and
knowledge-discovery capacity; (4) values, skills, and competencies of administrators, faculty,
researchers, staff, and students; (5) academic and administrative processes; and (6) organizational
culture. In the process of planning and crafting strategy, the institution discovers how it must
improve its organizational capacity in order to thrive.
The interconnectedness of planning, strategy execution, and organizational capacity is illustrated
in figure 1.1.
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14. A Guide to Planning for Change .......................
Colleges and universities have traditionally worked to expand the boundaries of knowledge and
discover new ways of “knowing.” Concurrently, they have served a critical role in conserving
traditional values and proven practices. Often these roles of disruption and conservation collide,
sometimes dramatically. Today, such collisions are common throughout higher education,
presenting challenges and opportunities for planners and strategists.
In recent years, colleges and universities have used information and communications technology
to transform how leading-edge scholarship is practiced in most disciplines. The patterns and
cadences of the research, dissemination, and engagement of new knowledge have accelerated
and changed profoundly. In teaching and learning, however, the increasing use of technology has
generally had a less dramatic impact. Yet, the transformative power of technology is visible in
those institutions creating dramatically different approaches to accelerated learning for adult
learners and in those institutions and workforce training programs positioned to provide
affordable education for the masses around the world. As Gibson (1984) observed in
Neuromancer, “The future is already here; it is just not distributed very well.”
Digitization, globalization, and democratization of the learning and knowledge industry are
changing the very nature of how knowledge is created, shared, and experienced. In The World Is
Flat: A Brief History of the Twenty-First Century, Friedman (2006) described the pervasive impact of
these forces on every institution, enterprise, and individual in the global economy. These forces
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15. ....................... A Guide to Planning for Change
are changing the nature of learning and the perspectives, skills, and competencies required to be
successful throughout life. They are also reshaping the relationships and transitions between
learning and work. As a result, the nature of the challenges facing planners and strategists and
the tools and techniques of practice are profoundly changing as well.
The very face of higher education is being transformed by new challenges and opportunities.
Innovative partnerships in the knowledge industry have brought together new constellations of
collaborators, competitors, and co-creators. Over time, these partnerships will create new, more
affordable models and options for learning, competency building, and refreshment. While
accountability pressures from outside higher education have focused attention on the need to
demonstrate performance and improve affordability, new generations of open-architecture
analytics are deploying Web 2.0 practices to help institutions measure and improve these areas.
These trends likely will grow in importance over time.
Taken together, these forces are compelling colleges, universities, and other learning enterprises
around the world to revisit their values and their value propositions. Some are reaffirming and
incrementally updating existing principles and practices. Others are considering truly dramatic
changes to remain vibrant, competitive, and sustainable.
In the midst of these efforts are the administrators, faculty, staff, and other stakeholders across
the spectrum of higher education who are involved in planning, executing strategy, and building
organizational capacity so their institutions will thrive in the face of competition, uncertainty,
and change. This book is written for them.
Guiding Planners and Strategists Toward Success
This book’s purpose is to assist higher education planners and strategists in guiding their
institutions toward success. This is not a “cookbook” on how to plan by the numbers. So-called
“prescriptive planning models”—those that assume perfectly rational decision making and pay
inadequate attention to environmental differences—suggest lockstep approaches to planning,
strategy crafting, and implementation. Such approaches to formulaic strategic planning have
been discredited in both the corporate world and other settings, as reflected in the title of
Mintzberg’s (1994) book, The Rise and Fall of Strategic Planning.
But the rumors of the death of strategic planning were premature. Strategic planning has made a
comeback by bringing flexibility, elegance, and simplicity back to the formulation of strategy. It
has attained new respectability by focusing on strategies and decisions, not plans, and by
emphasizing the expeditionary nature of strategy execution.
This book is a road map guiding the planning and execution of strategy. It is intended to help
higher education planners of all kinds and at all levels determine how their activities fit into the
greater ecology of planning and strategy at their institutions or in other settings. Because
successful planning is both art and science, this book is intended to help planners develop
personal strategies for their own particular planning activities, supported by a new generation of
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16. A Guide to Planning for Change .......................
quantitative measurement and qualitative assessment tools, applications, and practices. In
addition, we offer suggestions to guide planners in locating relevant resources and assistance
when needed to formulate questions and answers about planning.
More than 30 years ago, Enarson (1975) coined an apt metaphor for planning. He rejected the
traditional “Cook’s Tour” model in favor of a “Lewis and Clark” model. The Cook’s Tour
describes a precise schedule on a well-defined route; it moves in an orderly progression past
known landmarks. Its aim is to avoid contingencies and the unknown and to structure planning
in a scheduled, orderly, and routine manner. Conversely, the Lewis and Clark model
incorporates a sense of adventure in the exploration of new planning frontiers. Lewis and Clark
had a clear sense of context, direction, and ultimate destination, but their actual course was
unknown. The Cook’s Tour model gives the false impression of stability, while the Lewis and
Clark model suggests values, perspectives, and principles that enable the planner to deal with the
uncertainty and unpredictability of planning.
The Lewis and Clark model also conveys the expeditionary spirit of planning and strategy
execution, which require the capacity to rethink and revise in the face of ever-changing
conditions and to lead organizations in navigating the shoals of uncertainty and developing new
adaptive capacities.
Snapshots of Today’s Planners and Strategists
The following scenarios are snapshots of the many roles, responsibilities, and perspectives of
college and university planners in today’s higher education environment.
The new president at your regional state university has elevated you from assistant to the
president to director of planning with instructions to frame and support a strategic planning
process. The former president had successfully led the growth of the university for over 20
years by seizing opportunities and “did not believe in strategic planning.” Your new
president is recognized as an experienced leader and planner, and she has shared with you a
variety of planning frameworks. However, she is counting on you to help evaluate the
institution’s readiness for planning and to collaborate with her in framing a process that will
aggressively develop organizational capacity to plan effectively over time.
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17. ....................... A Guide to Planning for Change
As retiring vice president for student affairs, you have been designated to chair your
university’s upcoming regional accreditation process. The last process was an administrative
nightmare, resulting in a number of corrective actions that proved difficult to execute and
monitor. The president has directed you to work with the provost and chief information
officer to develop a paperless accreditation process, accessible to every authorized participant.
It is to be seamlessly connected to the university’s continuous improvement efforts, its first-
generation executive dashboard, and its strategic and operational planning processes
The president of your private university has just added his name to the list of signatories to
the American College & University Presidents Climate Commitment. At the most recent
meeting of the president’s cabinet, he announced his dissatisfaction with the scope and
penetration of campus sustainability efforts and declared that next month’s cabinet retreat
would focus on that issue. The goal of the retreat will be to craft a strategy for building
sustainability into all institutional planning and operational processes. Further, the working
session will result in draft sustainability performance measures for each cabinet executive
officer that can be translated into performance expectations for their subordinates.
As director of facilities planning, you are coordinating a program planning committee for a
new building for biology, chemistry, psychology, and environmental studies. The provost and
president have reviewed the initial program plan and have characterized it as an “elegant
extrapolation of our existing departmental approaches to the sciences.” You have been
instructed to work with the provost to reconfigure or relaunch the planning team process. You
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18. A Guide to Planning for Change .......................
are to select new benchmarking projects and consulting support, if necessary. Your goal is to
develop a program plan for a flexible, multidisciplinary facility that will support collaborative
research and learning over a 50-year life, accommodating 10 to 15 major technology changes
during that time period.
The statewide system of community colleges has made a commitment to improving the
linkages among learning, workforce preparation, and jobs. As director of business and
industry partnerships, you have been asked to participate in a cross-enterprise task force to
share knowledge resources among pre-K–12 schools, community colleges and other
postsecondary educational institutions, state workforce organizations, and employers. In
addition, your chancellor has directed you, the provost, and the chief information officer to
develop dashboards and supporting analytics on workforce readiness, transitions between
learning and work, and competencies required by employers.
As the newly elevated vice president for finance and operations, you have been dissatisfied
with the execution of institutional strategies and initiatives. With each successive strategic
planning cycle, you have seen sound strategies fail because they were poorly aligned with
operational and budgetary planning. These strategies disappeared into “fairy dust” by the
time they filtered down to individual college and departmental plans and priorities. In your
first operational and budgetary planning cycle, you have the opportunity to clearly align
institutional strategies with the strategies, goals, activities, and measurements at the operating
unit level.
Your state has experienced a severe budget crisis as a result of a recent economic downturn.
Your public university has been instructed to prepare for an immediate reduction of three
percent in this year’s operating budget, to be effective by mid-year, and a reduction of an
additional five percent in next year’s budget. As the vice president for planning and budget,
the president has charged you to partner with the provost to plan for both sets of reductions.
In addition, in the second year you are expected to combine budgetary reductions with a
serious scrutiny of administrative processes and academic services.
Under your leadership as chief information officer, your metropolitan university has
progressively deployed a campuswide wireless capability, which has tangibly changed the
patterns of mobility, interactivity, and collaboration on campus. Over the past year, you have
been working with a metropolitan task force to extend the wireless capability of your campus
across your metropolitan region. Today, the president appointed you to a three-person
strategic thinking group to develop ways to infuse new patterns of collaboration and
interactivity into new facilities design (three new buildings currently in planning) and into the
10-year-old campus master plan now due for an update.
The president has appointed you, the vice president of human resources, to play a primary
role in supporting the implementation of the university’s just-completed strategic plan. Your
role is to develop and execute a change management initiative focused on strengthening the
capacity of individuals, teams, departments, and organizations to accept and navigate change.
This will include leadership development at the grassroots level designed to prepare
individuals across the university to embrace and actively participate in change.
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19. ....................... A Guide to Planning for Change
For many years, your university has been known for its commitment to study-abroad
programs, international studies, and other global learning initiatives. Last week, the provost
designated you as vice provost for international programs. Your initial priority assignment is
to develop and execute a strategy and transparent methodology for evaluating prospective
global opportunities and relationships. Your first test case will be evaluating three existing
proposals/opportunities to establish campuses in Abu Dhabi, Chennai, and/or Shanghai.
You have been hired as vice president of enrollment services at a large public university.
Retention of at-risk students is a problem. Your charge is to introduce a formal program of
strategic enrollment management supported by state-of-the-art analytics to enable your staff
to dynamically identify and monitor at-risk students, generate alerts to appropriate staff and
departments when students are in jeopardy, and intervene in real time.
Your public university is located in a hypergrowth metropolitan region in the southwest. In
addition to the original research-oriented campus, three branch campuses have been
established over the past 15 years, which you coordinate in your role as vice president for
regional campuses. A fourth branch campus setting is being considered. The provost has
asked you to chair a “distributed university task force” to revisit the issue of the proper roles,
structures, and relationships among the campuses. You are to visit other benchmark
institutions, conduct a comparative analysis, and recommend a comprehensive strategy that
will optimally leverage the university’s resources and maximize the university’s service to
and competitive position within the state.
Your community college is part of a multicampus system of comprehensive universities and
technical/community colleges with formalized strategic planning and operational planning
processes. As vice president of strategic operations, you are coordinating your campus
strategic planning process to ensure that your goals, activities, and measures align with the
strategic directions and measures of the system. In your most recent planning process, you are
working with a multidimensional planning team to create strategy maps consisting of 14 goals
and related measures that align with the four strategic directions and eight key performance
indicators (KPIs) of the system plan.
Underneath these snapshots of institutional planning and strategy-setting activities lives a
pervasive constellation of academic planning and strategy-setting practices. Every day, deans,
department chairs, faculty members, and researchers engage in continuous cycles of planning for
curriculum, course offerings, research agendas, and knowledge-creation strategies. Individual
academics, informal working groups, formal committees, teams, and departments plan for the
future and execute these plans to strengthen the academic lifeblood of the institution. These
efforts generate academic strategies, incentives for innovation, the capacity to take advantage of
serendipitous opportunities, and the will to face unforeseen challenges and changing conditions.
Robust academic planning, innovation, and capacity building are essential to successful
institutional planning and strategy execution.
In each of these scenarios, someone has been asked either to plan, or to play a role in support of a
planning and strategy-setting process, or to align their work and planning activities with other
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20. A Guide to Planning for Change .......................
organizational planning processes, strategies, and outcomes. Planning in colleges and
universities is a complex, pervasive ecology of interconnected activities.
Planning is primarily a line function, a fundamental responsibility of academic and
administrative managers at all levels. It is a mindset, an approach to confronting the future in a
way that establishes and executes the institution’s strategic intent. Planning is also a staff
function, performed by staff members with the word “planning” in their titles. But planning staff
are really coordinators, facilitators, and enablers. The real heavy lifting in planning is performed
by academic and administrative leaders and managers who use planning to frame decisions and
execute strategies within their areas of responsibility.
Scope and Concepts: Planning, Strategy Execution, and Change
Over the years, planning practitioners have reshaped the definition and concepts of planning,
strategy execution, and organizational development and change as summarized in figure 1.2.
Principles for Success
Figure 1.3 summarizes a set of principles that can serve as a compass to guide planners and
strategists toward successfully positioning their institutions for change. These principles have
been distilled from years of successful practice, and the mindsets, methodologies, frameworks,
and resources cited throughout this book reflect these principles.
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21. ....................... A Guide to Planning for Change
The Importance of Institutional Context
In considering the scenarios described in the snapshots of today’s planners and strategists, the
importance of context cannot be overemphasized. Each institutional planning and strategy-
setting activity is shaped by a distinctive set of challenges, conditions, and history. In
understanding context, the following generic contextual factors are particularly important:
Institutional complexity. The nature and complexity of an institution’s mission profoundly
shape both its culture and its planning challenges. Research universities face planning
challenges very different from those of community colleges.
Size. Institutional size (as determined by enrollments, budgets, or other measures) influences
the patterns and cadences of deliberation, decision making, and planning. Larger institutions
tend to be more fragmented, complicating alignment around a unitary vision.
Control. Public and private institutions display different degrees of autonomy and
approaches to decision making.
Collective bargaining environment. The presence of collective bargaining reduces the level of
collegiality and retards aggressive approaches to change.
Figure 1.4 illustrates the contextual factors that reflective planners and strategists must seek to
understand. Even within each of these context “cells,” the most successful planning style and
approach is variable. Nevertheless, planners and strategists must develop their capacity to shape
their approaches to their context, as further described in Chapters 3 and 4.
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22. A Guide to Planning for Change .......................
A Guide to Planning for Change
This book draws on an extensive body of knowledge regarding planning in higher education.
These resources include the Society for College and University Planning’s (SCUP) A Guide for
New Planners (Norris and Poulton 1991), the body of knowledge of the SCUP Planning Institute,
articles from SCUP’s refereed journal Planning for Higher Education, and a long list of other SCUP
publications. We have also mined additional resources on planning in both higher education and
in other sectors and industries. References to these resources are provided both throughout the
book and in regularly updated online resource repositories. Many of the references are found in
figure 8.1, “A Critical List of Readings for Planning in Higher Education.” Other references are
found in Chapter 10. This book is divided into 10 chapters designed to meet the needs of planners
and strategists in today’s complex and ever-changing higher education environment.
Chapter 1: Introduction to A Guide to Planning for Change provides snapshots of the many
forms and faces of planning in higher education. It introduces basic planning concepts and sets
the stage for the remainder of the book.
Chapter 2: Integrated, Strategic, Aligned Planning describes why each of these three elements
is essential to the success of higher education planning. This chapter provides useful models and
techniques that can be applied to achieve alignment in strategy execution at the campus, college,
departmental, and program levels. It also describes how to align strategic planning, accreditation,
program review, continuous improvement, and performance measurement.
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23. ....................... A Guide to Planning for Change
Chapter 3: A Model for Strategic Planning and Executing Strategy outlines a comprehensive
model for strategic planning that includes navigating and leading change, executing and refining
strategy, building organizational capacity, and developing tactical/operational plans and
budgets, all of which are critical to creating strategic direction. This flexible model can be adapted
to the nuances of any environment or planning opportunity.
Chapter 4: Assessing Planning Opportunities provides resources for planners to assess their
environments and learn from the planning experiences of others. These resources include a guide
to the pitfalls and limitations of planning and a checklist for analyzing planning environments.
Chapter 5: The Politics of Planning for Change discusses the social side of planning: politics,
power, social networks, institutional culture, leading and navigating change, and providing
rewards and incentives for successful planning. This chapter deals with the politics of planning at
both the micro level (the politics of individual planning activities and their relationship to others)
and the macro level (the politics of planning in an overall enterprise model), weaving a profound
understanding of planning, leadership, and change.
Chapter 6: Changing Perspectives and Tools in Planning contains a brief summary of how
planning has evolved in higher education over the past 50 years. This chapter includes figures
that describe and compare planning in each of the past six decades, including the current one.
This chapter also sets the stage for an exploration of new planning directions in the future.
Chapter 7: New Directions in Planning Topics identifies a portfolio of 20 planning topics
important to understanding new directions in planning theory and practice. These new directions
suggest the nature of planning, strategy setting, and execution in the future. The printed
descriptions of these topics are linked to an online repository of resources prepared by expert
practitioners in these fields. These repositories are regularly updated and address the following
issues for each topic: (1) What forces are driving new directions? (2) What are the emerging new
directions? (3) How and when will these new directions affect integrated, strategic, aligned
planning? and (4) What are the key resources that capture these new directions?
Chapter 8: Core Readings and Resources provides a core reading list on planning as well as
links to online SCUP resources, including actual strategic plans, repositories of case studies, and
SCUP Planning Institute resources.
Chapter 9: Developing the Competencies of Planners and Strategists presents vignettes on
the many career paths followed by practicing planners in higher education today. It also
recommends resources and strategies for the professional development of individual planners.
Chapter 10: Summary of Resources for Planners and Strategists identifies the links to all the
online resources referenced in the text, references the critical reading annotations, and provides a
listing of textual references in addition to the annotated critical readings.
Figure 1.5 summarizes the contents of these chapters and their relationship to online resources.
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24. A Guide to Planning for Change .......................
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