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ux strat usa 2017: peter morville, "planning for strategic design"

• UX STRAT USA 2017: Peter Morville, "Planning for Strategic Design"

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Post on 23-Jan-2018

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Planning for Strategic Design

Peter Morville, UX STRAT, Boulder, Colorado, 2017

•  Introduction •  Purpose •  Principles •  Practices •  Conclusion

“Do you know how to make God laugh? Tell him your plans.”

Introduction, Purpose, Principles, Practices

The Ants and the Grasshopper On a cold, frosty day the ants began dragging out some of the grain they had stored during the summer and began drying it. A grasshopper, half-dead with hunger, came by and asked for a morsel to save his life. “What did you do this past summer?” responded the ants. “Oh,” said the grasshopper, “I kept myself busy by singing all day long and all night too.” “Well then,” remarked the ants, as they laughed and shut their storehouse, “since you kept yourself busy by singing all summer, you can do the same by dancing all winter.” 

“Planning is the crowning achievement of human cognition.” The Cognitive Psychology of Planning (2005)

The findings suggest planning can be accelerated by relevant education, both formal and informal.

Age 5 7 9 11 Searching for lost items 12 18 16 28 Manipulating grownups 4 34 24 22 Avoiding punishment 0 44 12 8 Relations with peers 6 26 68 92

Our brains use stored memories to constantly make predictions about everything we see, feel, and hear.

Prediction is not just one of the things your brain does. It is the primary function of the neocortex, and the foundation of intelligence.

System 1 is intuitive, emotional, fast, automatic, and biased by data and heuristics.

System 2 is conscious, logical, deliberate, and thinks it’s in charge.

What if perception is less about the registration of what is present, than about generating a reliable hallucination of what to expect?

What if emotion is not agitation from the now, but guidance for the future?

“I had left the Marine Corps not just with a sense that I could do what I wanted but also with the capacity to plan.”

If you put people in situations where they can practice feeling in control, where that internal locus of control is reawakened, then people can start building habits that make them feel like they’re in charge of their own lives – and the more they feel that way, the more they really are in control of themselves. It violated one of the ground rules. Recruits had been told they could not act until they heard a verbal command from their team leader. But with their gas masks on, no one could hear anything.

“Planning is the art and science of envisioning a desired future and laying out effective ways of bringing it about.”

“The purpose of design is to achieve a greater understanding of the environment and the nature of the problem in order to identify an appropriate conceptual solution.”

Better decision-making cannot be taught, but it can be self-taught.

A key to developing successful strategies is to be aware of your strengths and weaknesses, to know what you do well.

10 Theses 1.  Planning is impossible and essential (prediction, uncertainty)

2.  Planning is making (false dichotomy, commitment, discipline)

3.  Planning is a skill (we can get better, practice, understanding)

4.  Planning creates possibility (autopilot, lever)

5.  Plans are built on beliefs (models, research, experiments)

10 Theses 6.  Strategies are built on options (habits as traps, awareness)

7.  There is no one right way (preference, context, fit)

8.  We must use experts wisely (gaps, tradeoffs, incentives)

9.  Planning can be fun (meaningful goals, health, happiness)

10. We can plan a better future (technology, optimism, hope)

The dark matter of strategic designers is organizational culture, policies, market mechanisms, legislation, finance models, governance structures, tradition, habits.

•  Design •  Planning •  Positioning •  Entrepreneurial •  Cognitive

•  Learning •  Power •  Cultural •  Environmental •  Configuration

What is Strategy? by Michael Porter

•  Strategy is the creation of a unique and valuable position involving a different set of activities.

•  Operational effectiveness (performing similar activities better than rivals) is not strategy.

•  A sustainable strategic position requires tradeoffs.

Activity System Map for Vanguard from On Competition by Michael Porter

Digital Strategy •  See any differences? •  Why might they exist? •  What are the tradeoffs?

Strategic Design 1.  Align with business strategy

2.  Shape digital + experience strategy

3.  Help executives with planning

Content Inventories Analytics

User SurveysConcept MapsSystem MapsProcess Flows

Storyboards

Concept Designs

Narrative Reports

Presentations

PlansStyle Guides

SpecificationsDesign Patterns

User EXperience Treasure Mapby Jeffery Callender and Peter Morville

★ Social •  What (plan with people, early and often)

•  Who (family, friends, mentors, stakeholders)

•  Why (get started, better ideas, empathy, buy-in)

★ Tangible •  What (get ideas out of your mind-body)

•  Why (embodied cognition, extended mind, collaboration)

•  How (writing, sketching, modeling, prototyping)

“How can I know what I think until I see what I say?” - E.M. Forster

★ Agile •  What (plan for disruption, embrace change)

•  Why (volatility, uncertainty, complexity, ambiguity)

•  How (Agile, Lean, improv, optionality, mindfulness)

“Plans are worthless, but planning is everything.” - Eisenhower

★ Reflective •  What (question beliefs, methods, and goals)

•  Why (human fallibility, context shifts, wisdom)

•  How (metrics, feedback, metacognition, meditation)

“The power of authoritative knowledge is not that it is correct but that it counts.” – Brigitte Jordan

★ Framing •  What (seeing problems, defining goals, designing process)

•  How (research, sketching, OKRs, impossible list)

Social | Tangible | Agile | Reflective

Marines Corp Planning Process

An essential function of planning is to promote understanding of the problem.

Framing is the most important step.

Beliefs are models (and) are often the main thing standing in the way of change.

Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting •  The harmful side effects of goal setting are far more

serious and systematic than prior work has acknowledged.

•  The use of goal setting can degrade employee performance, shift focus away from important but non-specified goals, harm interpersonal relationships, corrode organizational culture, and motivate risky and unethical behaviors.

“We project a straight

line only because we

have a linear model

in our head.”

Nassim Taleb

“One of the most common myths of agile software development is that agile teams don’t plan. In fact, agile teams do a much more thorough job of planning than many traditional project teams.”

short iterations, pairing, daily standups, last responsible moment, tests, fail fast, feedback, reflection

Making Software Interview with Jonah Bailey and Micah Alles

•  Software creation is preceded by a research, design, and planning phase (design artifacts).

•  A well-groomed and executable backlog (estimated with points) is the core of a living plan.

https://soundcloud.com/peter-morville/making-software

As an entrepreneur, nothing plagued me more than the question of whether my company was making progress toward creating a successful business.

What if we found ourselves building something that nobody wanted?

Our job was to find the synthesis between our vision and what customers would accept.

Design the smallest possible thing that you can that might invalidate your hypothesis.

Prototype tests are the single best way to validate your product as early as possible.

Lean UX always has a measurable goal, and you should always figure out how to measure that goal before you start designing.

An inability to predict means an inability to plan.

No real world strategy can be purely deliberate or purely emergent, since one precludes learning while the other precludes control.

Step Activity / Outcome Artifacts Framing current state description

context, what we know a look back, point of view problem definition

written summary problem statement point of view statement sketches, mindmaps stakeholder list

Imagining Narrowing Deciding Executing Reflecting

★ Imagining •  What (expanding awareness of paths and possibilities)

•  How (research, mental models, counterfactuals, play, simulation)

“I walked around answering calls with this block of wood, and of course it didn’t do anything.

I did it to see if it worked. I decided it worked pretty well.”

Jeff Hawkins

Plans fail because of what we have called tunneling, the neglect of sources of uncertainty outside the plan itself.

An option makes you antifragile and able to benefit from the positive side of uncertainty, without a corresponding serious harm from the negative side.

Step Activity / Outcome Artifacts Framing Imagining brainstorming

bodystorming research daydreaming

business model canvas ideas + research summary mental models sketches, prototypes

Narrowing Deciding Executing Reflecting

★ Narrowing •  What (evaluating and filtering paths + options, estimates, risks)

•  How (research, COG analysis, planning poker, affinity estimation)

“It’s not fear that stops you; it’s your unwillingness to feel fear. That’s what stops you.”

“I mean: is it really an adventure if there’s no fear?”

Breadth First Depth First

Search Objects

PathsPatterns

Findable Social

GoalGateway

CollectionAsk Browse

FederatedFaceted

“Give me a fulcrum and a place to stand, and I will move the world.”

—Archimedes

Planning Poker

If passengers die in a crash, pilots die as well, whereas if patients die, doctors’ lives are not endangered.

“To achieve great things, two things are needed; a plan, and not quite enough time.” – Leonard Bernstein

Step Activity / Outcome Artifacts Framing Imagining Narrowing needs + wants defined

priorities identified plans + options evaluated negotiation

ranking requirements parking lot written / graphic plan(s)

Deciding Executing Reflecting

★ Deciding •  What (committing to and communicating a course of action)

•  Who (the “decider” / RACI - responsible, accountable, consulted, informed)

The (COA) course of action graphic and narrative portray how the organization will accomplish the mission.

No more detail than needed; balance guidance + freedom (commander’s intent).

When writing plans or orders, words matter.

Ambushing Santa Claus by Trip ODell Maeve (10 years old) documented three potential plans, each included:

•  A map of furniture + features

•  Likely “points of entry” by Santa Claus

•  Likely paths of travel to/from the tree

•  Observation posts (personnel, tools)

•  Checklists (equipment, tasks, rations)

Step Activity / Outcome Artifacts Framing Imagining Narrowing Deciding milestones defined

costs calculated approval process

schedule + budget orders + instructions OKRs RACI matrix

Executing Reflecting

★ Executing •  What (making, building, traveling, getting things done)

•  How (systems, tools, feedback, mindfulness, motivation)

Progressive elaboration involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available.

Step Activity / Outcome Artifacts Framing Imagining Narrowing Deciding Executing sprint

build, measure, learn testing, feedback loops

MVPs burndown chart change orders

★ Reflecting

•  What (look back at the whole from the end)

•  How (project debrief, data analysis, counterfactuals, meditation)

To Reflect, Look Back and Within •  what you did, what worked •  how might you do it differently

People who as a matter of habit extract underlying principles or rules from new experiences are more successful learners than those who take their experiences at face value.

Step Activity / Outcome Artifacts Framing Imagining Narrowing Deciding Executing Reflecting evaluate results + process

review analytics identify trends + influences counterfactuals (what if)

project debriefs lessons learned

UX STRAT USA: Ben Judy, "Mission-Based UX Strategy: One Year Later"

Ux strat 2014: jim kalbach, "applying 'jobs to be done' to ux strategy", ux strat 2013: phillip hunter, assessing organizational context and capability for ux strategy, ux strat europe 2015 - ux strategy: today and tomorrow, ux strat europe, kees moens, “haarlem oil: ux strategy at ing”, ux strat 2013: susan rice, building the ux center of excellence at vistaprint, ux strat usa, kirsten mann, "applying ux strategy to optimize the support experience", ux strat usa: calvin robertson, "enterprise ux at the federal reserve bank", ux strat 2013: jon innes and liam friedland, ux strategy and organizational synergy, ux strat 2013: leah buley, the marriage of corporate & ux strategy, ux strat europe, tal florentin: how to be a ux hero, ux strat 2013 redux, ux strat europe, peter boersma: adding strategists to the ux team, ux strat usa, dan klyn and andrew hinton, "strategic ux through information architecture", ux strat usa: sean rhodes, "ux strategy for increasingly disruptive futures states and behaviors", ux strat 2013: linda francis, how to do a ux / cx audit, ux strat 2013: pamela pavliscak, why ux needs numbers, ux strat 2014 - why you might go, ux strat 2014: ashley halsey hemingway, "validating ux strategy concepts through service design", ux strat 2014: matthew holloway, "design your strategy", service blueprinting for convergent channel experiences - ux strat 2013, ux strat 2014: fabio sergio, "design for impact", ux strat usa 2016 workshop: jim kalbach, "mapping experiences", ux strat 2013: dan klyn, determining what good means, the architecture of understanding (peter morville at enterprise ux 2015), ux strat usa, andrew hinton, "understanding context to shape ux strategy", ux strat usa: dr jeffrey onken, "experience mapping ux change management in large organizations", ux strat europe, gerry mcgovern: what's new about ux strategy, ux strat usa, emily leahy, "measuring return on experience (rox) for ux strategy", ux strat 2014: martin granström, "ux as a core company strategy", ux strat redux　（conference report of ux strategy coference　for inner team), determining what good means - ux strat 2013, ux strat 2013: ronnie battista, 10 commandments of ux strategy, sdl added strategists to a ux team (ux strat europe 2015), ux strat 2013: karen pascoe, implementing lean ux across paypal: lessons learned.

780-785-9479

Strategic Planning for Couples

Most successful businesses have a compelling Vision, Mission, and a small list of Values that provide guidance for decision-making, planning, and action. They are all part of a Strategic Plan , a living document that gives meaning, purpose, and direction – for all involved.

A few years ago, it occurred to us that this can be powerful for us in our “ home-relationship ”.  We began to consider our marriage as a company, “Carol & Dan Inc.”. Each of us are 50% shareholders, each of us striving to ensure the company is strong, vibrant, thriving, and extremely successful for the long-term.  Although we’re 50% shareholders, we each commit 100% effort to our relationship.

How does it work?

Clarity on the Vision , Mission , and Values provides us meaning and purpose. 

A review of strengths , weaknesses , opportunities , and threats brings to light alternatives for more than either of us thought possible. The review provides awareness of potential roadblocks in our relationship.

Strategies for Operations, Finances, and especially Human Resources , clarifies how resources are used (time, talent, and treasure), expectations, and provides for individual wellness and growth.  We don’t worry about Marketing, since we’re already totally sold on each other.

These strategies initiate agreements for accountability , which provides ultimate ownership for all aspects of the relationship.  By living accountably, we eliminate (or greatly reduce) victimization, victimhood, and destructive conflict.

We’ve learned this: What works in successful business works in our marriage.

What about you – in your home-relationship?

How would a Strategic Plan in your relationship allow you to thrive in a more conscious, intentional, and purposeful way?

Because this is unconventional for couples, we’re thrilled to work with you.  We facilitate the dialogue, using coaching principles, so you create what is best for you – your unique plan.  You’ll be provided with the time, space, and tools you need to create your own Couples Strategic Plan .

Keep in mind, this is a “living system”, so you’ll also determine reflection, revision, and celebration points in your plan.

What’s included:

• Strategic Planning for Couples Retreat at the Centre For Enlightened Relationships (approx. 10 hours of facilitation/coaching)
• Exclusive – just the 2 of you with Carol and Dan
• Accommodations and meals
• 3 telephone or in-person follow-up coaching sessions
• PLUS, emails, phone calls, relationship templates
• We’re your cheerleaders every step of the way

Call us at 780-785-9479 or email us at [email protected] and let’s talk about what’s possible for you. It all starts with a conversation!

The Centre For Enlightened Relationships

Where is it?

We welcome you to our home, the Centre for Enlightened Relationships, which was once a small country B&B – just one-hour west of Edmonton, AB. It is quiet, peaceful, and conducive to honest and creative thoughts and dialogue. It is also away from the regular distractions of your own home.

PH: (780) 785-9479 Email: [email protected]

Servicing Edmonton , Calgary , Red Deer and ALL of Alberta, Canada

We invite you to contact us….

You'll be glad you did!

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WE LOOK FORWARD TO WORKING WITH YOU

Dan & carol relationships by design, newsletter signup.

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Strategic Planning in Hospitals

The healthcare field is always changing and progressing at a rate unlike any other. Over the past few decades it has become more and more important to plan for the future in order for any healthcare practice to be successful for years to come. By planning for the unknown, hospitals, clinics, private practices and other organizations in the healthcare field can be better equipped for whatever may come along down the road.

From the financial side of running an organization , to structural decisions within the hospital or clinic, planning is a necessity. A hospital strategic plan allows for more efficiency in all aspects of the business of running a practice, no matter how big or small.

What is Strategic Planning in Healthcare?

Many people wonder what strategic planning is in healthcare and, fortunately, the answer is simple. Strategic health planning involves creating objectives and setting goals for where a company would like to go in the future, and then constructing a plan to achieve these objectives. In this industry especially, healthcare planning must take into account potential government policy changes, technological advancements and economic trends that could change an organization’s operations in a significant way.

The importance of strategic planning in healthcare should not go unnoticed by any hospital or health system looking to succeed not only in the short run, but long term as well.

One key factor that should be the basis to strategic planning in healthcare organizations is the organization of the institution. Understanding the organization of the institution and how this organization is necessary for the entire system to succeed is important in creating an effective plan with specific strategies.

Sometimes reevaluating who controls which aspects of the business, and the hierarchy that follows, can be beneficial.

Having a sound foundation in which the organization is built upon is important so that communication and ideas can flow freely while implementing strategic healthcare planning. Designing company goals and a path to achieve these objectives allows staff at every level, from administrators to physicians, to have a drive and passion that is extremely important in the medical field.

Benefits of Strategic Planning in Healthcare

The benefits of strategic planning in healthcare are numerous mainly because healthcare planning is composed of many components. Like most businesses, hospitals and healthcare institutions are operating at many levels. From patient care to financing, health systems need to plan for the future in more ways than one.

Unlike traditional plans, strategic planning takes into account what is to come for every sector of the organization, taking into account foreseeable changes for all departments.

The importance of strategic planning in healthcare is also seen when looking at an organization’s productivity. Most institutions believe that they are being as efficient as possible, however, taking a closer look at productivity can provide insight as to where improvements can be made and more specific plans can be set.

Some of the key areas that a hospital strategic plan can significantly improve include:

• Company Culture
• Goals and Objectives
• Operating Budgeting
• Service Line Decisions
• Risk Management
• Capital Planning
• Cost Accounting
• Long Range Forecasting

Questions At The Forefront Of All Healthcare Strategic Planning

Although every organization operates with a plan that is tailored to personal goals and objectives, hospitals and healthcare systems should ask themselves some crucial questions prior to strategic health planning.

What are the financial goals of the organization? Will the implemented changes have a positive impact on these goals?

Financial goals are different for every institution. Focusing on specific, attainable goals for the future of any organization’s finances is key in ensuring that the strategic plans that the organization makes will be beneficial in the long run.

Looking into the implications that the change that come with new plans for the future will have on finances is key in making strategic decisions.

Setting goals prior to strategic planning will help ensure these plans will positively impact the organization in the future.

Where can the organization grow?

Just because a hospital’s strategic plan is made does not necessarily mean that the plan is as effective as possible. Effective strategic plans take into account where an organization can grow. In some cases, growth is not possible in one area, but is in another. Healthcare institutions should look into the financial gains of growth through expansion in location, new access points, and services before beginning to plan.

What are the needs of the population that the organization serves? Will these needs change?

Healthcare systems and hospitals are designed to serve patients however they need. Although the demand for healthcare institutions will always be high, the way in which these institutions will be needed may change.

Understanding future market trends and industry directions is important in order to plan ahead for what patients will need.

How can the organization bridge the gap in achieving critical success factors?

Many times healthcare systems understand the success factors that are necessary to carry out the institution’s vision, but have difficulty implementing them in day to day functions. Strategic planning should incorporate a way to carry out these factors so that success can be achieved efficiently.

Understanding the Healthcare Market

The goals set by an organization cannot be carried out unless there are sound financial and organizational plans set in motion. Unfortunately, understanding the healthcare market is tricky when the system is so volatile. The cost of medical technology and other funds necessary to run a functional healthcare business is not steady.

Changes in policy and law occur periodically, increasing the need for strategic planning in healthcare. Without the proper knowledge it is not easy to know where prices are going, and in which areas to save. Evaluating which investments are more risky than others is important to ensure every decision made is one that will be beneficial down the road.

In order for any business, especially a hospital or medical practice, to stay afloat, long term goals must be determined and eventually met for the longevity of the business. To do so, an analysis of the local markets and the industry as a whole must be conducted to predict the future of these markets.

Being able to accurately predict forecasts is imperative when dealing with multi-million dollar funds. This is not an easy feat if data is not carefully considered, and strategic hospital and health planning has not been conducted thoroughly by those who fully know how to prepare for what is ahead.

The Strata Decision Solution: StrataJazz

At Strata Decision Technology, we have a knack for understanding medical markets and ensuring all future targets are seen through for our customers. We have created an all in one system, StrataJazz , which allows leaders in the healthcare industry to strategically plan for what is to come, increasing efficiency across the board.

In the United States, 1 in 5 hospitals have integrated our platform into their organization, resulting in maximum productivity at all levels. StrataJazz is the solution for all that encompasses strategic healthcare planning, like budgeting, tracking, equipment replacement, monthly variance, and productivity reporting.

StrataJazz incorporates our customers past and current data to better understand where  cost improvements  can be made and money can be saved. The Strata Decision experts take into account the organization’s goals, both financially and organizationally.

Through powerful analytics and tactful planning, StrataJazz provides operational budgeting and  capital planning strategies  that are guaranteed to improve how any healthcare organization functions from the ground up.

StrataJazz’s strategic hospital planning uses sophisticated models to determine a long term plan, by understanding operating margins. By incorporating investment goals and how they will likely impact the organization’s P&L, cash flow, and balance sheet, StrataJazz increases the predictability of how to save and where to invest. Short term impacts of market dynamics are analyzed, which can be helpful in understanding where the market may head.

We compare the company’s performance to the leaders in rating agency’s outlooks, including those of Moody’s, Fitch, and S&P. Organizational decisions will also be more accurate through case by case scenario analytics.

Key To Financial Stability

There is risk involved in any investing, but StrataJazz helps manage and assess risk to ensure a more stable financial future. Our system will predict what changes in reimbursements, salaries, and volume can do to performance.

Through analysis tools and scenario modeling, uncertainty in future markets can be minimized, allowing more strategic healthcare planning and decisions to be made. Rolling forecasting used by StrataJazz evaluates risk factors like discrepancies in bundled payments, mergers and acquisitions.

By providing timely and accurate monthly projections and key performance indicators, opportunities for improvements financially, in patient care, and in staff productivity are endless.

Strata Decision Technology has found the key to successful strategic healthcare planning. We have a passion for helping healthcare systems budget and create a long term hospital strategic plan to ensure a safe and successful future. Through detailed analytics and expert advice, StrataJazz will improve the financial status of any healthcare organization in the present and for the future.

We do the hard work for you, allowing you to focus on your number one priority: your patients.

• Biographical Sketch
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• Applied Research
• Strategic Planning & Program Design
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• Education, Communication, & Behavior Change
• Ecologia Blog

Evaluation of the 10-year USAID Global Conservation Program involved site visits to a number of projects on several continents, including the “Kilimanjaro Heartland” of northern Tanzania and southern Kenya, where the African Wildlife Foundation has been working to reduce threats to biodiversity and improve human livelihoods and governance. Findings from this evaluation were used by USAID in designing the next generation of support to conservation partners.

Bruce Byers Consulting brings a systems approach to strategic planning and program and project design. Bruce’s evaluation experience directly informs all of his planning work, because his evaluations always emphasize learning and provide formative recommendations for future activities. He has conducted training workshops on strategic planning and program design for the Latin America and Caribbean and International Seminars programs of the U.S. Forest Service, and assisted for-profit consulting firms and NGOs on numerous proposals to funding agencies.

Integration of biodiversity conservation and natural resources management across all development sectors is a cornerstone of USAID’s 2014 Biodiversity Policy and more recent Environmental and Natural Resource Management (ENRM) Framework. This kind of integration at USAID and other international development agencies has often been hindered by a “siloed” institutional structure and narrow disciplinary training among staff members. For USAID, Tropical Forests and Biodiversity (FAA 118-119) analyses are a key, initial entry point for integrating biodiversity and environmental issues in the agency’s strategy development process. 

Biosphere reserves in the international network of the UNESCO Man and the Biosphere Programme are supposed to function as laboratories and models for integrating conservation and development. Each of the almost seven hundred biosphere reserves in the network is supposed to undergo a periodic review every ten years, a process that provides an opportunity for what is essentially a formative evaluation combined with a strategic planning process. Bruce Byers Consulting is well-positioned to assist biosphere reserves with the periodic review process because of Bruce’s work experience in more than thirty biosphere reserves around the world.

Evaluations frequently reveal weaknesses in higher-level performance indicators. Projects often develop detailed indicators and monitoring systems for inputs and outputs (e.g., number of workshops held, number of people trained, number of shovels provided, number of wells dug), but frequently cannot adequately measure the higher-level outcomes and results of their inputs. A focus on administrative accounting and accountability to donors often hinders the higher-level monitoring aimed at learning what works and what doesn’t. To overcome this weakness, sound theories of change and logical results frameworks must be developed and appropriate indicators for top-level results adopted.

It has become fashionable to use software tools in program design. Although these may help ensure that key considerations are not overlooked, they sometimes result in complex “spaghetti-diagram” graphics that are difficult to understand and implement. No software programs can replace field experience, logical analysis, and systems thinking in strategic planning and program design.

For examples of work relevant to strategic planning and program design, see:

• Jordan Biodiversity Analysis Report, 2019
• Peru Forest Sector Initiative Final Evaluation. U.S. Forest Service International Programs, September 2017
• Integrating Climate Change Adaptation into Biodiversity and Forestry Assessments and Programming. Background paper for USAID ARCC Project, June 2013

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