Integrated College Development
Planning – A New Spin on Master
Planning
Presented by:
John Tattersall + Phil Rouble
Algonquin College, Ottawa, Ontario, Canada
OCFMA Annual General Meeting and Conference
Mohawk College, Hamilton, Ontario
October 2013
Abstract
Disruptive technologies, accelerating change, increasing competition for
scarce resources, greater expectations of accountability, the pursuit of
sustainable development, calls for innovation...
It is no wonder that higher education is in transformation!
Algonquin College has accepted this call to action and is trying to answer the
question, “What will the College look like in 30 years?”
Integrated College Development Planning (ICDP) is a dynamic framework
approach to master planning that supports agile, evidence-based and
principled decision-making. Key differences to traditional campus planning
include: thinking of College environments as a continuum of physical and
digital space; setting vision and guiding principles College-wide before
planning and acting at local campuses; optimizing digital and existing physical
space before building new physical space; innovative development
approaches. This presentation looks at Algonquin’s ICDP process and lessons
learned to-date.
Higher Education in the 21st
Century
An era of unprecedented austerity
The Democratization of Higher Education is
Locked in a Triad of Quality, Access and Cost
Reduce
Cost
Increase
Conventional ‘old think’
locks this into a rigid “Iron Triangle” relationship
Sir John Daniel – “Internationalisation, Regionalisation and Globalisation: Breaking out of the Iron Triangle”
http://www.youtube.com/watch?v=V_2pEAmlylo&NR=1
STOP
Thinking This Way!
Society Expects Us to Do More With Less in the
21st Century
Reduce
Cost
They KNOW things need to be change.
They EXPECT higher education to innovate and transform!
Sir John Daniel – “Internationalisation, Regionalisation and Globalisation: Breaking out of the Iron Triangle”
http://www.youtube.com/watch?v=V_2pEAmlylo&NR=1
As Facilities Managers and Planners, We Must
Adjust to Our New Realty
Manage
space
resources
strategically
Optimize
physical
space
(bricks)
Build
capacity in
digital space
(clicks)
Integrate
planning of
bricks and
clicks
Build Resilience
Renewal and Reinvention will carry the day
Traditional Master Planning Reinforces an
Incremental Change Planning Paradigm
“Bricks” Master Planning
Satellite
Campuses
Renos /
Misc.
Growth
Plans
New
Bldg. A
Main Campus
Leased
Spaces
New
Bldg. B
Satellite
Campus
Student
Commons
International
Campuses
“Clicks” Planning
Online
Learning
Algonquin is Using Integration and Innovation to
Pursue a Transformative Change Planning Paradigm
Integrated College Development Planning - ICDP
Digital College
Head
Quarters?
Renos /
Misc.
Growth
Plans
Admission/
Registration
New
Build
Main Campus
International
Campuses
Student
Support
Services
Faculty
Offices
Student
Commons
Leased
Spaces
New
Build
Satellite
Campus
Satellite
Campus
Algonquin Connected to the World
Digital Campus
Infrastructure
International
Campuses
Satellite
Campuses
Alumni
Cities / Towns /
Communities
“Main”
Woodroffe
Campus
Other
Campuses /
Leased Sites
Business /
Industry
Other
Universities /
Colleges
Homes
The World
Algonquin College – Vision 2020 – The Connected College Website http://www2.algonquincollege.com/vision-2020/
Integrated College Development
Planning Supports Decision Making
More
Questions
Than Answers
●
Working in a
Void
-
Quality of Outcomes
●
Out of Date
“Plan on a
Shelf”
…1990,
1999…
●
●
More Answers /
More Informed
Decisions /
More Opportunities
+
●
●
Current
Precinct
Updated
Planning
Thinking Studies Based Approved Framework –
Summary on Educated
Plan
A Dynamic
Assumptions
Assembly of
Parts Always
in Beta
Where We
Development
Were
Where We Are
Heading
The Framework
Our Planning Core – The ICDP Framework
(v. 2013.09.30 – Current Draft in Review)
Algonquin Connected
College Life
• Create a year-round 24/7
college
• Recognize that learning
can occur anywhere,
anytime, and any way
• Create model learning,
working, social, and living
environments for a 21st
century higher education
institution
• Ensure the College vision, mission, values, and
brand drive development planning
• Think globally while planning and acting locally
• Ensure development planning enhances
learning and skills acquisition
• Support the democratization of vocational
education
Environments
Practice
• Think of College environments
as a continuum of physical and
digital space
• Optimize digital and existing
physical space before building
new physical space
• Assess the highest and best
use of physical and digital
space to accommodate activity
• Engage and enable the
College, the community, and
industry
• Be socially, economically, and
environmentally responsible
• Enable agile, evidence-based,
and principled decision making
• Champion innovation and
entrepreneurship
• Embrace risk – build resilience
• Master accelerating change to
competitive advantage
Infrastructure
• Create innovative
opportunities for
sustainable physical and
digital infrastructure
investment
• Make the College
welcoming, navigable,
and familiar
• Establish the College
reputation and identity
throughout all its
environments
Algonquin Connected to the Future:
Our Planning Horizons
• Algonquin 2042 – Our 75th Anniversary
– Long-term principles, scenario planning of possible futures…
THINK
(Fluid)
• Algonquin 2027 – Our 60th Anniversary
Framework
– Mid-term trends and scenario thinking…
• Algonquin 2017 – Our 50th Anniversary
– Short-term vision, strategic planning…
– 5 year capital plan
PLAN
(Flex)
• Algonquin 2013-2015
– Immediate term 3 year business plan
• Algonquin Today
DO
(Fixed)
– Current year budget / business activity
LEARN
The Trajectory of Accelerating Change:
3 Waves of Opportunity?
System
Transformation
Change
Digital + Science
Revolutions
Reinvention of the
Human Experience
Short-term
2012
2017
Mid-term
Long-term
Years
Assuming exponential change based on doubling every 2 years
2027
2042
Core Principles:
Algonquin Connected
Unify the College /
Recognize local
differences
Strategic linkages
Algonquin Connected
• Ensure the College vision, mission, values, and
brand drive development planning
• Think globally while planning and acting locally
• Ensure development planning enhances
learning and skills acquisition
• Support the democratization of vocational
education
Break the rigid “iron
triangle” mindset for
higher education
Why is (‘x’ initiative)
valuable for
learning?
The T-P-D-L Logic Model
Think
Plan
Do
Continuous Improvement - Reflect / Revise / Improve
Learn
Think Globally While Planning and
Acting Locally
• Always begin planning by looking at the
college as a global entity to build connectivity,
consistency, completeness of thought, and to
leverage opportunities
• Drill down to respect the unique nuances,
character, and culture of local environments
The T-P-D-L Loop + Integrated College Development
Planning
Think
Plan
Do
Continuous Improvement - Reflect / Revise / Improve
LEARN
Continuous Improvement
Reflect / Revise / Improve
Learn
The Planning Principles
Leverage the
value of
infrastructure
investment and
access to the
client
Think of “space”
as a place where
students and
knowledge
meet
Planning Principles:
College Life
College Life
• Create a year-round 24/7
college
• Recognize that learning
can occur anywhere,
anytime, and any way
• Create model learning,
working, social, and living
environments for a 21st
century higher education
institution
Leverage
mobile
technology –
the current
‘game
changer’
Learn Anywhere Planning
Learn Anywhere
College
Development
Planning
Common
Area
Planning
Learning
Space
Planning
Learning
Support
Hubs
Planning
Social /
Event
Hubs
Planning
Digital
Space
Planning
Current Game Changer:
Mobile Technologies
• Algonquin College is Going Mobile
– By Fall 2013, all new students arriving on campus will
be expected to purchase a laptop device.
– Measures will be implemented to assist students in
need.
• Additionally, most students carry 1 or 2 additional
devices with them.
• Impacting:
– IT wireless infrastructure
– Learning space design
– Teaching pedagogy
Early Observations: Migration of Bricks-andMortar Learning Space to Mobile / Online
Desktop
Computer Labs
Disappearing
• Desktop computers
displaced by broad
adoption of studentowned mobile devices
• Many redeployed labs
being converted to
Mobile Classroom
models
Mobile
Classrooms –
New Standards
• Standard Mobile
Classroom
technologically
enhanced / lecture
style delivery
• Modest-Cost, activelearning spaces
(Collaborative / Active
Seating Mobile
Classrooms)
technologically
enhanced with
reconfigurable
furniture
• Connectivity key with
migration to wireless
data access wherever
possible
Online Activity
Absorbing
Lecture Courses
• This is the ‘lowhanging fruit’ for
online learning
• Fewer traditional
classrooms will be
needed over time
• Growing demand for
active learning
environments
Experiential
Environments
Will Still Be Key
• Applied learning labs
• Simulation labs
• Online immersive
environments may
supplement applied
learning
New Technologically Enhanced
Mobile Classroom Standards
Desktop Computer Labs Are
Disappearing
Before
Being Replaced by New / Renewed
Learning Environments
After
New Pedagogy – Active Learning
Environments
New Pedagogy – Active Seating
Environments
Specialized Labs Becoming Less
Specialized – c. April 2013
B
e
f
o
r
e
Specialized Labs Becoming Less
Specialized c. September 2013
A
f
t
e
r
Specialized Labs Becoming Less
Specialized – c. April 2013
Before
Specialized Labs Becoming Less
Specialized c. September 2013
After
Growing Demand for Informal + Social
Learning Spaces
• Trend towards 24/7 physical campuses—more
social / informal learning spaces
– The “third place” on campus —that place between
the classroom and home
• Range of social + work space
– Soft seating
– Collaborative hubs
– Individual work space
– Quiet space
Computer Access Centres Disappearing
Being Replaced by Mobile Learning Centres
Mobile Learning Environments in
Common Areas
Mobile Learning Environments in
Common Areas
Planning Principles:
Practice
By involving our
broader internal and
external
communities
Through the
development of
nimble tools, models
and analytics
By actively reflecting
on the
consequences of
possible future
scenarios
Practice
•Engage and enable the College,
the community, and industry
•Be socially, economically, and
environmentally responsible
•Enable agile, evidence-based,
and principled decision making
•Champion innovation and
entrepreneurship
•Embrace risk – build resilience
•Master accelerating change to
competitive advantage
Through a STEEP
decision making lens
Through innovation
vigilance of
potential disruptive
technologies and
other driving forces
we should be able to
move early and
quickly
Through integrated
scenario based
planning
Scenario-Based Integrated Planning
• Re-look at our Learning Strategy
• Transition: from current silo-based strategic
planning to a scenario-based, integrated
planning model
• Integrated scenarios to include learning and
programming, physical space, technology,
human resource and financial aspects, all with
a “total cost of ownership” analysis
A Key to Mastering Accelerating Change:
Scenario Planning
Strategic
Planning
Scenario Planning
System
Transformation
Change
Digital + Science
Revolutions
Reinvention of the
Human Experience
Short-term
2012
2017
Mid-term
Long-term
Years
Assuming exponential change based on doubling every 2 years
2027
2042
Broadening From a SEE to a STEEP
Decision-Making Lens
Social
Political
Environmental
Technological
Economic
Social
Expansion of the SEE
Sustainability Lens
To explore further, see examples of “Driving Forces” at ScenarioThinking.org:
http://scenariothinking.org/wiki/index.php/Driving_Forces
Environmental
Economic
Planning Principles:
Environments
Activity can be
accommodated
by a range of
options in this
continuum
Think of “space”
as the place
where students
and knowledge
meet
Environments
•Think of College environments
as a continuum of physical and
digital space
•Optimize digital and existing
physical space before building
new physical space
•Assess the highest and best
use of physical and digital
space to accommodate
activity
“Optimize-togrow” over
“build-to-grow”
investments
Exploring Teaching and Learning Environment
Continuums
On-Campus
Physical
Environments
Off-Campus
Both
Synchronous
(Preliminary – Needs refinement of categories
and types of environments…)
Online
Digital
Environments
Exploring Work Environment Continuums
On-Campus
Physical
Environments
Off-Campus
Both
Synchronous
(Preliminary – Needs refinement of categories
and types of environments…)
Online
Digital
Environments
Exploring Social Environment Continuums
On-Campus
Physical
Environments
Off-Campus
Both
Synchronous
(Preliminary – Needs refinement of categories
and types of environments…)
Online
Digital
Environments
Blending The Highest + Best Use Of Both Types
Of Space
Physical Place-Based Activity
•
•
•
•
•
•
•
Physical experiences
– Face-to-face collaboration
and socialization
– In-person support and
counseling
Experiential learning / Active
learning
Physical simulation experience
Institutional headquarters
functionality
Co-location for interprofessional education
synergies
Clustering for innovation /
incubation
New types of production /
support facilities for digital
education
Digital Place-Independent Activity
•
•
•
•
•
•
•
Digital experiences
– Virtual collaboration
– The social web
– Remote support and
counseling
Preparatory learning
– Pre-college/Pre-programs
– Preparation studies
Theory / knowledge based
learning
– Online courses
– Hybrid courses
Virtual simulations
Asynchronous learning
Telecommuting
Global outreach
A “Build to Grow” Approach and the Cost for
the College Sector to Close the Gaps
College System
Costs to Close the Gap ($M)
Capital Costs (Assuming $400 / SF)
Annual Operating Costs
(Assuming $10 / SF / Year)
Physical Space
FTE
(SF)
(2011-12)
Benchmark
(System Average)
(SF / FTE)
COFSI
Guidelines
Low End of
Range
(SF / FTE)
COFSI
Guidelines
High End of
Range
(SF / FTE)
25,912,134 288,692
89.8
106.1
129.2
$1,882.3
$4,549.8
$47.1
$113.7
Advocacy efforts in this direction will be challenged by current
realities
Algonquin is Advocating an “Optimize-ToGrow” Approach First
Optimize
Over Time
(For
Benchmark
Physical Space
FTE
Illustration) (System Average)
(SF)
(2011-12) (SF/FTE)
(SF / FTE)
College System
Costs to Close the Gap ($M)
Capital Costs (Assuming $400 / SF)
Annual Operating Costs
(Assuming $10 / SF / Year)
25,912,134 288,692
COFSI
Guidelines
Low End of
Range
(SF / FTE)
COFSI
Guidelines
High End of
Range
(SF / FTE)
106.1
129.2
-$1,131.7
$1,882.3
$4,549.8
-$28.3
$47.1
$113.7
80
89.8
Redirect capital savings from cost avoidance to:
• Deferred maintenance
• Increased online capacity…
• Modernization / renewal of legacy facilities
Preliminary Woodroffe Gross Square
Foot (GSF) / Headcount Dashboard
Each peak represents a new 120,000 GSF
building
Mobile Learning
Initiative Mostly
In Place
100
90
80
Upper Level of
Affordability
Increased Flexibility
70
60
Significant Challenges ("Pain-point")
GSF / Headcount
2042
2041
2040
2039
2038
2037
2036
2035
2034
2033
2032
2031
2030
2029
2028
2027
2026
2025
2024
2023
2022
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
50
2007
GSF / Headcount
110
Preliminary Woodroffe Scenario
Based on 3% College Growth Rate
%
College Growth Rate
3%
Pembroke Growth Rate
Perth Growth Rate
Online Growth Rate
Online Growth Rate
1%
1%
10%
5%
Estimated Headcounts
Short-term
Mid + Long-term
Woodroffe Headount Growth
Woodroffe GSF / Headcount
Threshold for New
Construction
Fall
2013
20530
Fall
2017
23107
Fall
2027
31053
Fall
2042
48380
987
258
330
1027
268
483
1134
296
1317
344
787
1636
28836
45084
Midterm
$278
Longterm
$1,520
18956
65
GSF / Headcount
Capital Investments ($Ms)
21329
Our acceptable "pain-point"
Shortterm
$93
Annual Facilities Operating and Maintenance
Incremental Annual
Facilities O+M ($Ms / year)
Total Investment
$1,891
Total Annual Increment
$1.5
$5.1
$21.9
$28
$M / per year
Preliminary Woodroffe GSF / Headcount Dashboard –
3% College Growth Rate / 15% Online Growth
Each peak represents a new 120,000 GSF
building
Mobile Learning
Initiative Mostly
In Place
100
90
80
Upper Level of
Affordability
Increased Flexibility
70
60
Significant Challenges ("Pain-point")
GSF / Headcount
2042
2041
2040
2039
2038
2037
2036
2035
2034
2033
2032
2031
2030
2029
2028
2027
2026
2025
2024
2023
2022
2021
2020
2019
2018
2017
2016
2015
2014
2013
2012
2011
2010
2009
2008
50
2007
GSF / Headcount
110
Preliminary Woodroffe Scenario Based on
3% College Growth Rate / 15% Online Growth
%
College Growth Rate
3%
Pembroke Growth Rate
Perth Growth Rate
Online Growth Rate
Online Growth Rate
1%
1%
15%
15%
Estimated Headcounts
Short-term
Mid + Long-term
Woodroffe Headount Growth
Woodroffe GSF / Headcount
Threshold for New
Construction
Fall
2013
20530
Fall
2017
23107
Fall
2027
31053
Fall
2042
48380
987
258
345
1027
268
603
1134
296
1317
344
2441
19864
27182
26856
Midterm
$183
Longterm
$246
18941
65
GSF / Headcount
Capital Investments ($Ms)
21208
Our acceptable "pain-point"
Shortterm
$93
Annual Facilities Operating and Maintenance
Incremental Annual
Facilities O+M ($Ms / year)
Total Investment
$522
Total Annual Increment
$1.5
$3.4
$4.0
$9
$M / per year
Planning Principles:
Infrastructure
Activity can be
accommodated
by a range of
options in this
continuum
Reflect our
vision, mission,
values and
brand
everywhere
Infrastructure
• Create innovative
opportunities for sustainable
physical and digital
infrastructure investment
• Make the College welcoming,
navigable, and familiar
• Establish the College
reputation and identity
throughout all its
environments
Achieve this is
both physical
and digital
environments
Traditional Infrastructure Planning for Bricks
and Clicks
Physical
Bricks
Coordination
Digital
Clicks
Integrating Infrastructure Planning for Bricks
and Clicks
Physical
Bricks
Planning the
Functional
learning, work, and Programming
• Where best to
social
accommodate
environments of
activities
the 21st century
campus
Need to define
the common
ground and
develop planning
expertise
Digital
Clicks
Net Cost/Value
•
Comparative $/FTE
for online vs. oncampus vs. blended
education
Capacity Planning
•
Relationship
between online,
blended, and oncampus activity
Our Planning Core – The ICDP Framework
(v. 2013.09.30 – Current Draft in Review)
Algonquin Connected
College Life
• Create a year-round 24/7
college
• Recognize that learning
can occur anywhere,
anytime, and any way
• Create model learning,
working, social, and living
environments for a 21st
century higher education
institution
• Ensure the College vision, mission, values, and
brand drive development planning
• Think globally while planning and acting locally
• Ensure development planning enhances
learning and skills acquisition
• Support the democratization of vocational
education
Environments
Practice
• Think of College environments
as a continuum of physical and
digital space
• Optimize digital and existing
physical space before building
new physical space
• Assess the highest and best
use of physical and digital
space to accommodate activity
• Engage and enable the
College, the community, and
industry
• Be socially, economically, and
environmentally responsible
• Enable agile, evidence-based,
and principled decision making
• Champion innovation and
entrepreneurship
• Embrace risk – build resilience
• Master accelerating change to
competitive advantage
Infrastructure
• Create innovative
opportunities for
sustainable physical and
digital infrastructure
investment
• Make the College
welcoming, navigable,
and familiar
• Establish the College
reputation and identity
throughout all its
environments