Learning Resources

Abstract: In context of COVID-19, institutions are developing new approaches to online learning at an unprecedented pace. Looking ahead, this great experiment may offer lessons for broadening the definition of accessibility. Three decades after the Americans with Disabilities Act established minimum accessibility standards for the built environment, this moment of accelerated change presents a unique opportunity to utilize hybrid delivery models and universal design principles to rethink accessibility. Sasaki principal Greg Havens examines how continued emphasis on improvements to the physical environment, when combined with hybrid learning and services, could transform the way we plan the human-centered, accessible campuses of tomorrow.

Abstract: Support for underrepresented students must continue now and in a post-COVID-19 world. How is this getting tackled in an all-women’s undergrad program that serves underrepresented students? Pat McGuire, president of Trinity Washington University (DC), discusses her university’s approach—from crisis planning through contingency planning.

Abstract: Underserved and underrepresented students form a large and rapidly growing portion of student bodies, but current planning practices do not address their needs. This session will help you create meaningful change at your institution to accommodate these students by exploring new practices for social equity in campus planning and building design. Come learn about new engagement and assessment tools that can reveal and remedy disparities that students encounter and use them on your campus to deliver a better experience for marginalized students.

Abstract: In underserved communities, higher education can visibly and accessibly integrate into a suite of critical community-based programs. In this session, we will discuss how to successfully plan campus facilities that accommodate place-specific educational content for non-traditional and underrepresented students as well as lifelong learning for community members. Come explore our roadmap for success with an increasingly relevant sector of higher education that addresses marginalized communities.

Abstract: This article explores the impact of tuition increases on student retention and higher education admission and retention planning for racial and ethnic minorities. Research shows that the racial and ethnic minority student population on campus is negatively affected by tuition increases. Literature is examined for potential impacts of tuition increases on a student’s decision of school choice. And although literature provides little in the way of recommendations for resolving the issues associated with tuition increases, this article offers some suggestions for student retention planning.

Abstract: Underrepresented students increasingly form the majority of most student bodies, but most built environments are not designed with these students' needs in mind. Why? Because most facilities planning processes do not engage underrepresented students in a way that elicits their experience of the built environment. This session offers new practices that yield social equity in campus planning and building design. You will learn new engagement and assessment tools that you can implement now to reveal and remedy the disparities that underrepresented students encounter in the built environments of the campus.

Abstract: FLEXSpace—The Flexible Learning Environments eXchange—and the Learning Space Rating System (LSRS) are tools that can help you plan, design, assess, and improve learning spaces on your campus. In this session, you will learn about the newly released FLEXspace 2.0 along with the LSRS. We'll cover the features and benefits of both tools and how they can be incorporated into the planning process. Come learn how to use these tools to inform designs and support end users from planning through post occupancy.

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: Today we find our institutions barraged by the forces of change, and dutifully we respond. Over time, however, we end up molding our institutions to these forces to our own peril, and now U.S. higher education is on the ropes, so to speak. We believe education leaders should take hold of our destinies and shape our industry not by the forces of lackluster government policy, self-serving press and media, and for-profit mega corporations, but to serve true learning and personal growth. There are many tools we can use to lead change. This article introduces the concept of Positive Turbulence, an intentional, disruptive approach for positive change, to the education industry.