Learning Resources

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: For colleges and universities to achieve their goals with extremely limited resources, they must rely on constructive partnerships. This session will focus on building those connections for placemaking on campus, which is a critical aspect of activating a successful innovation ecosystem. Activation does not simply happen because a plaza exists; rather, it requires organizational structure, programming, funding models, and partnership. This session will explore cross-disciplinary planning?internally within the institution and with external partners?as well as provide resources for creating a framework for public space activation.

Abstract: Integrated planning and design that optimizes development capacity and leverages campus growth can help institutions achieve ambitious resilience goals for net-zero energy and resource conservation for a healthier, more sustainable environment. This session will discuss Princeton University’s ongoing efforts to support an ambitious capital plan, address deferred maintenance, advance climate solutions, and maximize use of campus lands. The path to a sustainable campus future will require institutions to go beyond business-as-usual planning to rethink campus infrastructure—particularly energy, stormwater, and landscapes—and activate high-performance sites and buildings.

Abstract: Profound technological changes are occurring today, and universities need to prepare our students to work and live in this new world. Michigan Technological University (Michigan Tech) is addressing the future of technology in society, academia, and the campus through our Tech Forward Strategic Plan, a bold enrollment and retention initiative, an aggressive capital campaign, and a dynamic hiring initiative. Our aspirational campus master plan, developed in partnership with SmithGroup, an integrated design firm, integrates and supports these initiatives and goals. Active stakeholder engagement, frequent reviews, and vigorous discussion allowed us to craft a campus master plan aligning strategic, physical, and capital planning that supports and drives the university’s 2035 Vision.

Abstract: The Agile College: How Institutions Successfully Navigate Demographic Changes
by Nathan D. Grawe
Johns Hopkins University Press: Baltimore: 2021
298 pages
ISBN: 978-1421440231

Does hope motivate action or complacency? Does crisis induce change or despair? Nathan D. Grawe readily acknowledges this tension in The Agile College, his follow-up book to his 2018 Demographics and the Demand for Higher Education. The latter propelled the inescapable discussion throughout higher education of the looming “demographic cliff.” The Agile College suggests how agile institutions might prevent demography from becoming destiny.

Abstract: Detailed campus master plan documentation for the Texas A&M University’s RELLIS innovation campus, located 15 minutes from the main campus in College Station.

From the executive summary:
“The 2018 RELLIS Campus Master Plan is a planning effort that focuses on supporting The Texas A&M University System as a national leader in high-tech research, innovation, training, and technological development. Key aspects of this plan focus on supporting and guiding campus organization, buildout development, open space networks, facility programming, and improving social amenities located within the campus. Issues considered in this 20-year planning horizon anticipate enrollment growth, increased teaching and research demands, future transportation needs, sustainability, and economic growth. A campus-wide advisory committee included multiple stakeholders which helped shape the strategic goals that will guide the physical development of the campus during the life of the 2018 master plan. The changes presented in this plan are intended to transform the largely undeveloped 1,877 acres of land into a multi-institutional research, testing, and workforce development campus that directly benefits society at large. The 2020 update to this plan reflects additional study and progress on the campus as of December 31, 2019.”

Contents:

• Introduction (includes approach and timeline)
• Background
• The Vision
• Plan Elements
• Infrastructure Plan
• Guidelines
• Signage and Wayfinding
• Appendices

Abstract: Part 1 of this series described a major contraction in the pool of college-going 18-year-olds that will reverse decades of growth and stability for higher education. Part 2 explored how we can shape a planning context that supports success in the coming 10 or 20 years. Part 3 suggests how our approach to planning must shift to prepare for abrupt change.

Abstract: The University of Kentucky (UK) and the University of Kentucky Esports Club worked together to establish the University of Kentucky Esports Lounge. Students were surveyed on their gaming needs, and the resulting wish list (i.e., equipment selection, space configuration, furniture, etc.) fed into the decision-making process by all constituents. The project budget was derived by a larger construction project at the University that focused on student recruitment, community, and connection to the non-student demographic. The UK team ultimately planned and launched the custom facility to meet users’ particular needs—while finding a way for the University to produce an additional revenue stream.