Integrated College Development Planning – A New Spin on Master Planning Presented by: John Tattersall + Phil Rouble Algonquin College, Ottawa, Ontario,

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 Algonquins ICDP process and lessons learned to-date.

An era of unprecedented accelerating technological change Higher Education in the 21 st Century An era of unprecedented opportunity An era of unprecedented austerity

The Democratization of Higher Education is Locked in a Triad of Quality, Access and Cost Conventional old think locks this into a rigid Iron Triangle relationship Cost Quality Access Sir John Daniel Internationalisation, Regionalisation and Globalisation: Breaking out of the Iron Triangle http://www.youtube.com/watch?v=V_2pEAmlylo&NR=1 Reduce Increase Reduce Increase Reduce Increase

STOP Thinking This Way! !

Society Expects Us to Do More With Less in the 21 st Century They KNOW things need to be change. They EXPECT higher education to innovate and transform! Cost Quality Access Sir John Daniel Internationalisation, Regionalisation and Globalisation: Breaking out of the Iron Triangle http://www.youtube.com/watch?v=V_2pEAmlylo&NR=1 Increase Reduce

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 Adjust to Our New Realty Build Resilience Renewal and Reinvention will carry the day

Traditional Master Planning Reinforces an Incremental Change Planning Paradigm Main Campus Satellite Campus Satellite Campus International Campuses International Campuses Student Commons New Bldg. B New Bldg. A Renos / Misc. Growth Plans Online Learning Leased Spaces Leased Spaces Satellite Campuses Satellite Campuses Bricks Master Planning Clicks Planning

Digital College Algonquin is Using Integration and Innovation to Pursue a Transformative Change Planning Paradigm Main Campus Satellite Campus Satellite Campus Satellite Campus Satellite Campus Student Commons New Build Admission/ Registration Student Support Services Faculty Offices Head Quarters? Leased Spaces Leased Spaces International Campuses Renos / Misc. Growth Plans New Build Integrated College Development Planning - ICDP

Algonquin Connected to the World Alumni Homes Business / Industry Main Woodroffe Campus Satellite Campuses International Campuses Cities / Towns / Communities The World Other Campuses / Leased Sites Other Universities / Colleges Digital Campus Infrastructure Algonquin College Vision 2020 The Connected College Website http://www2.algonquincollege.com/vision-2020/http://www2.algonquincollege.com/vision-2020/

Integrated College Development Planning - ICDP Integrated College Development Planning Digital College Development Planning (Clicks) Digital College Plans Online Learning Environments Virtual Work Environments Online Support Services ICT Infrastructure Internal / External Campus Development Planning (Bricks) Woodroffe Campus Development Plans Land Use Plan Facilities Plan Development Opportunities Capital / Advocacy Plan Pembroke Campus Development Plans Perth Campus Development Plans Satellite Campus Plans Integration of Inputs and Influences Merging

Integrated College Development Planning Supports Decision Making Working in a Void Out of Date Plan on a Shelf 1990, 1999 Current Thinking Summary Precinct Studies Based on Educated Assumptions Updated Approved Plan Planning Framework A Dynamic Assembly of Parts Always in Beta Development More Questions Than Answers More Answers / More Informed Decisions / More Opportunities Quality of Outcomes -+ Where We Were Where We Are Heading

The Framework

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 21 st century higher education institution 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 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 competitive advantage Our Planning Core The ICDP Framework (v. 2013.09.30 Current Draft in Review) 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

Algonquin Connected to the Future: Our Planning Horizons Algonquin 2042 Our 75 th Anniversary Long-term principles, scenario planning of possible futures Algonquin 2027 Our 60 th Anniversary Mid-term trends and scenario thinking Algonquin 2017 Our 50 th Anniversary Short-term vision, strategic planning 5 year capital plan Algonquin 2013-2015 Immediate term 3 year business plan Algonquin Today Current year budget / business activity Framework THINK (Fluid) PLAN (Flex) DO (Fixed) LEARN

The Trajectory of Accelerating Change: 3 Waves of Opportunity? Years Change Assuming exponential change based on doubling every 2 years 2042201720122027 System Transformation Digital + Science Revolutions Reinvention of the Human Experience Short-term Mid-term Long-term

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 Core Principles: Algonquin Connected Unify the College / Recognize local differences Strategic linkages Why is (x 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 ThinkPlanDoLearn

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 ThinkPlanDoLearn Continuous Improvement - Reflect / Revise / Improve LEARN Continuous Improvement Reflect / Revise / Improve

The Planning Principles

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 21 st century higher education institution Planning Principles: College Life Leverage the value of infrastructure investment and access to the client Think of space as a place where students and knowledge meet Leverage mobile technology the current game changer

Three Broad Categories of Learning Environments Formal Learning Structured learning activities Classrooms Labs Shops Informal Learning Coaching and mentoring Mobile learning centres (sometimes includes some social learning environments) Co-op, work experience Reading 24/7 access to webinars, videos, books, articles and content Living labs Learning enterprises Augmented reality Social Learning Learning and knowledge sharing in collaborative environments Social content sharing wikis, blogs, social media / tools, social bookmarking Communities of practice (Etienne Wenger) Telus Learning and Collaboration Strategy Dan Pontefract, An Infographic Depicting Learning & Collaboration in Action, Telus http://www.danpontefract.com/an-infographic-depicting-learning-collaboration-in-action/

Learn Anywhere Planning Common Area Planning Learning Space Planning Learn Anywhere Digital Space Planning College Development Planning Learning Support Hubs Planning Social / Event Hubs Planning

Innovation Adoption Lifecycle From Wikipedia Technology adoption lifecycle February 19, 2013 http://en.wikipedia.org/wiki/Adoption_curve InnovatorsEarly Adopters Early Majority Late Majority Laggards Identify Disruptor / Game Changer Commit to Direction Stage Deployment Learn and Refine at Each Step

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-and- Mortar Learning Space to Mobile / Online Desktop Computer Labs Disappearing Desktop computers displaced by broad adoption of student- owned 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, active- learning 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 low- hanging 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

Specialized Labs Becoming Less Specialized c. September 2013

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 campusesmore 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

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 Planning Principles: Practice Through a STEEP decision making lens By involving our broader internal and external communities Through the development of nimble tools, models and analytics Through innovation vigilance of potential 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

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

Scenario Planning A Key to Mastering Accelerating Change: Scenario Planning Years Change Assuming exponential change based on doubling every 2 years 2042201720122027 System Transformation Digital + Science Revolutions Reinvention of the Human Experience Short-term Mid-term Long-term Strategic Planning

Scenario Planning Is A framework for building organizational readiness to master accelerating change About engaging communities in dialogue about the future with the aim of describing several possible relevant futures About focusing on the consequences of these possible futures to build resilience in response to our unfolding future About setting direction and making agile course corrections An instrument to encourage innovation and entrepreneurship and create competitive advantage About supporting better decision making Scenario planning is not about drawing the map to the future but rather building the ship and training the crew to get us there

Broadening From a SEE to a STEEP Decision-Making Lens Social Economic Environmental 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 S ocial T echnological E conomic E nvironmental P olitical

Broadening From a SEE to a STEEP Decision-Making Lens S ocial T echnological E conomic E nvironmental P olitical To explore further, see examples of Driving Forces at ScenarioThinking.org: http://scenariothinking.org/wiki/index.php/Driving_Forces Disruptions will be profound Acceleration is driving the conversation Austerity and end of growth pressures are becoming embedded Impacts may generate black swan events Agendas will focus competition for scarce resources and public accountability

Planning Principles: Environments 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 Activity can be accommodated by a range of options in this continuum Think of space as the place where students and knowledge meet Optimize-to- grow over build-to-grow investments

Synchronous Online BothOff-CampusOn-Campus Exploring Teaching and Learning Environment Continuums Physical Environments Digital Environments On-Campus Full-timeOnlineDistance Education 3D Immersive WorldsField PlacementBlended / Hybrid LearningSimulation Centres Living Labs Learning Enterprises OERs (Open Educational Resources) MOOCs (Massive Open Online Courses) Traditional applied, experiential learning Augmented RealityThe Internet of ThingsFlipped Classroom (Preliminary Needs refinement of categories and types of environments) Leased Space Training in Off-Campus Partner Facilities IPE Interprofessional Education Mobile Learning Environments SkypeWeb Conferencing Learning / Content Management Systems Khan Academy Living / Learning Environments

Synchronous Online BothOff-CampusOn-Campus Exploring Work Environment Continuums Physical Environments Digital Environments Dedicated assigned office space The cloud 3D Immersive WorldsWork from home Mobile Learning Environments (Preliminary Needs refinement of categories and types of environments) Leased office space Coffee shops SkypeWeb Conferencing Shared office space Hoteling office space TextingWikisSharepoint Informal spacesMeeting rooms TelecommutingVirtual / distributed teams The briefcase office LinkedInTeleconferencing

Synchronous Online BothOff-CampusOn-Campus Exploring Social Environment Continuums Physical Environments Digital Environments Recreation / Sports facilities The cloud 3D Immersive WorldsBars Mobile Learning Environments (Preliminary Needs refinement of categories and types of environments) Restaurants Coffee shops Skype Theatre Lounges TextingSocial media Facebook, Goolgle+ Informal spacesCoffee shopsCafeteriasInternet cafes Online gamesHomes Residences Greenspaces / courtyards MMOGs Massively Multiplayer Online Games

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 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 Space

Colleges Ontario Facilities Standards and Inventory (COFSI) InputsProcessOutputsOutcomes Space and Activity Data Space data All owned and leased space is captured as of mid-October in update years Initial report updated to Feb 2013 Activity data Scheduled activity snapshot Fall 2012 - Week of Day 10 Based on 45 hour scheduled week Staffing FTE Fall 2012 as reported to the College Employer Council Enrolment Data 2011-12 - Survey of Full College Activity (unweighted FTEs) as reported to the Ontario College Application Services (one year lag) Building System- wide Consistency Space and activity data is collected and classified by each College Storage at OCAS data warehouse Each College has access to full system-wide data Oversight by Colleges Ontario Advisory Committee Metrics Report to Ministry of Infrastructure and MTCU every 3 years (Project) Originally intended to be on 1 year cycle (Process) Access to system-wide space inventory data Consistent classification of space appropriate to College space needs Mapping of College space classifications to Council of Universities (COU) space classifications Space guidelines Based on a lower end and upper end range Not intended as standards nor entitlements Evidence-Based Decision Making System-wide consistent database of physical space and usage Potential tool for capital funding advocacy to pursue appropriate and fair share allocation of limited funds between the university and college sectors Potential for the optimization of physical facility assets on a system-wide scale Potential for the development of a more rational evidence- based capital allocation process to support growth in the Ontario higher education system 53

Using the COFSI Initiative This is an unprecedented opportunity to rationalize capacity planning for Colleges For some Colleges, this data may trigger a culture shift and a rethinking of strategies Learning how to use the data could provide competitive advantage Advocacy Capital allocation model Guidelines Demonstration of need Evidence-based decision making Need to be able to compare apples to apples with universities to compete for limited funding Accountability Best practices Benchmarking Demonstrate value for money to public Responsible use of resources Stewardship / Leadership Optimization and continuous improvement Highest and best use of scarce resources Innovation in accommodating activity Maximize value of investments Total cost of ownership will still continue to challenge institutions (ie: operating and maintaining space; disposal)

SF / FTE by College Size Group College Size GroupCollege SF/FTE Mid-sizeConestoga120.3 Durham84.9 Fleming110.4 Georgian83.9 La Cite Collegiale117.6 Niagara88.6 St. Clair124 St. Lawerence104.7 College Size GroupCollege SF/FTE SmallCambrian140.3 Canadore150.9 College Boreal219.3 Confederation145.9 Lambton130.6 Loyalist133.3 Northern218.1 Sault138.1 College Size GroupCollege SF/FTE LargeAlgonquin71.9 Centennial74.8 Fanshawe96.8 George Brown72.6 Humber56.5 Mohawk84.8 Seneca76.8 Sheridan70.5

Size Matters Larger colleges can accommodate more students in less space Smaller colleges need more area per FTE

A Build to Grow Approach and the Cost for the College Sector to Close the Gaps Advocacy efforts in this direction will be challenged by current realities Physical Space (SF) FTE (2011-12) Benchmark (System Average) (SF / FTE) COFSI Guidelines Low End of Range (SF / FTE) COFSI Guidelines High End of Range (SF / FTE) College System25,912,134288,69289.8106.1129.2 Costs to Close the Gap ($M) Capital Costs (Assuming $400 / SF)$1,882.3$4,549.8 Annual Operating Costs (Assuming $10 / SF / Year)$47.1$113.7

Algonquin is Advocating an Optimize-To- Grow Approach First Redirect capital savings from cost avoidance to: Deferred maintenance Increased online capacity Modernization / renewal of legacy facilities Physical Space (SF) FTE (2011-12) Optimize Over Time (For Illustration) (SF/FTE) Benchmark (System Average) (SF / FTE) COFSI Guidelines Low End of Range (SF / FTE) COFSI Guidelines High End of Range (SF / FTE) College System25,912,134288,6928089.8106.1129.2 Costs to Close the Gap ($M) Capital Costs (Assuming $400 / SF)-$1,131.7$1,882.3$4,549.8 Annual Operating Costs (Assuming $10 / SF / Year)-$28.3$47.1$113.7

Preliminary Woodroffe Gross Square Foot (GSF) / Headcount Dashboard GSF / Headcount Significant Challenges ("Pain-point") Mobile Learning Initiative Mostly In Place Upper Level of Affordability Increased Flexibility GSF / Headcount Each peak represents a new 120,000 GSF building

% Estimated Headcounts Fall 2013 Fall 2017 Fall 2027 Fall 2042 College Growth Rate 3% 20530231073105348380 Pembroke Growth Rate 1% 987102711341317 Perth Growth Rate 1% 258268296344 Online Growth Rate 10% Short-term 330483 Online Growth Rate 5% Mid + Long-term 7871636 Woodroffe Headount Growth18956213292883645084 Woodroffe GSF / Headcount Threshold for New Construction 65 GSF / HeadcountOur acceptable "pain-point" Short- term Mid- term Long- termTotal Investment Capital Investments ($Ms)$93$278$1,520$1,891 Annual Facilities Operating and MaintenanceTotal Annual Increment Incremental Annual Facilities O+M ($Ms / year) $1.5$5.1$21.9$28 $M / per year Preliminary Woodroffe Scenario Based on 3% College Growth Rate

Preliminary Woodroffe GSF / Headcount Dashboard 3% College Growth Rate / 15% Online Growth GSF / Headcount Significant Challenges ("Pain-point") Mobile Learning Initiative Mostly In Place Upper Level of Affordability Increased Flexibility GSF / Headcount Each peak represents a new 120,000 GSF building

Preliminary Woodroffe Scenario Based on 3% College Growth Rate / 15% Online Growth % Estimated Headcounts Fall 2013 Fall 2017 Fall 2027 Fall 2042 College Growth Rate 3% 20530231073105348380 Pembroke Growth Rate 1% 987102711341317 Perth Growth Rate 1% 258268296344 Online Growth Rate 15% Short-term 345603 Online Growth Rate 15% Mid + Long-term 244119864 Woodroffe Headount Growth18941212082718226856 Woodroffe GSF / Headcount Threshold for New Construction 65 GSF / HeadcountOur acceptable "pain-point" Short- term Mid- term Long- termTotal Investment Capital Investments ($Ms)$93$183$246$522 Annual Facilities Operating and MaintenanceTotal Annual Increment Incremental Annual Facilities O+M ($Ms / year) $1.5$3.4$4.0$9 $M / per year

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 Reflect our vision, mission, values and brand everywhere Achieve this is both physical and digital environments

Traditional Infrastructure Planning for Bricks and Clicks Physical Bricks Digital Clicks Coordination

Integrating Infrastructure Planning for Bricks and Clicks Physical Bricks Digital Clicks Capacity Planning Relationship between online, blended, and on- campus activity Net Cost/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 planning expertise Planning the learning, work, and social environments of the 21 st century campus

The T-P-D-L Loop + Wayfinding ThinkPlanDoLearn Continuous Improvement - Reflect / Revise / Improve LEARN Continuous Improvement Reflect / Revise / Improve

The T-P-D-L Loop + Transportation ThinkPlanDoLearn Continuous Improvement - Reflect / Revise / Improve LEARN Continuous Improvement Reflect / Revise / Improve

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 21 st century higher education institution 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 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 competitive advantage Our Planning Core The ICDP Framework (v. 2013.09.30 Current Draft in Review) 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

Documents

Integrated College Development Planning – A New Spin on Master Planning Presented by: John Tattersall + Phil Rouble Algonquin College, Ottawa, Ontario,