Learning Resources

Abstract: After the 2017 earthquake in Mexico City, Instituto Tecnológico de Monterrey’s campus underwent a transformative rebuilding process that emerged as a pedagogical prototype for the university system. This article explores the design strategies that prioritized civic engagement, resulting in buy-in, support, and representation from the community. It also describes the methodology behind blurring the boundaries between the university and its surroundings through lean principles in set-based design, strategies for resilient building, and insights into effective collaboration.

Abstract: This article uses available Tribal College and University (TCU) missions, visions, and strategic plans as well as dissertations focused on TCU research to develop a framework to begin the conversation about what constitutes sustainability for the institutions. The dissertations offer an opportunity to look at historical successes and challenges, while TCU missions, visions, and strategic plans provide a glimpse of what the institutions are emphasizing currently and in the future. Both present elements to consider as part of a larger TCU sustainability framework.

Abstract: Implementing central utility plant (CUP) decarbonization projects requires strategic financial planning, collaboration, and consensus-building from the entire university community. This article describes gathering support from facilities management, executive staff, and lawmakers through technical and financial charrettes. Learn how technical planning produces well-informed financial modeling and right-sized financial plans, and how shared planning between design teams and facility planners creates tailored funding options, including IRA incentives, to fund decarbonization.

Abstract: Engaging donors at the planning stage of a capital project is a critical step in the campaign’s success. This article describes the use of storytelling techniques in donor outreach at three universities. We outline how cross-functional teams, involving campus planners and architects, university development and marketing and communications staff, and consultant firms, collaboratively planned and implemented donor engagement techniques. A story-oriented integrated project team enhanced philanthropy and stewardship by focusing on student and research outcomes, donor anecdotes, and sketches or conceptual renderings while positioning the donors themselves within the narrative of the university’s mission and strategic plan.

Abstract: When Vanderbilt University began seeing signs that cost escalation, scope additions, campus requirements, and authentic Collegiate Gothic architecture for their proposed new residence halls were all pressuring the budget, a multifaceted team worked collaboratively and arduously to stem the overruns.

Abstract: Middle managers are often blamed for change failure and portrayed as change resisters or saboteurs. However, what looks like obstructionist behavior could actually be the observable effects of role ambiguity. Absent clear expectations, middle managers might assume their own unsanctioned change leadership path or take on no role at all because they lack understanding about their responsibilities. This article explores the complexity of middle managers’ experience, examines how middle managers at a two-year college navigated the uncertainty of their role within the context of institutional change, and provides readers with suggestions for equipping middle managers to become effective change agents.

Abstract: The State Must Provide: Why America’s Colleges Have Always Been Unequal—and How to Set Them Right
by Adam Harris
Ecco, an imprint of Harper Collins Publishers: New York: 2021
259 Pages
ISBN: 978-0-06-297648-2

Abstract: Since 2011 Michigan’s Muskegon Community College has held all-campus meetings every Friday morning. Initially the meetings were for student services staff to share information and updates. When COVID-19 caused a rapid shift to virtual course and service delivery, meeting attendance more than tripled as the college community drew together to understand what was happening, what was needed from and expected of employees, and how to connect with colleagues when doing so in person was not possible.