As academic institutions seek to bolster their competitiveness with new STEM capabilities, a fundamental early project question is whether an existing building can be renovated or new construction is necessary. The answer can have as much to do with shifting program priorities or campus culture as it does with infrastructure or cost—and it may not be obvious at the outset.
As interdisciplinary team research and translational medicine become increasingly critical to advancing medical treatment of complex diseases, information itself—the visualization, shared storage, analysis, and harnessing of data—is becoming the most important driver in scientific research. The resulting shift to a higher ratio of dry (computational) space versus wet labs is forcing building designers to examine new ways to foster an open, collaborative culture while accommodating computational science needs.
A dynamic, forward-looking partnership between the University of Michigan Medical School and the A. Alfred Taubman Health Sciences Library has transformed a relatively hidden, introverted, and utilitarian 1970s book repository into a vibrant 21st century learning hub. But the original goal of this $55 million renovation project was much more modest than a whole-building transformation: It was simply to improve the medical student lounge, a windowless basement space that with each passing year had become less inviting to prospective and current students, as other medical schools improved their student-life spaces.
Mayo Clinic’s Department of Laboratory Medicine and Pathology (DLMP) has relocated and consolidated three laboratories—Endocrine, Toxicology and Drug Monitoring, and the Proteomics Core Mass Spectrometry Development Lab (CMSL)—into a singular core mass spectrometry laboratory. The two-story, 65,000-gsf addition to the Superior Drive Support Center (SDSC) is 10 to 15 minutes from Mayo Clinic’s downtown Rochester, Minn., campus.
Combining wireless sensor networks with custom mobile apps to create interactive “sentient buildings” and smart community spaces has the potential to significantly impact the future of facility design in higher education, healthcare, research, and other sectors where increased collaboration and space efficiency are crucial.
The technology-driven ability to work virtually from anywhere at any time is changing the way workspace is designed and utilized. The growing practice of allowing employees to work from remote locations means as much as 50 percent of total office workspace could be unoccupied at any given time, resulting in wasted money in leasing and operating costs.
The University of North Dakota’s new School of Medicine and Health Sciences building in Grand Forks transforms medical and health sciences education in the state by creating a shared, collaborative learning environment, collocating for the first time the programs of medicine, basic science, medical lab science, physician assistant, sports medicine, public health, and occupational and physical therapy.
ARIAD Pharmaceuticals’ new home in Cambridge, Mass., has 40,000 sf of high-tech biology and chemistry labs, along with four distinct space types to accommodate the work modes of its staff: focus, collaboration, learning, and social engagement. The new 130,000-rentable-square-foot headquarters, known by its address, 125 Binney Street, in the heart of the Kendall Square life science community, stands in marked contrast to the company’s existing facility, less than two miles away.
The new 320,000-sf Knight Cancer Institute research building currently being built by Oregon Health and Science University (OHSU) on the south waterfront in Portland, Ore., will maximize scientific collaboration for more than 500 researchers through the use of flexible floorplans, shared equipment cores, and new ratio configurations for wet and dry lab space.
Organizations of all types are using location-based social media data and other user-generated information to improve workspace design and functionality. By researching occupancy data, user satisfaction ratings, and other metrics, facility designers are finding smarter ways to lower costs and create efficiencies. While some organizations mine existing trace data automatically generated by mobile devices and building management systems, others are developing customized platforms dedicated to capturing key information.
Designers of undergraduate engineering learning environments must draw from a broad range of solutions to meet the specific pedagogical needs of each institution, beyond the traditional “wet” or “dry” designation of basic science teaching labs. In addition to designing for appropriate equipment scale, strategies include pairing labs and teaching space, providing a variety of maker or innovation spaces, building fewer two-story high-bay areas, and using scaled options for airflow and ventilation.
The expansion of interdisciplinary research to include an engineering component is changing the space model for academic institutions. Science facilities had already broken new ground when they blended various branches of life and physical sciences together under one roof. Adding engineering to the mix has triggered fresh thinking about a host of design standards, ranging from lab-to-lab-support ratios to building organization to the configuration of office and collaboration spaces.
The North American headquarters for EF Education First, located in the former industrial North Point area of Cambridge, serves as a modern case study of an open office workspace. Designed to house more than 1,000 employees in a completely open environment, the 300,000-sf, 10-floor office building features pod-style team zones separated by a variety of lounges, meeting rooms, private Skype™ rooms, and large community spaces, including a café, activity rooms, and an onsite restaurant bar for socializing after work.
When the administrators at the Children’s Hospital of Philadelphia (CHOP) realized their space needs were growing faster than their existing buildings could accommodate, they did something unconventional: They approached the problem as a research project. Beginning in 2012, they analyzed their clinical research space needs, reviewed their available real estate, and visited other research facilities to observe best practices.
