Learning Resources

Abstract: Community colleges provide equitable access to higher education and pathways to sustainable careers. This session will show how Laurel Ridge Community College (LRCC) secured its role in the regional economy by aligning programs with community priorities and mapping students’ career pathways to inform facilities planning. Collaboration with industry and the community enabled LRCC to plan for expansion, relevant programs, and advanced facilities for science, technology, engineering, math, and health sciences (STEM-H). Join us to find out how an engaging, user-focused academic building can leverage both flexibility and specialization to support student success and attract partners.

Abstract: Rapidly changing users and technology paired with long project timelines requires institutions to think ahead and implement innovative strategies for creating new, high-end engineering facilities. Campus facilities must be nimble and ready to support multiple types of students. At the forefront of the AI technology revolution, George Mason University is undertaking large construction projects to serve a spectrum of undergraduate, masters, and doctoral students and create ecosystems of academic, industry, government, and community users. We’ll share planning strategies for AI technology learning spaces, practical solutions for designing future-focused facilities, and ways of promoting collaboration and connection across multiple communities.

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: “Will innovative environments like a smart building expand STEM education and reach more underrepresented groups? If technology can support remote work, then why haven’t the previous proofs of concept become fully adopted?” The author pursued these questions through her SCUP Fellows research, exploring the hypothesis that user-centered design would better address STEM student needs and could increase the likelihood of a broader adoption of remote labs. Although the COVID-19 pandemic required a hard pivot in her research plan, she was able to leverage the world's new focus on remote activities and work with students to design a prototype mobile application for a digital, interactive twin of a STEM building on campus.

Abstract: “In 2013 TRU established ‘increasing sustainability’ as one of its five strategic priorities for 2014-2019. This Strategic Sustainability Plan (SSP) is aligned with the university’s strategic plan, and provides a focus for TRU’s efforts toward sustainability over the same period. The SSP is comprehensive in nature, and includes more than 130 recommended strategies across four key focus areas: Operations & Planning, Advocacy & Engagement, Learning, and Administration. The SSP is intended to provide a framework for each TRU department and operational unit to incorporate sustainability initiatives into their own planning processes (the structure of the plan is illustrated on the opposing page). . . . Unlike some strategic documents, the plan takes a comprehensive approach of documenting strategies over the next 5 years. These strategies are not all the responsibility of one department or office, but rather are shared among many. This comprehensive approach will allow each office or department to see where and how it can play a role in TRU’s sustainability journey.”

Abstract: A high-level document enumerating the institution’s five strategic goals and strategies for achieving each goal. The goals are framed as increasing and enhancing each of the following qualities:

1. Student Success
2. Intercultural Understanding
3. Research Capacity
4. Entrepreneurial Capacity
5. Sustainability

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