Learning Resources

Abstract: Missouri State University’s Ozarks Education Center, in the heart of the Ozark Mountains, provides a case study for outdoor, field-based, and architectural regionalism education. It offers unparalleled student opportunities for tailored regional learning experiences and research options, while fostering partnerships with external organizations outside of the main campus environment. In this article, we share how being true to the region’s historical architecture and ecology, especially in undervalued and isolated locations, and incorporating site-specific approaches in a remote setting support off-the-grid learning in the post-COVID academic landscape.

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.

Abstract: The most effective master plans are those that reflect the myriad voices of the institution. We’re finding the engagement process is fast becoming as important a product of the plan as the plan itself. Engagement should be informative, inclusive, meaningful, and fun—and should be the product of an integrated process. Leveraging the University of California, Berkeley’s Campus Master Plan as a case study, this article provides a framework for developing custom engagement strategies, and highlights examples, lessons learned, and tips for optimizing meaningful participation.

Abstract: American industries, professional organizations, individual companies, and higher education institutions continue to struggle to attract employees from underrepresented populations. Future-forward thinking is required to ensure a multicultural workforce. The authors, a design educator at a predominantly white, Midwestern university, and a high school principal at a multicultural urban school district, developed an intentional collaboration—partnerships between secondary and postsecondary institutions—to bridge the gap. In this article, they share strategies they developed for recruiting and retaining underrepresented students through intentional planning and design of competency-based, personalized learning models.

Abstract: With the pandemic forcing education online, IT has become integral to keeping campuses moving forward. With a visionary team dedicated to student-centered experiences, the IT division at Minnesota State University, Mankato managed to quickly and successfully install new tech in more than 100 classrooms within months of COVID-19 first appearing. In this period of crisis, their information technology team created a campus-wide collaboration to introduce and integrate new course delivery opportunities. Outcomes of the large-scale project are seen as transformational and a key attractor for incoming students—regardless of where they are learning.

Abstract: The division of Academic Affairs at the University of West Georgia became involved with the Society for College and University Planning and integrated planning over four years ago. The result was slowly integrating academic planning with facilities, accreditation, budget, student affairs, and student success. Just as Thomas Edison was probably not thinking about integrated planning when he was quoted on planning, we had no idea how fruitful our efforts would become. We enhanced and assessed student scheduling, learning spaces, faculty support, and student success and support services in a meaningful way that resulted in positive and measurable outcomes for improving learning and reducing costs.

Abstract: When a class is cancelled because of weather, faculty unavailability, IT outage, power outage, or pandemic-related closure, it can result in a loss of instruction. This article details best practices for instructional continuity for many short-term disruptions. Different types of short-term disruptions are identified, as well as how they impact instruction based on course modality. Finally, the article suggests responses for the circumstances, provides a pathway to collaborate with faculty to create a best practices guide for instructional continuity, and shows how to develop a communication and implementation strategy for the plan to reset expectations about instructional disruptions.

Abstract: Five years ago, Thomas Jefferson University East Falls Campus (formerly Philadelphia University) planned and implemented an initiative to more mindfully design spaces that optimize active and collaborative teaching and learning. For active learning spaces to be true change agents at the institutional level, we suggest colleges and universities ground an active learning space initiative in the institution’s mission and strategic goals, designate a coordinator to involve stakeholders throughout the entire project, identify faculty members willing to participate, and build a network of support structures within which those faculty members can share their ideas and experiences.

Abstract: As universities become more proactive in ensuring student success, the role of faculty is no longer primarily delivering the content of their discipline. It also includes reducing failure rates, creating a sense of student belonging, and engaging in high-impact practices. That work is perceived to be chiefly the responsibility of tenured faculty—and the effect of adjunct faculty is sometimes overlooked. This article argues for increased inclusion of adjunct faculty when planning for programs and policies that improve student success, retention, and graduation rates. Initiatives that worked for a public university are shared.