Learning Resources

Abstract: Higher education will shape its future through its response to this critical moment: an unprecedented pandemic; rapidly-accelerating climate change; a mobile technology-enabled society; and critical issues of diversity, equity, and inclusion. As new values, core issues, and questions continue to emerge, institutions must face these challenges by weighing different impacts and shifting priorities. A panel of three institutions and a learning technologist will offer their diverse perspectives on these issues and how they're influencing the physical and virtual campus environment. Come join the dialogue and adopt an inquiry-based mindset to proactively plan for a more agile and resilient future campus.

Abstract: Panelists Michelle Maheu, Wellesley College, and Rear Admiral Francis X. McDonald, Massachusetts Maritime Academy, shared their insights about developing response processes and the potential outcomes on their respective campuses, especially when making decisions when information is limited and the variables are unknown. This session was moderated by Deirdre Fernandes, a reporter with the Boston Globe, who has authored recent articles related to the impact of COVID-19 on Boston campuses.

Abstract: Wellesley College enabled the revitalization of their largest academic building, the science center, by transforming the way people thought about temporary classrooms—from "breaking bad" to breaking norms. We will demonstrate how advances in modular building delivery are being applied to sophisticated buildings (including BL2 and vivarium) such that users perceive them as an improvement to the current condition. Come learn how to be better a problem-solver and be able to detect flaws-in-thinking before they become flaws-in-doing.

Abstract: Universities and colleges across the country are faced with growth in the campus population and the loss of surface parking lots for new buildings. The response of many institutions is to build new garages with the assumption that parking demand ratios will remain the same. Such an approach, however, can be extremely expensive—upwards of $2,000 per net new space annually. In many cases, a mix of parking and demand reduction programs—such as shuttles, bicycle and pedestrian improvements, and financial incentives not to drive—can accommodate growth at a lower cost per trip. A balanced approach will also tend to support other goals, from improving town-gown relations to maintaining debt capacity. Demand management strategies have been employed by institutions for many years. However, it is less common for a cost-benefit analysis to be undertaken comparing them with new parking construction. Using examples from universities in California and Colorado, this article demonstrates a methodology to inform basic decisions on the amount of parking required to cater to campus growth, which can be incorporated into campus master planning.