Latest Reports

Incubators are essential to the development of many innovative ventures, but it’s in the stage between venture and company where many going concerns stop going. That’s when they don’t know exactly how much space or how many people they will need, and how fast the operation can grow. If they lock into a spot, they can end up choking on the lack of space or drowning in more space than they need or can ultimately afford. This is especially true of research labs.

University Health Network of Toronto, Canada’s largest research healthcare system, increased space efficiency and improved employee morale by reengineering its practices and workspaces to accommodate a hybrid work model. Of the 6 million sf occupied by the network, 1 million sf was office space, 200,000 sf of which was used by people who could be hybrid workers. The transition required a concentrated change management strategy, an investment in technology, and a reconfiguration of space and the way it was managed.

Before the completion of Morgan State University’s new student services building, students had to brave a warren of offices in a converted mental hospital located on the southern edge of the Baltimore campus whenever they had an administrative issue to resolve. An innovative, centrally located building designed as a “one-stop shop” for student services has changed all that, making it much easier for students to get the answers they need.

Michigan State University’s first new instructional building in 50 years incorporates the disparate elements of a long-mothballed power plant, modular infrastructure, and mass timber. The facility on the East Lansing campus consolidates MSU’s large core undergraduate STEM courses under one roof, with both wet and dry teaching labs, classrooms, and student support space.

Following a 2018 change in leadership at Oak Ridge National Laboratory (ORNL), the nation’s largest science and energy laboratory redefined how it views and manages its 4-million-plus-gsf space portfolio. In the shift from a landlord-tenant cost-recovery model managed by outside partners to a restructured internal space management organization, ORNL launched a wide-ranging initiative to improve utilization of existing space and increase transparency. Among the measures implemented were: creating a space authority in each of the lab’s eight research directorates; convening an annual space summit; walking down the entire space at least twice a year; and building an integrated workplace management system based on extensive data gathering.