Metrics

Vermeulens has released its market outlook report for the fourth quarter of 2017. Key points include:

The American National Standards Institute published APPA 1000-1 in January of 2018, creating the first national standard for Total Cost of Ownership (TCO) in the United States. The standard identifies and defines the foundational elements and the structure required to implement TCO principles for facilities. It is essential that the entire cost of purchasing and owning a building through its lifetime is understood by all stakeholders, especially before finalizing design plans for new construction.

Vermeulens has released its market outlook report for the third quarter of 2017. Key points include:

Vermeulens has released its market outlook report for the second quarter of 2017. Key points include:

Construction prices increased an average of 6 percent in 2016, as energy and commodity prices remained at levels not seen since the 1990s, due in large part to the strength of the U.S. dollar. Five consecutive years of above-average cost escalation has driven the construction cost trendline to 3.3 percent. Price increases are attributed to robust construction activity allowing contractors to increase their margins as demand grows. The construction sector is also reaching full employment levels, which is expected to drive wage increases in the near to mid-term.

Non-residential construction spending has dropped 6 percent since the beginning of 2016. This reduction was offset by a nearly equal increase in infrastructure spending and steady residential construction. Increases in construction prices for 2016 are now trending towards 6 percent annually, depending on location, while job growth saw a slight up-tick with an average of 192,000 jobs added per month in the third quarter of 2016 versus the 171,000 jobs per month averaged in the first half of the year.

It can be hard to know whether a building initiative is meeting the mark by looking at anecdotal feedback about what worked and what didn’t. Pre- and post-occupancy data make it possible to evaluate the success of a design strategy. Studies indicate that the new Center for the Sciences & Innovation (CSI) at Trinity University in San Antonio, Texas, is attracting more students from all departments to the building, boosting integration between science and non-science majors, and increasing interest in STEM studies among incoming students at a rate of 50 percent.

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.

After a soft May, second quarter data indicates that job gains were stronger in June 2016, while economic activity has been expanding at a moderate rate. Overall job growth in the first two quarters of 2016 declined from an average of 245,000 per month to 172,000 per month. The slowing trend could be part of a cycle witnessed in previous expansions. Commodity prices appear to have stabilized at a reduced level, which increases room for inflation in construction and other sectors.

A remarkable evolution in the tools and methods of research is driving a host of trends in laboratory planning and design, including fewer permanently assigned offices, a decided prioritization of computational over “wet” space, and an emphasis on core facilities and shared equipment, according to a survey of research organizations and A/E/C firms conducted by Tradeline.

The renewed emphasis on science, technology, engineering, and math (STEM) education has forced colleges and universities to develop more project-based learning spaces, but critical details need to be addressed in order to maximize the success of the five basic lab types found in great STEM facilities, according to architects with EYP Architecture & Engineering.

While a traditional space planning document is often outdated as soon as it’s finished, Stanford University’s School of Medicine created its strategic facilities plan as a living document that in minutes can show the impact of even the slightest change in space usage, and can be constantly updated and changed. The medical school spent a year compiling faculty and space needs data into an Excel spreadsheet, and has found the effort well worth the payoffs.

A new animal facility at the University of Massachusetts Medical School features more efficient cage handling and cleaning, interstitial catwalks for maintenance, and a dual-corridor layout that minimizes contamination, all of which are best practices for decision-making and design, according to Jerry Silverman, director of the university’s Department of Animal Medicine, and laboratory/animal facility planner Josh Meyer. The Albert Sherman Center, the third such facility to be opened on the campus, contains several of these improvements over its predecessors.

The research infrastructure department at the Biodesign Institute, Arizona State University’s showcase research center, employs a dedicated facilities service organization with considerable in-house expertise, and granular benchmarking tools that track utilities and facilities costs in multiple categories of lab space, from LEED-certified green building features to general wet labs to secure ABSL-3 labs with a select agent program. In a state-sponsored research environment, where operating costs can go as high as $170 per net sf, optimizing building efficiency is critical.

The University of Texas Medical Branch (UTMB) has crafted a decision-making framework based on objective standards to identify and pursue the highest priorities in a massive building boom that has roughly 95 projects valued from $10,000 to $450 million currently under construction. While a large part of that activity stems from the university’s long-range master plan, a significant portion was necessitated by the devastation of Hurricane Ike, which took 1.2 million sf of the medical school’s Galveston campus out of service in 2008.