Strategic Plans

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

  • The University System of New Hampshire has selected Sightlines to perform a comprehensive Facility Condition Assessment and lifecycle study of core buildings on th

  • Think Big Picture Early On; Bricks-and-Mortar Decisions Can Wait

    At the inception of a new interdisciplinary science building, bricks-and-mortar considerations must take a back seat to a big-picture view of issues related to organization, funding, governance, and the long-range vision of the institution. The resolution of these issues early on leads to projects that are more successful—not necessarily in terms of cost savings, but in the essential criterion of aligning a new facility with specific academic strengths and the broader institutional mission.

  • Robert Wood Johnson University Hospital will begin construction in summer of 2016 on a 100,000-sf project in New Brunswick.

  • Purdue Rapidly Expands College of Engineering to Meet National Goals

    In order to increase capacity, improve student/faculty ratios, and boost space utilization by 150 percent, Purdue University’s College of Engineering developed a five-year strategic plan for increasing efficiency and space on the College’s main campus. The plan—which was driven by the need to meet the goal of a 30 percent growth in engineering faculty and staff, along with growth of graduate and undergraduate students—combines a mix of strategies including renovation, portfolio rebalancing, and new construction.

  • Newly Empowered Facilities Group Is Strategic Partner in Largest Higher Ed Restructuring in U.S. History

    In the largest higher education restructuring in the nation’s history, the facilities group at Rutgers, The State University of New Jersey, was elevated to a leadership role, taking its place alongside the offices of finance and research as part of an administrative troika whose heads now report directly to the president. The strategic alignment among these three functions was instrumental in allowing Rutgers to meet a legislative mandate that saw the university grow to 27 million sf in 1,009 buildings with a $3.7 billion operating budget and five different campuses in less than a year.

  • Exponential Growth in Data Gathering Requires Faster, Fluid Strategic Planning

    An explosion in computation and large data set analyses is challenging the nature and processes of translational research, significantly impacting how such institutions plan for space needs. The link between strategic planning, programming, and design is much more dynamic, and requires faster feedback and the development of new metrics to drive value creation through strategic planning.

    "That increase in computation has a significant impact on how we strategically plan for translational research,” says Andy Snyder, AIA, principal/architect at NBBJ.

  • The siting of sensitive instruments in a research facility requires awareness of the electromagnetic field (EMF) environment and the various types and locations of emission sources.

  • UT Austin Increases Capacity without New Construction

    A new master space plan for the University of Texas at Austin’s College of Natural Sciences leverages program adjacencies and shared infrastructure to improve collaborative interdisciplinary research while maximizing space use. This “soft growth” renovation approach allows the college to increase capacity and improve efficiency without demolishing or adding new buildings.

  • University of Michigan Medical School Manages Space as a Total System

    A total systems approach to space management is allowing the University of Michigan Medical School to make better-informed and more objective decisions in planning for growth within 4 million gsf of existing facilities in Ann Arbor, Mich. The space management system—which continues to evolve and expand since its deployment in 2008, and recently became a University best practice—increased annual space productivity by 4.18 percent and generates an estimated yearly savings of $300,000 through improved operational efficiencies.

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