Integrated College Development Planning: Agile Planning in Times of Accelerating

Change

Presented by: Phil Rouble

Associate Director – Facilities Planning and SustainabilityOttawa . Ontario . Canada

Learning Outcomes

1. Explore the nature of accelerating change and its implications for college development planning.

2. Investigate a framework approach to college development planning.

3. Examine the application of agile planning techniques to specific aspects of campus planning.

4. Utilize scenario planning as a key to mastering accelerating change and to provide a sharper lens to support decision making.

Algonquin College at a Glance• Comprehensive, publicly funded

community college with one central urban campus in Ottawa plus 2 smaller rural campuses

• As of Fall 2015, we had:– 2.04M Gross Square Feet

• 1.69M GSF of academic and support facilities

• 350K GSF of residences with 1050 beds– Approximately 21000 students on campus

• Ottawa Campus – approximately 20000• Pembroke Campus – approximately 900• Perth Campus – approximately 250

– Online – 3300 students– 250+ post secondary programs

• Mix of short apprenticeship programs, 2 and 3 year diploma programs and 4 year degree programs

• Typical program credit hours of 20-22 hours per week 2

– An annual operating budget ~ $300M

CHICAGO

Source: Algonquin College Annual Report 2015-16http://www.algonquincollege.com/reports/files/2013/03/AC-Annual-Report-2015-16.pdf

An era of unprecedented accelerating technological change

Higher Education in the 21st Century – A New Reality

An era of unprecedented opportunity

An era of unprecedented austerity

Optimize physical

space (bricks)

Build capacity in

digital space (clicks)

Integrate planning of bricks and

clicks

Manage space

resources strategically

As Facilities Managers and Planners, We Must Re-Align to Our New Realty

Build Resilience

Renewal and Reinvention will carry the day

Optimize physical

space (bricks)

Build capacity in

digital space (clicks)

Integrate planning of bricks and

clicks

Manage space

resources strategically

The Algonquin Journey To-Date:We Began with Space Management - The Low

Hanging Fruit

Build Resilience

Renewal and Reinvention will carry the day

Our Decision to Manage Space Strategically…

1990 2015

1.4M GSFNon-Residential

Space+20%

1.69M GSF

7000 StudentsEnrolment

+300%21000+

Students

Our journey began… Our journey to-date…

Optimize physical

space (bricks)

Build capacity in

digital space (clicks)

Integrate planning of bricks and

clicks

Manage space

resources strategically

The Algonquin Journey To-Date:We Developed Data-Driven Tools and Capacity to Mine Capacity from Existing Physical Space

Build Resilience

Renewal and Reinvention will carry the day

Our Space Mining Toolkit for Optimizing Existing Space Capacity

Continuous Improvement

Change Management

Exploration

Prospecting for Capacity

Thresholds

Culture Change

Alternative Growth Strategies

Growth vs Capacity

Tools and Techniques

Utilization Zone Analysis

Resource Balancing

Demand Analysis

List of Space Requests

Program Assessment

Manage Pools of Space

Room Inventory

A more comprehensive treatise of Algonquin College space management practices is compiled in the following SCUP International Conference presentation: • "Space Management for the 21st Century Campus" (SCUP 46 in National Harbour, Maryland 2011)

• http://www.philrouble.ca/space-management/spacemanagementforthe21stcenturycampus

Infrastructure Development

Collect and Publish Utilization Data

Implement a Space Cost Allocation Model

Resource Management Model / Committee

Data Mining(Pivot Tables)

Establish Measures and Targets

Space and Scheduling Policies / Guidelines

Strategic Acquisition

Construct New Space

Optimize physical

space (bricks)

Build capacity in

digital space (clicks)

Integrate planning of bricks and

clicks

Manage space

resources strategically

The Algonquin Journey To-Date:We Moved Beyond Physical Space in Our

Approach

Build Resilience

Renewal and Reinvention will carry the day

Two Sources of Growth Capacity

Physical Environments(Bricks)

Digital Environments(Clicks)

New ConstructionExisting Facilities

Online LearningDistance EducationBlended Learning

New Acquisitions

• Shifted some scheduled activity from physical space to digital space

• All Programs now have some online course content

• Increased number of fully online programs

Optimize physical

space (bricks)

Build capacity in

digital space (clicks)

Integrate planning of bricks and

clicks

Manage space

resources strategically

The Algonquin Journey To-Date:We Are Transitioning to a New Way of Looking

at Accommodating Activity and Growth

Build Resilience

Renewal and Reinvention will carry the day

Traditional Master Planning Reinforces an Incremental Change Planning Paradigm

Main CampusMain Campus

SatelliteCampus

SatelliteCampus International

Campuses

InternationalCampuses

Student CommonsNew

Bldg. B

New Bldg. A

Renos / Misc.

Growth Plans Online

Learning

LeasedSpaces

LeasedSpaces

SatelliteCampuses

SatelliteCampuses

“Bricks” Master Planning “Clicks” Planning

Online Campus

Algonquin is Using Integration and Innovation to Pursue a Transformative Change Planning Paradigm

Main CampusMain Campus

SatelliteCampus

SatelliteCampus

SatelliteCampus

SatelliteCampus

Student Commons

New Build

Admission/ Registration

Student Support Services

Faculty Offices

Head Quarters?

LeasedSpaces

LeasedSpaces

International Campuses

International Campuses

Renos / Misc.

Growth Plans

New Build

Integrated College Development Planning - ICDP

ICDP Strives to Create an “Edgeless College”

Alumni

Homes

Business / Industry

“Main”Campus

SatelliteCampuses

InternationalCampuses

Cities / Towns / Communities

The World

OtherCampuses / Leased Sites

OtherUniversities /

Colleges

Digital Campus Infrastructure

“The Edgeless University: Why Higher Education Must Embrace Technology” by Peter Bradwell http://dera.ioe.ac.uk/23211/

What Is ICDP?

ICDP is a dynamic framework approach to college development planning that merges

thinking about physical and digital environments and supports agile,

evidence-based and principled decision-making to respond to accelerating change

and the disruptions confronting higher education

Elements of the Integrated College Development Planning (ICDP) Framework

Principles

• To describe our emerging strategic directions and guide change over time

• Ensure that individual decisions incrementally build towards a preferred future

Processes

• To engage in dialogue to describe preferred futures over 3 horizons:• Short-term (0-5

years)• Mid-term (5-15

years)• Long-term (15-

30 years)• Stakeholder

engagement to create Project Visions and Principles (PVPs)

Tools

• To envision a desired future state:• Infrastructure

strategies• Analytical tools

and models• Integrated

Campus Development Plans

• Precinct Plans...

Priority Projects

• To address short- to mid-term priorities, opportunities, and/or regulatory requirements

• The Framework Principles allow these priority projects to be implemented with confidence and success

What’s Different About ICDP?

Traditional Campus Master Planning is usually employed to lead a conversation around building to grow at a specific

campus

ICDP changes the conversation

Integrated College Development Planning is structured to engage in more timely conversations about accommodating

College-wide growth in optimized physical and digital environments.

The Framework

College Life• Model a pre-emptive

college• Re-imagine experiential

learning• Promote healthy living• Stimulate engagement

and collaboration• Create a year-round 24/7

college• Recognize that learning

can occur anywhere, anytime, and any way

Environments• Create model learning, working,

social, and living environments for a 21st century higher education institution

• 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

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

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

first-mover advantage

Our Planning Core – The ICDP Framework(v. 2014.03.24)

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• Advance the democratization of vocational

education

http://www.algonquincollege.com/icdp/

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• Advance the democratization of vocational

education

Core Principles:Algonquin Connected

Unify the College / Recognize local campus differences

Strategic linkages

Always ask: “Why is each initiative valuable

for learning?”

Break the rigid “iron triangle” mindset for higher education

The T-P-D-L Logic Model

Continuous Improvement - Reflect / Revise / Improve

Think Plan Do Learn

The T-P-D-L Loop + Integrated College Development Planning

Think Plan Do Learn

Continuous Improvement - Reflect / Revise / Improve

DORenovation

Projects

Installation Programs

New Building Projects

PLAN

Design Guidelines

Various Plans

THINK

Project Vision and Principles

(PVPs)

LEARNContinuous Improvement Reflect / Revise / Improve

ICDP Framework Principles

Infrastructure Strategies

The Planning Principles

College Life•Model a pre-emptive college

•Re-imagine experiential learning

•Promote healthy living•Stimulate engagement and collaboration

•Create a year-round 24/7 college

•Recognize that learning can occur anywhere, anytime, and any way

Planning Principles:College Life

Proactively take advantage of new

and emerging opportunities

Leverage mobile technology – the

current ‘game changer’

Leverage the value of infrastructure investment and access to the client

Create opportunities for learning and for internal and external community engagement

Actively promote openness,

transparency and interaction

Lifestyle enhancement among students, employees and our communities

Mobile Learning:Learn Anywhere Planning

Common Areas

Learning Spaces

Learn Anywhere

Digital Spaces

Integrated College

Development Planning

Learning Support

Hubs

Social / Event Hubs

Environments•Create model learning, working, social, and living environments for a 21st century higher education institution

•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

Planning Principles:Environments

Maximize the value to learning

of solutions

Think of “space” as the place

where students and knowledge

meet

“Optimize-to-grow” over “build-to-grow” investments

Activity can be accommodated by a range of options in this continuum

Synchronous OnlineBothOff-CampusOn-Campus

Exploring the Teaching and Learning Environment Continuum

Physical Environments

Digital Environments

On-

Cam

pus F

ull-t

ime

Onl

ine

Dist

ance

Edu

catio

n

3D Im

mer

sive

Wor

lds

Fiel

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acem

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Blen

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/ Hyb

rid L

earn

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Sim

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ion

Cent

res

Livi

ng La

bs Le

arni

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nter

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s

OER

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pen

Educ

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)M

OO

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Cour

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earn

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Augm

ente

d Re

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The

Inte

rnet

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hing

sFl

ippe

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assr

oom

(Preliminary – Needs refinement of categories and types of environments…)

Leas

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pace

Trai

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Part

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IPE

– In

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Mob

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Skyp

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Khan

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Livi

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Lear

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Env

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Synchronous OnlineBothOff-CampusOn-Campus

Exploring the Work Environment Continuum

Physical Environments

Digital Environments

Dedi

cate

d as

signe

d of

fice

spac

e

The

“clo

ud”

3D Im

mer

sive

Wor

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Wor

k fro

m h

ome

Mob

ile W

ork

Envi

ronm

ents

(Preliminary – Needs refinement of categories and types of environments…)

Leas

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spac

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shop

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Skyp

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Shar

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Text

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Info

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Mee

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Tele

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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 inter-

professional education synergies• Clustering for innovation /

incubation• New types of production /

support facilities for digital education

• 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

Digital Place-Independent Activity

Blending The Highest + Best Use Of Both Types of Environments

Game Changer:Mobile Technologies

• Algonquin College has gone BYOD (Bring Your Own Device)– As of Fall 2013, all new students arriving on campus are

expected to purchase a mobile device as recommended by their respective program

• Most students carry 1 or 2 additional devices with them.

– Measures have been implemented to assist students in need• Impacts:

– IT wireless infrastructure– Power distribution– Learning space design– Teaching pedagogy

Bring Your Own Device (BYOD) Programshttp://www7.algonquincollege.com/byod/

The Standard Mobile Classroom:Technologically Enhanced / Traditional Lecture

Pedagogy

Access to power

Access to the Internet – wirelessly / selectively wired

Technologically enhanced at front of room

Collaborative Mobile Classroom:Technologically Enhanced / New Active

Learning Pedagogy

New Pedagogy – Active Seating Environments

c. Sept. 2013

Desktop Computer Labs Are Disappearing

Before

Being Replaced by New / Renewed Learning Environments

After

Computer Access Centres Disappearing

Being Replaced by Mobile Learning Centres – Informal and Social Learning Spaces

Collaboration Spaces

Mobile Learning Environments in Common Areas

Embracing Change:New Work Environments Deployment

Innovators Early Adopters

Early Majority

Late Majority

LateAdopters

Identify Game

Changers / Disruptors

Explore and Decide on a

Direction

Stage Deployment

Learn and Refine at Each Step

Mobile workingInterdisciplinary collaborationRe-evaluating need for assigned workstations

Research promising practicesIdentify trendsDialogue with the community / stakeholders

Pilot ProjectsDeployment subject to self-identifying teams and funding approvals

Subsequent deployment based on lessons learned in previous phases

Work Environments:Current and Future State Analysis

Current State

Work as a Place

Clustered Teams in Physical Spaces

No / Little Choice of How + Where to Work

Assigned Stations

Future State

Work as an Activity

Flexible Teams Meeting in Physical + Digital Spaces

More Choice of How + Where to Work

Mix of Assigned / Non-Assigned Stations

Rethinking Work Environments at Algonquin:A Blended Solution

The 21st Century Work

Environment

Assigned Stations(Where needed)

Do You Need One?

How Will You Use It?

Non-Assigned Stations

What do you need to work

effectively today?

Create a variety of work

environments

New Ways of Working

How do you want to work?

Mobile working / Flexible working

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 first-mover advantage

Planning Principles:Practice

Through a balanced STEEP decision making lens

By involving our broader internal and

external communities

Through the development of

nimble tools, models and analytics

Through innovation vigilance ofpotential disruptive technologies and other driving forces we should be able to move early and quickly

By actively reflecting on the

consequences of possible future

scenarios

Through integrated scenario based planning

The Trajectory of Accelerating Change

Years

Chan

ge

3050 15

“Humans tend to overestimate the speed of technological development in the short term…

…but seriously underestimate it in the

longer term.”

Short-term Mid-term Long-term

Don Tapscott reviewing Ray Kurweil’s book “How to Create a Mind”(Globe and Mail, February 9, 2013)

Exponential change based on doubling every 2 years

The Trajectory of Accelerating Change

Years

Chan

ge

3050 15

“Humans tend to overestimate the speed of technological development in the short term…

…but seriously underestimate it in the

longer term.”

Short-term Mid-term Long-term

Don Tapscott reviewing Ray Kurweil’s book “How to Create a Mind”(Globe and Mail, February 9, 2013)

Exponential change based on doubling every 2 years

Scenario PlanningStrategic Planning

Build Future Awareness:STEEP Taxonomy – A 360-Degree View

To explore further, see examples of “Driving Forces” at ScenarioThinking.org: http://scenariothinking.org/wiki/index.php/Driving_Forces

Social

Technological

EconomicEnvironmental

Political

ICDP Strives to be Applied Futurism - Embracing Change To First-Mover Advantage

Be Reactive

• Ignore signs of change and rely on crises modes of management

• Least desirable / most costly over time

Be Proactive

• Anticipate what is probable and plan for it as best you can

• A bit like treading water

• Scenario planning looks at multiple possible futures

Be Innovative

• Envision a preferred, desired future and make it happen

• “The best way to predict the future is to create it” Peter Drucker

>X ↑http://www.forbesgroup.com/inner2.iml?mdl=articles.mdl&ArticleID=72&ArticleCat=9

• Specific strategies to meet objectives•E.g.. Use a wide-range of native plants in landscaping to enhance biodiversity on the site

Project Vision and Principles – A Narrative for a Desired Future State

• Broad statement of purpose – the Why• Provides direction & inspiration

Vision Statement

• Key themes, High Level• Abbreviated version of Guiding PrinciplesAreas of Focus

• Broad statement of direction and intent• Articulate the area of focus

Guiding Principles

• Specific actions or targets associated with each principlesObjectives

Gui

ding

Prin

cipl

esVi

sion

Ottawa 5-Year Campus Development Plan Development Vision and Principles

69

Activate our communities for learningCultivate connections with our internal and external communities to establish collaborative and dynamic learning environments both on and off campus

Integrate into our community fabricTransition the campus to become an outward facing, dynamic and urban asset at the heart of our community, with the physical and digital infrastructure to enable anytime, anywhere access to learning, social and economic activity

Design attractive college spacesCreate inspiring and dynamic spaces that support vibrant and rich learning, working, social and living experiences on campus

Actively steward resourcesSustainably manage existing facilities and growth to maximize value today and into the future

Provide a 21st century campus where people, practice, and possibilities meet

http://www.algonquincollege.com/icdp/practice/woodroffe-campus-5-year-campus-development-plan/

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

Planning Principles:Infrastructure

Activity can be accommodated by a range of options in this continuum

Achieve this in both physical and digital environments

Reflect our vision, mission, values

and brand everywhere

Traditional Infrastructure Planning for Bricks and Clicks

Physical Bricks

Digital Clicks

Coordination

Integrating Infrastructure Planning for Bricks and Clicks

Physical Bricks

Digital Clicks

Intelligent Buildings• Navigating the

convergence of buildings and technology

• i.e.: AV, ICT, BAS, lighting control, power over ethernet, internet of things…

Best Value• Comparative $/FTE

for online vs. on-campus vs. blended education

Functional Programming• Where best to

accommodate activities

Need to define the common ground and develop new planning expertise and roles

Creating Environments• Exploring the

physical / digital continuums for learning, work, and social environments of the 21st c. campus

• Highest and best use of each environment

Optimize physical

space (bricks)

Build capacity in

digital space (clicks)

Integrate planning of bricks and

clicks

Manage space

resources strategically

An Integrated Roadmap to Our New Realty

Build Resilience

Renewal and Reinvention will carry the day

What Does Success Look Like?