Space Use

When the small, commuter-focused University of Washington campus in downtown Tacoma decided to renovate the old Tacoma Paper and Stationery building, the idea wasn’t just to create a biomedical research lab, or an electrical engineering facility, or an urban studies center, or a community meeting place, or maker space. The goal was to accomplish all of those things in one facility, and to serve as a home away from home for students, faculty, and the greater Tacoma community, in spaces that were welcoming, informal, and multi-functional. Some of the biomed labs and classrooms have glass walls; many rooms have movable furniture and adaptable designs; and shared spaces allow individuals or groups to just pop in without reserving them in advance.

In December 2016, Stony Brook Medical launched a plan to build housing for a pair of high-power MRIs, an older model 9.4-Tesla and a newer 7-Tesla. The original plan was to build a brick-and-mortar facility into their existing vivarium, but that was deemed too expensive, forcing them to consider other options. Glen Itzkowitz, dean of facilities and operations, and his team decided to pursue an option that had never been considered at Stony Brook—using pre-fabricated containers to house the MRIs, which they could just barely squeeze into a loading dock underneath a high-traffic footpath, space that was largely being wasted.

Innovation has become the lifeblood of corporate and institutional longevity. Whether a disruptive breakthrough or a line extension, more often than not it is the result of an idea that follows an obscure networked path before evolving into a viable new product or business model. Facilities have a huge impact on the pace and outcome of the innovation process. A variety of spaces, each tailored to foster a specific type of activity, is essential to the innovative workplace. “At the end of the day, innovation is all about providing the right spaces to enable people to use their creative brains in the best manner to come up with new ideas,” says John Campbell, president and lead workplace strategist at the architecture firm FCA. “The design must address the human behaviors that drive the process.”

When Johnson County Community College asked them in 2015 to establish a space planning program, Janelle Vogler and Robyn Albano wondered where to start. Now they advise the college’s top decision-makers to optimize building utilization on campus. In launching a space planning organization from scratch, they point to several lessons they learned along the way: It’s vital to assign a point person to lead the effort; you need a team whose members commit to the institution’s interests above any one department; a successful organization will establish transparent processes for requests and decisions; and don’t be afraid to start data collection with a simple spreadsheet.

University of Michigan transformed Weiser Hall—a 1960s brick tower with floor after floor of double-loaded, concrete block corridors—into a dynamic and flexible “center of centers” that brings together international and interdisciplinary institutes and centers so they can share space, services, and ideas. The provost’s charge was to renovate the building to create the “academic workplace of the future.” With the help of brightspot strategy and Diamond Schmitt architects, the team accomplished that mission with a seven-step formula that yielded impressive results, including an average overall productivity savings of 4.26 hours per person per week, the equivalent of every unit being able to grow its staff by 10 percent at no cost.

More and more, workers aren’t going to an office and sitting at the same desk Monday through Friday. Today’s architects, builders, institutions, and designers need to plan for a future in which workers are nomads—moving from one place to another within a building or campus, or showing up in the office just one or two days a week. These nomadic workers are often mobile by choice, taking advantage of the flexibility that technology has enabled for academic staff, knowledge workers, and even healthcare employees.

1. Bringing Real-time Interactivity to Campus Master Planning
2. Making an Old Science Building Relevant Again
3. Scientific Workplace Promotes Collaboration and Innovation
4. Massachusetts General Hospital’s New Methods and Metrics for Measuring Utilization of Research Space
5. Merck’s New Research Buildings Respond to Disruptive Technology, Changing Social Norms
6. Caltech’s New CAST Facility Simulates Testing Environments for Drones, Robots, and Satellites
7. Five Key Design Elements of Successful STEM Facilities
8. Novartis' Activity-Based Work Environments Have Broad Appeal
9. Well Buildings for Occupant Well Being
10. OHSU Knight Cancer Institute Offers Team Science Approach to Early Detection Research

Uptown Consortium is planning to build the $26 million CoMade innovation hub in Cincinnati. Designed by BDR Design Group, the three-story, 100,000-sf facility will provide leasable space for startup companies engaged in product development and early-stage manufacturing operations. The building will also accommodate integrated job training programs to support the creation of a skilled workforce. Completion is expected by fall of 2020. The construction and land acquisition cost for the project is $21 million. 

The distinctive design characteristics of the tech workplace are spilling over into the scientific research environment. Elements like glass-walled open-plan offices and labs, activity-based spaces, and the embrace of WELL standards are all making an appearance in Merck & Co., Inc.’s new nine-story, multi-disciplinary discovery research facility, set to open in South San Francisco in 2019. Along with other yet-to-be determined innovations, these features likely will be incorporated in the $8 billion in U.S. capital projects the pharmaceutical giant announced it will invest in over the next five years.

Universities typically build or acquire new academic space sparingly, after long deliberation. When changing economic conditions dropped a whole campus into Lehigh University’s lap, the challenge has been to use that space in ways that support today’s education. Industrial giant Bethlehem Steel didn’t go formally bankrupt until 2001, but the writing was on the wall as early as 1987, when the company sold the majority of its “Mountaintop” research facility to Lehigh, which has since acquired two more buildings there, including Mountaintop C. That massive building’s three high bays attached to a curved bank of offices, is now home to student-driven projects in an environment that seeks to keep elements of the industrial feel and keep large bays as relatively rough, unfinished space.

While the term “strategic facility planning” is often used generically to refer to a variety of initiatives, it is actually a unique discipline with a distinct meaning, says Debora Hankinson, architect and director of Strategic Facility Planning at CRB Consulting. As an end product, a strategic facility plan (SFP) is the overarching document that sets the direction for all further planning activities, from master (or campus) planning to the tactical steps of capital projects planning, move management, and deferred maintenance planning.

The College of Engineering, one of 15 colleges and schools at Cornell University, has 21 percent of the undergraduate population, 32 percent of the graduate population, and 10 percent of the square footage of the campus. As part of the college master plan, Upson Hall, originally built in the 1950s, and one of the largest buildings on the engineering quad, was in line for modernization. The plan called for improving energy efficiency, providing student and faculty collaborative space, and creating wet, hybrid, nano-, bio-, and chemical engineering labs. Since the building is well-located and structurally sound, with good floor-to-floor heights for labs, the decision was to renovate the existing structure, rather than undertake new construction. The project, a complete gut and renovation of the 160,000-gsf building, scheduled in two approximately year-long phases, was completed in August 2017.

Purdue University’s new 178,000-sf Wilmeth Active Learning Center (WALC) contains seven different types of classrooms that are so integrated into the Library of Engineering and Science that “at times, you almost can’t tell the difference between them,” says Nanette Andersson, director of library facilities. The design was borne of years of study into the effectiveness of active learning and the kinds of spaces that best support it. The result is a facility that is utilized nearly 24 hours a day.

After nearly a decade of gathering data about what makes a STEM facility competitive and attractive to students and faculty, EYP Architecture & Engineering has distilled five features that are key to radically redesigning successful STEM facilities. Survey results obtained from more than 1,500 students and 330 faculty members at six universities reveal the characteristics in a facility’s design that help make the institution more competitive, enhance the effectiveness of science and engineering teaching, advance faculty and student research, increase the students’ interest in the STEM disciplines, and promote welcoming places to learn, study, and interact.

Anyone who has ever set foot in a hospital knows the scene: doctors, nurses, residents, and interns huddling in the hallway discussing a patient’s care. For any number of reasons, that is not the best way to confer, but traditional academic medical centers offer few alternatives. The situation is exacerbated by the increase in adjunct faculty who lack even scattered departmental resources like office space. At the same time, millennials are entering academic medicine with even higher expectations—of greater collaboration, pervasive technology, and continuous connectivity.