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TLS 38 APPA Thought Leaders Series 2014 I t is critically important to recognize the remarkable reforms and innovative efforts that are occurring right now at numerous colleges and universities. Furthermore, we would be remiss if we did not empha- size the diversity of institutions, the variability of their challenges, and the range of examples of creative re- sponses to address these problems for which one size d oes not and will not ever fit all. Understanding institu- tional context and culture is a precursor to deriving very different solutions with very different performance levels to achieve successful student outcomes. Nonetheless, we must embrace the need for change and the challenge of change today. To quote David Ward, emeritus chancellor of the University of Wiscon- sin Madison, "The real problem of change is the inability to scale change from segmented and disparate efforts to institutional strategies. Secondly, to assume that all changes will mesh with and serve all kinds of institu- tions is illogical." This does not negate at all the need to face these challenges, but instead to recognize the vary- ing starting points or conditions that we have to change. We are indeed experiencing a new norm al, an envi- ronment of rapid change where it's all about less. Yet, as resources have dwindled, expectations have grown. And, although the gap between the optimum and achieved institutional outcomes continues to beleaguer many senior administrators, change is possible and in- novation is indeed occurring at a number of our colleges and universities. In fact, some institutions do have effec- tive space management programs, focused mission state- ments, aligned institutional priorities, data-driven decision-making procedures, and sustainable budget models. The question is why the rest of us don't, and what we can do about it. Therefore, much of this monograph has focused on strategies to help those institutions bridge the gap between the optimal goals and their current reality to continue tackling the most persistent higher education challenges: ■ Inconsistent educational outcomes, ■ Poor recruitment and retention efforts, ■ Limited access and lack of affordability, ■ Unsustainable, cumbersome funding models, ■ Entrenched teaching methods, ■ Ineffective space management policies, ■ Unclear institutional mission, ■ Aversion to risk, and ■ Lack of environmental sustainability priorities. By leveraging facility assets and operations to maxi- mum potential, the facilities department and staff can as- sist their colleges and universities in achieving desired goals and help bridge that gap. Indeed, this places even more pressure on facilities organizations to maximize their contribution to the core goals of the institution to achieve optimal outcomes. This will require a deliber- ate, albeit strategic focus on these approaches: ■ Contributing to student success, ■ Using total cost of ownership principles, ■ Maximizing space management, ■ Expanding data analytics systems, and ■ Involving the campus community in sustainability and energy efficiency. In this way, colleges and universities will be better able to leverage their facilities invest- ment for the maximum return to the institution and focus on their mis- sion of educa ting stu- dents and advancing knowledge. CONCLUSION: Embracing and advancing the need for change A P P A T H O U G H T L E A D E R S S E R I E S 2 0 1 4 LEVERAGING FACILITIES FOR INSTITUTIONAL SUCCESS Download the full Thought Leaders report at www.appa.org/bookstore