Part of a 13-volume series designed to help Lutheran communities assess the feasibility of starting a Lutheran elementary school and to assist ongoing schools in current operation, this handbook focuses on financial planning and accounting systems for Lutheran schools and congregations. A chart of accounts is presented as the foundation for…

Evaluating the president is tantamount to evaluating both the present conditions of the institution and also its direction. Such evaluation is not possible without comprehensive institutional planning, which can be accomplished by developing a comprehensive and quantitative profile of the institution. (LBH)

Curriculum planning must be a continual process if the program is to remain responsive to changes in society, the learner, and the most recent scholarship in the various fields. Strategic planning affords a context for increasing the probability of a systematic approach to responding to each of these key elements. (Author)

Five worst enemies to alumni offices' long-range plans are identified: failure to dovetail office plans with institutional plans, turnover in personnel, not enough staff or money to meet goals, failure to review plans regularly, and structuring plans with too little latitude to shift priorities as needed. (MLW)

The president is the institution's chief strategist and planner, but the distinction between bureaucratic and entrepreneurial planning is crucial. The bureaucrat assumes change can be kept at the periphery of the enterprise and will not affect core purposes, while the entrepreneur assumes that change is part of the enterprise itself. (Author/MSE)

Presents the steps used in developing a marketing plan for an abstracting and indexing service, based on the operating experiences of BioSciences Information Service. Organizational activities, measurements to be applied to the plan, media choices involved, and allocation of marketing funds are discussed. (Author/CLB)

In response to Bardon and Lambert, the author develops the topics of problem resolution, possible merger of professional organizations, and some chosen future for the field of school psychology. (JAZ)

Presents a table of the activities scheduled between 1986 and 1995 to promote the development of education for international understanding, cooperation, and peace. The table shows objectives of the program, measures and activities undertaken to achieve the objectives, and the agency or group responsible for completing the tasks. (JDH)

A campus-wide site plan looks at the campus as a whole and defines immediate and long-range problems and potential. Text and photographs illustrate site development at McClennan Community College in Waco, Texas, and at the University of Toledo and the University of Dayton, both in Ohio. (MLF)

On Feb. 6, 1961, the Board of Trustees of Michigan State University declared that MSU was "in a state of financial crisis". The development and implementation of long-range planning at Michigan State since the crisis is discussed. (MLW)

A contexual model is introduced to simplify planning, to provide an understanding of institutions as interpretive systems, to guide the implementation of better strategic planning, and to provide a research paradigm that may integrate research findings for a better understanding of how the strategic variables are related to one another.…

Discusses the plight of small private colleges and universities and suggests that the natural instinct for survival leads to short-run strategies. Indicates that the real key to survival lies in meaningful long-range planning and congruence among mission statements, objectives, goals, strategies, and policies. (JOW)

Discusses planning for the implementation of a high technology system which includes plans for how it will be phased out and an orderly transition made to its successor. System life expectations, user pressures, software modifications, commercial vendors, integrated systems, eroding economies, and replacement planning are highlighted. (EJS)

Technological forecasters often fail to recognize the whole range of changing circumstances that may affect their predictions. Drawing on his own broad experience, the author offers basic reminders to those who set out to gauge the direction of future changes in technology. (IM)

The Technical University of Denmark has tried to free resources in a stagnant or declining budget for development of new subject areas by planned contraction of ordinary activities, with only moderate success due to low mobility and strong specialization of the scientific staff. A more realistic planning system has been introduced, using…