Learning Resources

Abstract: A budget model shapes the way a campus operates in a fundamental way. Redesigning a campus budget model could actually happen relatively quickly from a technical standpoint. However, extensive engagement, collaboration, and conversation are key to a successful implementation. In this article, the authors chart the budget model redesign process at UC Riverside, which followed a uniquely grassroots approach. Changing the budget model at UC Riverside was about changing mind-sets, incentives, and behaviors—not just about the numbers. UC Riverside’s phased approach to its redesign process may be instructive to other higher education institutions considering undertaking such a major change initiative.

Abstract: Recently, education researchers have emphasized the redesign of learning spaces to better accommodate pedagogical change. In particular, studies have found evidence of the relationship between the built environment and learning outcomes—however, no current studies have deliberately focused on the “minority majority” feature of America’s future student composition.

This pilot study was conducted to evaluate how space contributes to the learning outcomes of a demographically diverse class of students at Morgan State University, a Historically Black Institution. Based on the neurobiological literature on environmental enrichment, the authors hypothesized that an enriched learning environment will correlate with increased student activity (directed movement) and engagement (with other students, with room features) and result in significantly improved learning outcomes for an ethnically diverse student group.

Abstract: Campuses are increasingly interested in “greening” as a response to climate change, in recognition of a resource-challenged future, and based on a desire to prepare current and future generations for a world faced with new environmental, social, and economic threats. But where to start? We often look to our facilities personnel to lead the charge with energy efficiency measures and LEED-certified buildings, but how do we institutionalize sustainability and make it part of the fabric of the university? A useful tool for beginning this process or coordinating existing efforts is the creation of a campus sustainability plan that can serve as both a strategic planning document and an implementation guide with specific action items, benchmarks, and accountability strategies. This article provides a script for anyone looking to take on this task and includes a case study from a large public institution with the aim of assisting others in this endeavor and easing their transitions to more sustainable campuses.

Abstract: Aged buildings, streets, alleys, back lots, a dense neighborhood, and historic landmarks—can these puzzle pieces add up to campus opportunities? The University of Chicago conceived an unexpected and dynamic new campus destination, gaining 150,500 sq. ft. of academic space and creating a new landscape with 36,000 sq. ft. of new open space and 60 new trees. Neighbors, aldermen, administration, and faculty shaped a campus planning process applicable to large and small colleges and universities, developed from creative and sustainable planning principles.

Abstract: A university’s strategic plan sets out its intent to reach higher, innovative levels to be considered prominent, a market leader, or universally recognized for excellence. By engaging employees as “owners” they can actively manage the forces and operational processes during plan implementation, monitoring, and controlling. Working with data-based performance metrics aids employees—and even students— in decision-making to evaluate options that affect performance thereby influencing the outcome. This session provides insight into KSU’s approach on engagement across the university.

Abstract: During a discussion exploring a proposed campus center renovation at Rollins College, a dialogue emerged about the institution’s plan, facility functions, and ultimate student life experience. To capture this dynamic exchange, the design team created a strategic visioning exercise—“Bubble Goo”—to better understand the relationship of the proposed renovation to other “neighborhood” buildings. In this article, the authors unveil this successful new collaborative approach to long-term planning and space allocation and explore the significance and benefit of understanding every campus building, their individual functions, and how to create meaningful and strategic connections.

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.

Abstract: This article examines the strategic planning process at Cleveland State University, a large metropolitan state university in Ohio. A faculty-administrative team used a communicative planning approach to develop a collaborative, ongoing, bottom-up, transparent strategic planning process. This team then spearheaded the process through plan development and the early stages of implementation and evaluation. The article presents the framework for this process in detail and includes a three-year timetable. The authors discuss the unexpected landmines that threatened to undermine the process and the important lessons learned in the hopes that this will aid other universities in their strategic planning efforts.