Learning Resources

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: 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.

Abstract: The design-build delivery approach, in which design and construction services are contracted through a single entity, has the potential to help higher education institutions control costs, streamline processes and communications, and more efficiently and effectively meet project objectives. This article examines the relationship between the University of North Georgia and design-build firm Pond, describing the process of design-build and highlighting two projects, the replacement of a dining hall floor and the renovation of a science classroom. The success of these projects demonstrates the benefits of integration and collaboration inherent in the design-build model.

Abstract: The history and best practices of campus dining planning and design are considered in the light of student centers and their overall effectiveness in boosting socialization and positive educational experiences, exploring new campus trends, accommodating increased diversity, and reinforcing institutional mission. Approaches for integrating flexible dining experiences with student centers to improve informal learning, inclusivity, transparency, and convenience are reviewed, with consideration of the increasing use of personal digital devices. The article demonstrates the value and importance of leveraging carefully integrated campus dining strategies in student centers and elsewhere for memorable learning and campus-life experiences.

Abstract: The services required to support the strategic work of universities often exist in silos, and this disconnection can impede the advancement of new initiatives. To prepare for a complex new program, a number of analytical processes need to occur—background research, environmental scans, and benchmarking. To develop the initiative, strong facilitation and project management skills are also required. To ensure the initiative’s success, careful space planning and financial planning must exist along with the development of evaluative measures to monitor progress. This article describes how one university combined these services into a single department to more effectively support the strategic work of schools, divisions, and campus-wide programs.

Abstract: “Designing Innovative Campuses For Tomorrow’s Students” explores increasing investment by higher education institutions in new programs and facilities that boost on-campus innovation and entrepreneurship. This trend is a response, in part, to the changing expectations and demands of Millennial and Generation Z students and their future employers. The impact of this movement, though, goes far beyond those constituencies—changing everything from campus housing to the economic development role of higher education institutions. The examples of Clemson University’s Watt Family Innovation Center and the University of Florida’s Infinity Hall are provided to illustrate the scope of influence and success of these changes.

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.