Learning Resources

Abstract: Administrators at colleges and universities across the country face mounting concerns over enrollment rates, curricular rigor, and climbing real estate costs. These challenges are particularly daunting for liberal arts institutions, many of which have pivoted or are pivoting to STEM programs out of necessity. Cross-disciplinary colocation strategies can enhance hands-on learning opportunities while optimizing spatial and financial resources. This article explores the planning approach to forming mutually successful partnerships between dissimilar academic programs through mission-oriented cross-functional collaboration, including examples of tools and processes for data-informed decision-making.

Abstract: Academic medical centers sit at the intersection of health care, education, and research in service of the community. New models of care delivery, work, and learning require these systems to adapt and innovate to remain relevant while addressing regional health care demands and advancing strategic priorities. We discuss planning strategies to empower institutions to align capital with their mission to achieve longstanding success. This article shares best practices for comprehensive integrated planning processes across tripartite missions to meet growing and evolving demands, build consensus and a shared vision, and successfully prepare for implementation.

Abstract: This article explores the application of interdisciplinary translational design (ITD) as a method to overcome disciplinary silos, enhance collaboration and integration across various fields, and promote a culture of respect and cooperation. ITD facilitates the creation of adaptable, technology-rich environments supportive of future-oriented research. Emphasizing practical applications and the integration of diverse expertise, ITD is presented as a transformative approach to educational facility design, fostering more effective interdisciplinary interactions and optimized research outcomes.

Abstract: Planners for West Coast University connected with stakeholders to solicit input and gain consensus on decisions. The result is a technology-rich building and academic program that helps nursing students achieve their objectives

Abstract: Accurately planning long-term strategy can be a shaky task for quickly-growing organizations, especially those that desire to maintain a strong impression on their stakeholders and surrounding communities. History shows that mergers and acquisitions can negatively impact an organization’s culture, communication initiatives, and internal and external experiences. Thomas Jefferson University, a longstanding private medical research university in Philadelphia, educating scholars since 1824, in recent years merged with Philadelphia University and further expanded its footprint through the aligned Thomas Jefferson University Hospital. The authors of this article describe how to collaboratively optimize growth during a transformational period.

Abstract: With North Dakota experiencing a significant shortage in all health care-related fields, the University of North Dakota School of Medicine and Health Sciences replaced its aging facility with a new school in order to (1) increase enrollment by 25 percent, (2) attract and retain top-tier faculty and staff, (3) encourage inter-professional collaboration, (4) colocate all eight medical, health sciences, and basic sciences in one building, and (5) retain more in-state graduates. The facility is now a shared collaborative learning environment, the result of the university “rethinking everything” about how it delivered health sciences education.

Abstract: University libraries nationwide are changing dramatically, and those at the University of Michigan are no exception. While this article focuses on the renovated Health Science Library, many other of the 19 U of M libraries are included in this piece. The Health Science Library boasts everything from futuristic décor and visualization workstations to a virtual cadaver, inviting students from across the campus.

Abstract: While universities recognize the need for change, establishing an environment conducive to change requires time and movement through stages. In this article, I examine different tools and processes that can pave the way for innovation or change. These processes became evident in my research on the emergence of an interdisciplinary policy school jointly established on two campuses where previous models did not exist. The change came about because there was a confluence of forces that promoted it; these factors were strong enough to negate the barriers. There were key actions undertaken by the universities that promoted the change, including systematic program review, university-wide integrated planning, the appointment of an executive sponsor who had social and political capital, and the establishment of a “grassroots” working committee comprising faculty who were passionate about the initiative. However, there were equally important practices and policies that hindered the movement forward; these included institutional procedures that required multiple levels of approval in a lock-step process and the many facets of resistance to change. For universities contemplating a change agenda, the implementation of some of these processes and tools could potentially be beneficial in moving forward.

Abstract: Over the course of two years, The New School, a New York City university established in 1919 by philosopher John Dewey and other prominent Progressive Era scholars, partnered with the Stevens Institute of Technology, a private research university in Hoboken, New Jersey, founded in 1870. The partnering universities entered—and were selected as one of 20 finalists of—a biannual, international competition among higher education institutions to design and build an energy-efficient house. Typically, the competition draws significant public attention because of its focus on showcasing innovative technologies to advance energy savings. (All 20 finalist houses—this time, including the New School–Stevens “Empowerhouse”—are displayed on the National Mall in Washington, DC.) As well, the competition spurs innovation among students and provides an extraordinary “real-world” educational experience. Five of us who worked on this project discuss the challenges and benefits of an inter-institutional approach that also centered on collaboration with multiple community partners including Habitat for Humanity of Washington, DC, several DC government agencies, and community-based organizations in the DC neighborhood of Deanwood, where the competition house would ultimately be relocated and reconstructed as a two-family Habitat for Humanity residence. The project involved more than 200 students over a multiyear period working on and employing their academic preparation in areas including community engagement, advocacy, mechanical engineering, civil engineering, environmental policy, sustainability management, fashion design, lighting design, organizational change management, urban policy, environmental studies, architecture, and product design.

Abstract: The role of central administration in program development varies from institution to institution. Applications of shared governance, differences in state regulations, and evolving institutional procedures result in dissimilar administrative structures. This article reports on the role of central administration in new program development, as discussed by 13 senior academic officers at 12 public universities in the Carnegie Research Universities/Very High classification. The themes of fostering institutional communication and partnerships emerged in the interviews. In addition, the perceptions of the assistant provosts, associate provosts, and vice provosts responsible for the process are included.