Learning Resources

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: There is a growing interest in examining the relationship between active learning spaces and development of soft skills. The overall goal of this research was to evaluate the gains, if any, in the collaboration skill development of students who experienced part of their undergraduate or graduate learning within active learning spaces at Thomas Jefferson University, and to attempt to pinpoint the factors contributing to that.

To meet the goal, the researcher designed a study to assess perceived impact of use of active learning spaces, targeting alumni. Although many such studies rely on reflections from current students during or shortly after their use of learning spaces, the unique contribution of this research is that it gathered impact perceptions of learning spaces from persons after they experienced collaborative work activities in their career settings beyond academia.

Abstract: In today’s economy, 7 out of 10 open jobs require technical training. Industries are turning to community colleges to solve their workforce training needs. In this session, we will discuss the Construction Education Center, a state-of-the-art facility at Metropolitan Community College’s Fort Omaha campus, that facilitates project-based learning to bring industry partners, non-profits, and students together under a common vision. We will share our success story as well as strategic steps you can take to obtain necessary support from local and regional industry partners for your building project.

Abstract: While small-scale active learning classrooms are common on campuses, large-scale active learning environments are just being explored. This University of Illinois at Chicago study explores the research, planning, and communication that was required to develop large-scale active learning environments that incorporated innovative teaching, immersive education, and cutting-edge technology to contribute to student success.

Abstract: Post-occupancy evaluation (POE) of learning space is now an essential tool for institutions to align capital decisions with student performance. We will explore exemplary active-learning environments and the evaluation methodology we used to measure how these environments have elicited learning behaviors that foster student engagement. You will learn which aspects of the learning environment are important to measure, how to measure them, and how the collected data connects to metrics that matter to institutions.

Abstract: Innovation centers, maker spaces, incubators, and idea factories get a lot of buzz, but what are they really and how can they be designed most effectively? This session is all about these innovation buildings—their design, use, and operations. We'll explore strategies and best practices, then roll up our sleeves and start designing! After we review the range of innovation buildings universities are creating, you will be asked to tackle a specific case study design problem within a small group.

Abstract: After participating in this session, you will be able to identify and distinguish formal from informal learning spaces, recognize active learning behaviors and describe elements of space and design that enable such behaviors, and identify and choose appropriate assessment methods to generate evidence of specific informal environments for self-directed active learning.

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: The forms and layouts of classrooms reflect the societies and economies that students will face when they graduate. As happened in the previous two industrial revolutions, classrooms today need to respond to an emerging “third industrial revolution,” with its demand for innovation and creativity and its provision of information on demand. Active learning classrooms represent a transition to a future in which most learning will no longer happen in what we call a “classroom” today. Instead, students and teachers will be able to move to a variety of spaces, on demand, in order to accommodate different kinds of intelligences and pedagogies.