Learning Resources

Abstract: Challenges and trends within the healthcare industry pose critical growth challenges and unique opportunities for higher education. Institutions with medical and health programs now need learning environments that can support evolving curricula, immersive pedagogy, and advanced technology. Come learn how the campus built environment is changing in response to the healthcare industry's evolving challenges and opportunities.

Abstract: Medical student and resident education greatly benefits from immersive on-the-job training that integrates research and treatment. In this session, we will show how a successful design process integrates an academic medical center with a private hospital campus (including a Level 1 trauma center), simultaneously advancing education for students and improving patient outcomes. We will share tools and strategies with you for integrating different learning spaces and cultures to create a comprehensive approach to education and patient care.

Abstract: We will share how a collaborative partnership between four colleges, two institutions, two architects, and two construction managers delivered a premier facility for Case Western Reserve University and the Cleveland Clinic, which is home to an interprofessional healthcare education experience that responds to a changing global environment. Learn how to deliver on a singular vision with a large-scale, complex, joint-venture project by using immersive collaborative practices and continuous improvement processes.

Abstract: A collaborative approach allows building projects to open faster, reduces redesign, increases staff satisfaction, and produces a higher utilization rate than the traditional design process. This session details the collaborative Lean process involving over 100 people that allowed the Lauritzen Outpatient Center on the Nebraska Medical Campus to be completed 1.5 years early with few design changes. Come learn from our unique approach in which actual users participate in designing the facility, allowing implementation of new processes and efficiencies known only to medical center staff.

Abstract: The consolidation of administrative services into a centralized shared services model is increasingly common. Unfortunately, this move can be a rocky one, often encountering resistance and skepticism. Our session will focus on the implementation and optimization of a shared services model for academic services from both sides of the change—a person on the team leading the change and a key stakeholder undergoing the change. This session will provide you with information, skills, and approaches to ensure a pain-free implementation of a shared services model.

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: Allied health facilities are evolving into active, problem-based learning laboratories. High fidelity manikins, sophisticated equipment, augmented reality, virtual anatomy, innovation labs, and community clinics are transforming medical education spaces. This session will explore current and emerging approaches for medical teaching environments that enhance learning outcomes as well as inventive ways of leveraging building infrastructure for maximum functionality. You will learn about current modalities and how they are shaping allied health facilities in different case studies along with challenges and opportunities associated with new and renovated facilities.

Abstract: For most institutions of higher learning to thrive amid the shifting demographics, financial outlooks, and value propositions of the 21st century, they must design and implement change that is comprehensive rather than compartmental. Since such change comes hard to institutions steeped in century-old traditions, there are few colleges or universities that have undertaken it. Hiram College (OH) is an exception. Given the dearth of lessons from the field, the Hiram College president offers this constructive and realistic example of systemic change and the five possible steps that academic leaders and trustees elsewhere might consider before triggering it.

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: With North Dakota experiencing a significant shortage in all health care-related fields, the University of North Dakota School of Medicine and Health Sciences replaced its aging facility with a new school in order to (1) increase enrollment by 25 percent, (2) attract and retain top-tier faculty and staff, (3) encourage inter-professional collaboration, (4) colocate all eight medical, health sciences, and basic sciences in one building, and (5) retain more in-state graduates. The facility is now a shared collaborative learning environment, the result of the university “rethinking everything” about how it delivered health sciences education.