Learning Resources

Abstract: Societal challenges and opportunities no longer fit in departments. Future success requires business researchers, educators, and students to interconnect across the entire campus and beyond. In this session, we will explore how to plan a campus ecosystem that connects business with people, ideas, and resources to drive a new research and education model. You will learn key strategies and find opportunities—encompassing planning, programming, design process, and lessons learned from building use—to advance your institution's mission and build a framework to implement your initiatives.

Abstract: The path to carbon neutrality is clear: electrify everything and procure renewable energy. How to get to 100% electric power is less clear. Stanford University has been focused on this challenge, committing to all-electric buildings by June 2019. This session will give attendees a clear road map and strategies for converting the energy your buildings use from gas to electric—whether the energy heats the building, glass beakers, or dinner.

Abstract: On the average campus, office space accounts for more square footage than classrooms, instructional and research labs combined. Accordingly, its design and utilization can have significant campus impact. This panel discussion addresses the challenges that institutions face when rethinking their approach to workplace design. We will provide guidance on planning, programming, and design strategies to align workplaces with educational mission, respond to fiscal pressures, and compete for talent.

Abstract: Human education is an experience that has a spatial dimension. To optimize the design/architectural component as a factor of excellence, historically, the coordination of two attitudes at universities has been a vital heritage: utopia and planning. Utopia is the energy used by universities to conceive and evolve their physical establishments. By the process of planning, campuses have undergone a long-term evolution of their built heritage, focusing on those where the hallmark is their human scale. This article illustrates briefly the application of these concepts in five cases, which have been culturally recognized as UNESCO World Heritage sites. However, it explores in depth one of those: The University of Virginia.

Abstract: Connection hubs re-vision the traditional campus commons so it encourages community, personal interaction, and wellness. These flexible and transformable spaces allow students, faculty, and staff to gather, collaborate, and emotionally bond with the environment. We will look at examples of connection hubs and discuss how they are designed, their benefits, and how their impact is measured.

Abstract: Stanford University's historic Main Quadrangle reflects a unique design and mission as envisioned by the founders and communicated through its architecture. But does this model still contribute to student engagement and learning? We will discuss the pedagogical, civic discourse, and community function of the Stanford Quadrangle and Memorial Church, highlighting perspectives of students, faculty, staff and alumni. This presentation will address how a strong campus identity can create community engagement, facilitate discourse, and influence pedagogy through architecture that recalls the past, is relevant to the present, and can adapt to the future.

Abstract: In 1966, Frederick W. Mayer joined the staff of the University Planner’s Office at the University of Michigan. In 1968 he was named “university planner”—a position he held until his retirement in 2003. In this position he was responsible for the preparation and updating of master plans for all of the university’s campuses.

The material included in this work is presented as a case study of one university’s successful program of campus planning and implementation over a period of 40 years. It is hoped that it will prove instructive and useful to other institutions and individuals engaged in the process of campus planning.

Abstract: This article explores a major opportunity that universities have to capitalize on their existing property portfolio to both earn additional revenue and enhance the quality of the student and staff experience: the creation of university-linked retirement communities. We examine this opportunity in the context of demographic and educational trends in the United States and United Kingdom and identify the factors that act as catalysts for universities to create these communities. We then describe a conceptual framework for university-linked retirement communities that categorizes communities in terms of the level of university involvement in the community and the level of care provided to the residents. We next place university-linked retirement communities in a broader context of social housing trends in Europe and suggest that it may also be possible to create more socially inclusive university-linked learning-centered communities that provide additional opportunities for universities to capitalize on their resources and expertise while contributing to the surrounding community.

Abstract: Universities and colleges across the country are faced with growth in the campus population and the loss of surface parking lots for new buildings. The response of many institutions is to build new garages with the assumption that parking demand ratios will remain the same. Such an approach, however, can be extremely expensive—upwards of $2,000 per net new space annually. In many cases, a mix of parking and demand reduction programs—such as shuttles, bicycle and pedestrian improvements, and financial incentives not to drive—can accommodate growth at a lower cost per trip. A balanced approach will also tend to support other goals, from improving town-gown relations to maintaining debt capacity. Demand management strategies have been employed by institutions for many years. However, it is less common for a cost-benefit analysis to be undertaken comparing them with new parking construction. Using examples from universities in California and Colorado, this article demonstrates a methodology to inform basic decisions on the amount of parking required to cater to campus growth, which can be incorporated into campus master planning.

Abstract: Today, the amount of space devoted to research at research universities exceeds that of classrooms and class laboratories. This research space portfolio presents important policy and management challenges. As stewards of this portfolio, universities must address issues of funding the construction of research facilities, equipping and maintaining them, allocating and accounting for space used for research, and managing, in broadest terms, the physical and administrative infrastructure in which research is conducted. As this article illustrates, managing the balance between the growing demand for and the supply of research space is complicated. To address the issues of research space, universities have developed a variety of space management methods to fit their unique research missions, priorities, and operational culture. This article provides important insights into this little studied aspect of higher education space planning. The article is an overview of research space management across the U. S. on general campuses and in health science centers. It is based on interviews with senior administrators in selected research universities conducted specifically for this study, information about research space management available on university documents on the Internet, and on the work of Ira Fink and Associates, Inc. in programming research facilities on a multitude of campuses nationwide.