Learning Resources

Abstract: The University of South Florida’s (USF) Center for Advanced Medical Learning & Simulation (CAMLS) is a world-class facility dedicated to simulation-based healthcare education, training, and developing innovative solutions that improve patient outcomes and reduce preventable medical errors. This virtual tour will reveal how the 90,000 square foot CAMLS facility’s design enables easy integration of classroom and simulation-based learning as well as its important role in the economic development of Tampa’s urban core. Join us for a look inside the facility that attracts learners from around the globe because of its reputation as an invaluable tool for students, faculty, and practitioners.

Abstract: Space planning and capital programming should reflect an institution’s role and mission. Relating data analysis to institutional priorities is key to effectively communicating institutions’ needs to funding agencies. The Florida State and Georgia University Systems employ varied approaches to their space standards, planning, and capital programs. We’ll compare these approaches and discuss best practices for determining the effectiveness of space use and the planning process. Come learn about accuracy in space planning metrics, how to appropriately apply them in campus-wide planning and building programming, and how to relate needs to your institution’s strategic goals and performance indicators for funding.

Abstract: Institutions can inform their academic and facilities planning by studying labor markets as well as demographic and enrollment trends. In this session, we will share the Tennessee Board of Regents’ statewide demographic and labor market analysis, which examines demographic, enrollment, and job data to inform coordinated, statewide decision making for academic planning and facility expansions. Come learn how Tennessee's methodology can aid your institution in coordinating academic offerings and facilities investments among campuses.

Abstract: In April of 2017 the University System of Georgia (USG) launched a system wide initiative, known as the Comprehensive Administrative Review (CAR). The charge was to identify and implement administrative service improvement, efficiencies, and administrative cost savings that can be redirected to student success efforts and core academic programs. As Chair of the CAR Steering Committee, Dr. Marrero will outline the objectives of the CAR, the process, implementation and reporting structures, and the results to date. Furthermore, as a President of two USG comprehensive universities during the process of and initial implementation of CAR (University of West Georgia and Georgia Southern University), Dr. Marrero will provide an institutional perspective and insight into building a culture of high performance with a focus on evidence-based leadership, accountability, and continuous improvement. The session will highlight why investing in and engaging your people is critical in building a culture of continuous improvement.

Abstract: Within the last several years, higher education institutions have embraced the language of an “anchor mission” to define their place-based commitments. This case analysis details the role of data in promoting systematic local change in six institutions participating in the Anchor Dashboard Learning Cohort. These institutions committed to measuring community impact through the Anchor Dashboard, a tool to understand and enhance local commitments along several social and economic dimensions. This article details the promises and pitfalls of developing an institution-wide, place-based mission led from different institutional levels—from the president’s office to faculty-led centers—using this data tool.

Abstract: In 2009 the Arizona University System (supporting over 130,000 enrollments) through its Board of Regents directed its board president and the presidents of Arizona State University, University of Arizona, and Northern Arizona University to create an operational plan that reflected the board’s vision, goals, and strategic directions. A primary objective was to transform the system (or enterprise) vision into concrete goals and outcomes that would directly connect to financial decision making at the system and university level. The backdrop for higher education planning and budgeting expectations included the continuation of severe reductions in state funding, rapidly increasing student tuition and fees, and a call for greater accountability. The planning processes were characterized by the integration of board and presidential discussions, inclusion of constituent debate, identification of strategic choices, and approval of outcomes focused on measuring performance. The integration ran across and within three organizations or levels that included the Arizona Board of Regents, its system administration, and the three universities.

Abstract: This article explores how the University of the West Indies can become economically sustainable and relevant by using its human capital to generate wealth and develop strong linkages between academia, the private sector, and governments. It makes a clear distinction between institutional and research-driven innovations, listing examples and best practices found throughout the university. Further, it presents a practical road map for enhancing both organizational- and research-based innovations within the university while aligning its vision of becoming an innovative institution with government policies and the private sector agenda. It also proposes key performance indicators to benchmark innovations at the university that can be emulated by other tertiary level institutions regionally and internationally.

Abstract: The community colleges in the State University of New York system leveraged “systemness”—the idea that working together can greatly enhance the possibility of positive results—in creating a statewide program to retrain dislocated TAA-eligible workers and returning veterans for high-quality, high-paying jobs in the skilled manufacturing sector. By aligning with the strengths of each college, curricula in areas such as photonics, optics, advanced manufacturing and machining, and semiconductors and mechatronics were created, leading to a diploma or certification and thus to increased probability of hiring. Regional employers and government workforce agencies were also part of the leadership teams, helping to create programming that was specifically focused on the needs of these vital industries.