Campus Planning and Design Insights by Ayers Saint Gross

CAMPUS PLANNING AND DESIGN INSIGHTS SUMMER 2021

This is a time for higher education to think critically about the future of space to enhance how we work, learn, and connect. Ayers Saint Gross has a longstanding commitment to sharing research about planning and design for higher education. In 2020, we collected insights from college and university leaders about the impacts of COVID-19 on the physical campus and published our findings. In July 2021, we conducted a follow-up survey to gather lessons learned about the past year and insights about campus resiliency and change. We received 59 responses from 47 institutions and are thankful to every participant for their insights. The survey revealed a general optimism about higher education’s ability to adapt and meet challenges. There is an openness to change, a sense of flexibility, and a renewed focus on the campus experience for students, which was missed by many this past year. At the same time, there is a distinct recognition of the role uncertainty plays in the future. The pandemic, climate change, and diversity, equity, and inclusion will continue to have a role in shaping the physical campus. Where do these trajectories lead you? In the following pages we explore three key themes:

Key Themes

OPPORTUNITY FOR ACTION

HOLISTIC APPROACH TO STUDENT SUCCESS

RESILIENT AND SUSTAINABLE THINKING

OPPORTUNITY FOR ACTION

Prioritizing Change—Then and Now

For decades, higher education has talked about modernizing instructional space. Office space has long been recognized as inefficient, yet resources are largely invested in advancing other institutional priorities. For both of these space types, the pandemic has created an opportunity to envision large-scale change. Right now is a unique opportunity for action.

In our survey conducted in summer 2020, institutions cited dining, teaching labs and studios, and lecture-based classrooms as the spaces that required the most physical change to reopen. Now, institutions cite office space, collaboration and study space, and lecture-based classrooms as the spaces that require the most change to meet future campus needs. Spaces ordered by FICM Code Classroom (Lecture-Based) Classroom (Active Learning)

Instructional Space

Office Space

Time away from campus reinforced the value of in-person

Offices have not been as quick to return to in-person operations

instruction. Institutions resolve to welcome students into the

as instructional space, and the future of the physical workplace is

classroom this fall if they haven’t already. At the same time, many

unresolved for many institutions.

plan to integrate the best of remote learning to create hybrid and flexible learning environments. • Nearly three quarters of participating institutions plan for all labs and studio courses, student services, and research to be in person in fall 2021. Over half plan for all lecture courses and faculty office hours to be in person. • Over half of institutions saw negative impacts to the campus experience from changes to lecture courses, labs and studio courses, and student services this past year. Few report positive impacts. • The remote experiment is not being set aside. Many are embracing new technology and learning methodologies to enhance classrooms, welcome diverse guest lecturers, and support greater equity and access for non-traditional students.

Advances in technology prompted by COVID-19 can provide flexibility in the future. Plan for adaptable (able to serve a new use) and flexible (easily modified) space that can evolve with new practices and technology over time.

Ayers Saint Gross—2021 // Campus Planning and Design Insights

• Office space was most frequently selected as the space that requires the most physical change to meet future needs. • Only about a quarter of institutions see their fall office plans as permanent. Over half report either blended or unknown futures for faculty and staff workplaces. • Last year, workplace changes focused on technology to support remote work as an immediate response to the pandemic. Now, we see attention focused on the physical office environment and how it can be adapted to new expectations for safety and function. • Many respondents commented that remote work has saved time, provided efficiencies, and may have the potential to free up valuable campus space in the future.

Teaching Labs & Studios Research Labs Office Space Library Collaboration + Study Space Athletics Recreation Large Auditorium + Performance Space Dining Student Services Space Support + Facilities Space Student Health Care + Counseling Facilities Residential Facilities Campus Open Space

The single-person, enclosed office is a significant portion of the non-

Other

residential space on campus that has been historically resistant to

change. The upheaval caused by COVID-19 provides an opportunity to

Percent Responding

rethink the workplace.

Summer 2020 Spaces that will require the most physical change to reopen (data from summer 2020)

Summer 2021 Spaces that will require the most physical change to meet the needs of your institution’s “next normal” (data from summer 2021)

HOLISTIC APPROACH TO STUDENT SUCCESS Central to enhancing the student experience is creating a supportive environment that promotes success for all students. We see throughout the survey a renewed focus on the campus experience and an opportunity to invest in a holistic approach to support students’ mental, physical, and social well-being.

Investment in Space What are the long-term impacts you envision to your institution?

Enrollment will grow

Enrollment will decline

The campus footprint will grow

Student Experience and Investment in Space

Student Success and Student Services

After the past year of disruption, strengthening the holistic student

Student success is one of the core objectives of higher

experience is a priority.

education. Every college or university provides a comprehensive

• Over half of participating institutions plan to increase investments in student-centric space as a long-term outcome of the past year. • Over half plan for increased investments in classrooms. • Nearly half plan to increase investments in outdoor and open space. Multiple respondents shared that outdoor spaces are being embraced in new ways. • Traditional patterns of use have been disrupted. Institutions are rethinking where and how their campus footprint will retract or grow or simply change.

Focus planning efforts on connecting students to your institution at as many scales as possible, creating a richness of experience that leads to lifelong engagement and success.

The campus footprint will shrink

set of services and resources aligned to their students’ diverse and unique needs. These services have not been holistically reconsidered at a national level for decades. The challenges of the past year reinforce the need to reexamine how institutions support students’ mental, physical, and social well-being. • Several of our survey respondents commented that delivering student services in a virtual environment, including counseling and outreach, were effective ways to connect and support students over the past year. • We see in our ongoing planning and design work an increased

We will increase investments in student-centric spaces We will increase investments in outdoor spaces/open space We will increase investments in classrooms We will increase investments in housing

connection between comprehensive health and well-being and the need to implement new strategies and spaces to better

serve students, faculty, and staff.

Percent Responding

• We also see increased discussions about student onboarding and enrollment, and the need for new resources that support student decision-making that are aligned with their needs.

Thoughtful, holistic programming and design strategies that consider the diverse and unique needs of the campus community—transformation of student service delivery models, enhanced virtual access to resources, spaces for meditation, connections to the outdoors, layered thresholds that encourage collaboration—can create more inclusive environments that promote success, health, and belonging.

Ayers Saint Gross—2021 // Campus Planning and Design Insights

RESILIENT AND SUSTAINABLE THINKING Nearly two thirds of our survey respondents say the past year reframed their vision of resiliency and sustainable operations. As colleges and universities envision a more resilient future, improving space, improving strategy, and improving equity can be seen as complementary—they all work together.

Diversity, Equity, and Inclusion

Resilient and Flexible Systems, Investing in Aging Facilities

New perspectives on diversity, equity, and inclusion (DEI) are

Disruptive events and disasters, both natural and man-made,

shaping the future of campus space.

are increasing world-wide. No campus is immune. Building and

• 69% of participating institutions indicate their perception of DEI changed in the past year. 81% of those who changed their perception report that shift will have an impact on the future of planning and design of space on their campus. • Some institutions have a clear strategy and action plan for advancing DEI. Most institutions know that DEI has an impact and are trying to figure out what it means for their campus and physical space. • Multiple respondents commented that they plan to invest in affinity spaces to foster well-being and belonging with a greater

sustaining resiliency requires a holistic, systems-based approach and thoughtful and intentional prioritization of investments. • Nearly two thirds of respondents say the past year reframed their vision of resiliency and sustainable operations.

69%

said yes, the perception of equity, diversity, and inclusion changed in the past year

23%

Answered No

No Response

renovation. About half plan for more new construction. • Several comments referenced the need for continued investments in infrastructure, including technology and digital resources, sustainability, and energy systems.

81%

of those who said yes see equity, diversity, and inclusion impacting the future of planning and design of space on their campus.

13%

Answered No

No Response

Outlook on Capital Improvement What does the future of capital improvement look like on your campus?

• As institutions invest in new and renovated facilities, they should look for ways to unlock flexibility and decrease resource

department focused on DEI initiatives or increased community

consumption to combat climate change. Evaluate opportunities

outreach.

holistically to ensure the benefits of renovation and renewal, campus-wide energy management, integrated transportation, and stormwater management are understood comprehensively.

of thinking, operating, planning, and designing. It demands a holistic approach and processes.

Has the institution’s perception of equity, diversity, and inclusion changed in the past year?

• About three quarters of participating institutions plan for more

focus on access. Others cited the addition of a new office or

Diversity, equity, and inclusion is not one, but many things—a way

Diversity, Equity, and Inclusion

Developing a long-range, systems approach to campus and community planning will be increasingly essential to building resiliency, flexibility, and economic, environmental, and social sustainability.

More renovation More new construction Divestment of facilities Demolition of facilities We’re discussing it None of the above 0

Percent Responding Ayers Saint Gross—2021 // Campus Planning and Design Insights

SILVER LININGS

Ayers Saint Gross Team

We asked respondents to share unexpected silver linings about their experiences over the past year. The responses ranged from lessons learned to new outlooks and opportunities for the future. While the higher education landscape is constantly evolving, we hope this summary provides a window into the experience of campus planning and design in this uncertain time.

Ayers Saint Gross is an employee-owned design firm focused on higher education and other mission-driven clients. Founded in 1912, we have built a reputation for creating environments of enduring value through our interdisciplinary expertise in architecture, planning, landscape architecture, interiors, graphic design, and space analytics.

Silver linings from the past year: • Increased confidence and agility in pivoting to remote work and teaching in the future • Established new connections across departments and campuses with multiple locations • Expanded beyond comfort zone • Did more with less and made better use of technology • Adapted to new challenges. Teams worked together in new ways. • Reinforced the importance of flexibility • Provided an opportunity to assess space and tackle deferred maintenance

• Lower occupancy on campus made maintenance and construction work easier. • Remote technology and meetings were effective, increased participation, saved time, and may have the potential to free up valuable campus space in the future. • Remote technology offered new instructional opportunities, including engaging diverse guest lecturers, that will be carried into the future. • The quality of online teaching and learning improved. • Remote technologies improved student services access.

Methodology This survey was born out of a desire to help our clients by gathering insights about how COVID-19

Ayers Saint Gross

will impact college and university campuses. In July 2021 we sent a survey to individuals in the academic,

ayerssaintgross.com

administrative, facilities, and student life departments of higher educational institutions across the United

Baltimore, MD

States who have a relationship with Ayers Saint Gross. 59 responses were received from 47 institutions. 62% of

Tempe, AZ

institutions from which we received responses were public 4-year, 8% were public 2-year, and 30% were private.

Washington, DC

66% had a Carnegie Classification of doctoral university with high or very high research activity. Unless noted or described in text as “respondents,” data was weighted by institution. The weighting methodology averaged

Jack Black is a principal, leading planning and architecture for higher education based in the Western region. He connects design opportunities to an institution’s strategic vision. jblack@ayerssaintgross.com Katy Hunchar is the Director of Marketing and Business Development. She imagines new ways that we can shape the future of planning and design. khunchar@ayerssaintgross.com Dori Landry is the Director of Client Relations. She makes connections throughout our collective network of relationships. dlandry@ayerssaintgross.com Kevin Petersen is a principal, leading planning and architecture for higher education in the United States and internationally. He focuses on near-term investments that drive long-term value creation. kpetersen@ayerssaintgross.com Corey Rothermel is a senior associate in the planning practice. He focuses on creative problem solving, placemaking, and peoplecentered design. crothermel@ayerssaintgross.com Laura Wheaton is an associate in the planning team with extensive experience in engagement, including surveys. lwheaton@ayerssaintgross.com

responses received from the same institution to measure equally against those from other institutions. For more details, please see: https://bit.ly/3DWaYPb Ayers Saint Gross—2021 // Campus Planning and Design Insights