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Integrated Planning−What Does It Take?

Integrated Planning−What Does It Take?. Innovations 2012 Phyllis Grummon, PhD Society for College and University Planning. Audience Survey. Have you engaged in creating a strategic, academic, operational, or other plan on your campus?

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Integrated Planning−What Does It Take?

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  1. Integrated Planning−What Does It Take? Innovations 2012 Phyllis Grummon, PhD Society for College and University Planning

  2. Audience Survey • Have you engaged in creating a strategic, academic, operational, or other plan on your campus? • On a scale of 1-10, with 10 being the best outcomes possible, how would you rate that planning experience?

  3. What Planning Is Not…. A blue print

  4. What Planning Is Not…. A set of platitudes

  5. What Planning is Not… The personal vision of the president or the board

  6. What Planning is Not… Done once at a retreat

  7. Planning is not done by “planners”

  8. What Is Planning? • Identifying priorities and making sure resources are aligned behind them • Making choices from a host of possibilities • Shaping the future • Assessing where you are in light of your stated goals

  9. What Is Planning? Planning is about making choices

  10. Integrated Planning Creates A Process That…. …Produces a Shared Plan

  11. Integrated Planning Creates A Process That…. Encourages Commitment

  12. Integrated Planning Benefits • More transparency, less feuding • Resources when and where they are needed • Academic planning drives the process • Shared understanding of each other’s world • Owned by a campus

  13. What Does It Take? Six Competencies 6 C

  14. Six competencies • It’s all about the PEOPLE

  15. Six competencies • Speak their LANGUAGE

  16. Six competencies • Know how to manage a planning PROCESS

  17. Six competencies • Produce a shared PLAN

  18. Six Competencies Read the planning CONTEXT

  19. Six competencies • Gather and deploy RESOURCES

  20. Above All−Communicate

  21. Speaking Their Language A Tool to Help You: The Campus Glossary

  22. Planning Language NSF

  23. Planning Language • Net Square Feet • Not Sufficient Funds • National Science Foundation • Nintendo Sound Format • Not So Fast

  24. Planning Language Tool • 30 Second Tool • Write an abbreviation you use. • Pass it to a neighbor, who will write down what she or he thinks those letters stand for.

  25. Planning Language Tool • On campus, use this tool to start a planning glossary. Have functions write down the ‘jargon’they use and share it with others. • Collect the terms and create a shared glossary in Google Docs or other campus web sharing tool.

  26. What Fosters Integrated Planning Inside the Six Competencies 6 C

  27. People, Power, and Politics • It’s all about the PEOPLE

  28. Power

  29. Personal Attributes

  30. Situations Have More Affect Than Attributes

  31. Formal Power • Structural—where you sit in the organizational chart • Resources—what you decide that controls acquisition and distribution • Information—with whom, and how, you choose to share information under your control

  32. Structure Governance Administration

  33. Resources Acquisition Distribution • Hiring • Fund Raising • Grants • Auxiliary Services • Equipment • Other…. • Positions • Equipment • Undesignated Funds • Athletic Tickets • Parking • Other…

  34. Information Access Distribution • Security • Analysis • Use—reward, punishment, monitoring • External Surveys • Program Evaluations • Timeliness • “User Friendly” • To whom, for what purposes • Dashboards

  35. Informal Power • Networks—connections you have to others with power; access • Influence—reputation, knowledge, skills in facilitation and negotiation • Performance—person/task fit

  36. A Faculty Network Clickstream Data Yields High-Resolution Maps of Science PLoS ONE | www.plosone.org March 2009 | Volume 4 | Issue 3 | e4803

  37. Influence Reputation

  38. Influence Wisdom Judgment Knowledge Evaluation Information Analysis Data

  39. Influence Relationship Skills

  40. Influence Person/Task Fit

  41. Where Do You Fit? Formal Power You Informal Power

  42. Your Power Map • What sources of power do you have? • Which sources of power do you use regularly? • Any you should rely on less frequently? • Are there any sources of power that you could use more effectively?

  43. Your Power Map Family and Friends Positions Outside of Work People You Supervise

  44. Resources • Society for College and University Planning—www.scup.org • Jeffrey Pfeffer, Managing with Power: Politics and Influence in Organizations, 1993, Harvard Business Review Press • Ernest Boyer, Scholarship Reconsidered: Priorities of the Professorate, 1997, The Carnegie Foundation for the Advancement of Teaching

  45. Resources • Don Norris and Nick Poulton, A Guide to Planning for Change, 2008, Society for College and University Planning • George Keller, Academic Strategy: The Management Revolution in American Higher Education, 1983, The John Hopkins University Press • The SCUP Planning Institute—www.scup.org/pi

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