Integrated Planning−What Does It Take?

+

Integrated Planning−What Does It Take? Innovations 2012

Phyllis Grummon, PhDSociety for College and University Planning

+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?

+What Planning Is Not….

A blue print

+What Planning Is Not….

A set of platitudes

+What Planning is Not…

The personal vision of the president

or the board

+What Planning is Not…

Doneonce

at a retreat

Planning is not done by “planners”

+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

+What Is Planning?

Planning is about making choices

+Integrated Planning Creates

A Process That….…Produces a Shared Plan

Scan

Priorities

Talk toPeopleDo

Review

+Integrated Planning Creates

A Process That…. Encourages Commitment

Scan

Priorities

Talk toPeopleDo

Review

+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

+What Does It Take?

Six Competencies

6 C

+Six competencies

It’s all about the PEOPLE

+Six competencies

Speak their LANGUAGE

+Six competencies

Know how to manage a planning PROCESS

Scan

Priorities

Talk toPeopleDo

Review

+Six competencies

Produce a shared PLAN

+Six CompetenciesRead the planning CONTEXT

+Six competencies

Gather and deploy RESOURCES

+Above All−Communicate

+Speaking Their Language

A Tool to Help You:The Campus Glossary

+Planning Language

NSF

+Planning Language

Net Square FeetNot Sufficient FundsNational Science Foundation

Nintendo Sound FormatNot So Fast

+Planning Language Tool

30 Second ToolWrite an abbreviation you use. Pass it to a neighbor, who will write

down what she or he thinks those letters stand for.

+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.

+What Fosters Integrated Planning

Inside the Six

Competencies6 C

+People, Power, and Politics

It’s all about the PEOPLE

+Power

+Personal Attributes

+Situations Have More Affect Than Attributes

+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

+Structure

Governance Administration

+Resources

Hiring Fund Raising Grants Auxiliary Services Equipment Other….

Positions Equipment Undesignated Funds Athletic Tickets Parking Other…

Acquisition Distribution

+Information

Security Analysis Use—reward,

punishment, monitoring

External Surveys

Program Evaluations Timeliness “User Friendly” To whom, for what

purposes Dashboards

Access Distribution

+Informal Power

Networks—connections you have to others with power; access

Influence—reputation, knowledge, skills in facilitation and negotiation

Performance—person/task fit

+A Faculty Network

Clickstream Data Yields High-Resolution Maps of Science

PLoS ONE | www.plosone.org March 2009 | Volume 4 | Issue 3 | e4803

+Influence

Reputation

+Influence

Data

AnalysisInformation

Evaluation Knowledge

Judgment

Wisdom

+Influence

Relationship Skills

+Influence

Person/Task Fit

+Where Do You Fit?

YouFormal Power

Informal Power

+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?

+Your Power Map

Colleagues

Boss

Family and Friends

Positions Outside of Work

People You Supervise

+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

+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