Learning Resources

Abstract: This article applies the three stages of change (mobilization, implementation, and institutionalization) to the academic curricular process change that occurred during the 2014–2015 academic year at the Indiana University of Pennsylvania. Reflecting on the manner in which this major initiative was conceptualized and executed has revealed an inadvertent yet seamless application of Curry’s (1992) organizational change model. Throughout each stage of this organizational change, some inherent principles were maintained while balancing the required condensed timeline for completion. These principles included consistent and transparent consultation with many branches of the university community and revision of proposed processes based on feedback from community members. The goal of the authors in sharing the change process at IUP is to provide potential insights for others on recognizing a need for organizational process revision. The authors highlight the actions taken at IUP, offer recommendations, and identify potential hazards to institutions contemplating organizational change.

Abstract: Following decades of decline in perceived status and value, the university library has found new life as a center of the knowledge economy, of collaborative learning, and of creative production. The challenge of updating the library mission for the digital age is further complicated when that library resides within a 1960s Brutalist concrete structure. The revitalization of the Douglas D. Schumann Library & Learning Commons at the Wentworth Institute of Technology illustrates the process of transforming a foreboding, bunker-like space into a modern, vibrant campus destination.

Abstract: In this second of a two-part series, the author details the progression of steps needed to complete a typical capital improvement project. There are a lot of moving parts, and the article carefully explains how each must mesh to achieve a satisfactory conclusion. Educators and administrators alike will benefit from this overview of procedures that many may not be familiar with. With this guidance, even the most complex project can be accomplished effectively and efficiently.

Abstract: This report was produced by the research team awarded the M. Perry Chapman Prize for 2015–2016.

What will be the impact of rapidly developing online learning modalities on the campus face-to-face experience over the next decade? What might campus planners need to look out for over the next 10 years as they strive to align their institution’s virtual and physical infrastructure with its mission?

This study reviews the scholarly literature and the expert views of practitioners in campus planning (both virtual and physical) to forecast how campuses might evolve between now and 2030. It views the university as a “complex adaptive assemblage” made up of many component parts working not within a systematic framework but as separate assemblages coexisting on campus affected by uncontrollable outside forces. These separate assemblages and their interrelationships can be better understood in a campus context by using experts in the fields of learning sciences, teacher professional development, educational technologies, learning environment/campus design, and others to form a cohesive idea of how the separate parts might come together to inform the future of higher education.

Abstract: Do you have facility needs, like the need for more/improved space for instruction or infrastructure upgrades? Is it time to address deferred maintenance issues? Do you have reservations about venturing into unfamiliar territory? You’ll have to wrestle with some vexing matters—plan alternatives, big budgets, illusive funding sources, and an uninformed public.
Your concerns are valid. With a rich background as architectural firm principal and later as a community college project manager, the author has been through the drill. This article’s thoughtful advice details a project’s first phases—from initial concepts to developed projects with funding. It will head you toward success by helping to avoid the pitfalls.

Abstract: This article describes execution of the balanced scorecard (BSC) strategic framework in a School of Nursing (SoN). The SoN strategy map was the outcome of the development phase. The two-year implementation phase incorporated balanced scorecards that linked outcome measures to the priority strategies. Thirty-two percent of the defined outcome measures were met. Factors in adopting the BSC framework included development of a strategic plan that supports the college mission and vision, improved communication within the SoN, a united effort to institute strategies to sustain the SoN’s future, and establishment of performance indicators to measure success in achieving those strategies.