Learning Resources

Abstract: The impact of climate-related events poses a major threat to campuses nationwide, a trend expected to only worsen as the climate continues to change. However, a recent study by Haley & Aldrich found that 94 percent of organizations across many sectors—including higher education—are facing significant challenges that are delaying resilience planning and deterring progress. Instead of undertaking measures to address longer-term changes such as increasing temperature extremes, these organizations typically focus on short-term events such as weather-related emergencies. Despite these issues, the study found colleges and universities to be among the most proactive groups in addressing climate change. This is encouraging, as the impact of increasingly severe climate-related events on the aging or otherwise vulnerable infrastructure of many campuses makes planning for climate change a priority. The welfare of students, the continuity of service, and the long-term soundness of the buildings that house some of the world’s finest centers of higher education depend on it.

Abstract: New York was dealt a devastating terrorist attack in 2001, saw the fall of its financial giants in the crisis of 2008, and in 2012 was battered by a powerful storm that flooded its communities. The reality that this waterfront city continues to thrive demonstrates the magnetism of this adaptable place. Through the city’s plan for A Stronger, More Resilient New York, the state’s effort in New York Rising, and outcomes from HUD’s Rebuild By Design Competition resiliency is being implemented. Design with the place in mind is how our firm approaches resiliency. These are the stories and lessons learned from Cooper Robertson’s experience.

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: The location of the new Whitney Museum of American Art, adjacent to the Hudson River in New York City, is particularly sensitive to rising water levels and storm surges. The building, designed by Renzo Piano Building Workshop in collaboration with Cooper Robertson, anticipates the effects of climate change and protects the museum’s staff and collection. This article examines the building’s design and the technical challenges of redesigning and implementing integrated and temporarily deployable flood mitigation strategies and technologies that demonstrate a successful precedent for any institution planning to build on the world’s changing waterfronts.

Abstract: The current study investigated the diversity efforts of 67 new presidents of colleges, universities, and community colleges identified from positions advertised in the Chronicle of Higher Education over a one-year period. Specifically, research sought to assess presidents’ perceptions of diversity and their plans for diversity at their initial time of hire. Findings offered insight into new college presidents’ attention to diversity. If diversity is going to truly take shape at an institution, its leader, often the president, must do what his/her title implies and take the lead.

Abstract: In 2011, after an international competition, the City of New York selected Cornell University to develop a new applied sciences campus on Roosevelt Island. Cornell immediately began to turn its vision for Cornell Tech into reality, creating a graduate-only 21st-century urban university dedicated to technology commercialization and entrepreneurship tailored to the economic strengths and needs of New York City. To meet these ambitious objectives, Cornell would have to break the mold and pursue an approach never before seen in American higher education, including a campus organized solely around multidisciplinary hubs, a unique design that promotes collaborative connectivity, and a focus on third-party development partners to provide many of the campus’s key components.

Abstract: University “crisis management” can be more effective with prior planning and preparation. Campus leaders need to be sensitive to both the public relations and legal dimensions of the knotty issues they are likely to face. The two authors—an attorney and a public relations executive—identify seven steps that universities should take to be well prepared for that inevitable day when a crisis descends onto their campus without warning.

Abstract: Within the higher education community, there is increasing awareness of the need to plan for more frequent occurrences of natural hazards and the effects of climate change. Many institutions are recognizing the operational and financial risks posed by these threats. Case studies at the University of Christchurch, Canterbury, and The Ohio State University demonstrate the value of a campus plan for guiding decisions around resilience. Incorporating resilience planning into the campus planning process provides an opportunity to engage key stakeholders to address a campus’s vulnerabilities, align resilience-related investments with the broad campus vision, and ensure the long-term viability of the institution.

Abstract: The Glendale Community College integrated strategic planning model represents a significant paradigm shift at the institution. Rather than focus exclusively on the production of a strategic plan, the college now seeks to vertically integrate planning at the departmental, divisional, and college levels and horizontally integrate planning with resource allocation and assessment across the organization. This disruptive innovation allows the college to remain true to its mission and ensures the allocation of resources to strategic priorities linked to student success.