also:

A slice of AmericAnA

breAking down silos to foster innovAtion

roundtAble: hot issues Affecting our nAtion’s college cAmpuses

office environments thAt inspire, invigorAte & energize

the creAtive workplAce

fall 2008

a publication of

NEXT ®

Editor: Gary L. Skog, FAIA, LEED APManaging Editor: Judy LittleArt Director: Scott A. Withers, AIGAAdvisor: Ralph J. Mocerino, AIA Contributors: Boyd Black; Edward B. Choklek; Michael F. Cooper, PE; John R. Dale, FAIA, LEED AP; Suzan R. Edwards; Leonora Georgeoglou, LEED AP; Susan F. King, AIA, LEED AP; Brent T. Miller, AIA; Robert C. Robicsek, AIA; Bradley N. Rohloff, PE; Terry Stollsteimer; Enrique Suarez, AIA; Stephanie A. Sulcer; Dale Taylor; Joseph Veryser, AIA; Nathaniel Wilson, AIA; Jeffrey R. Zokas, AIA

NEXT is a publication ofHarley Ellis Devereaux Corporation© 2008

Send comments and suggestions to:next@hedev.com

In this issue:

creativity at work

Three very different creative companies take a serious

look at themselves and design new spaces that reflect

their cultures, and it all begins with an idea and a sketch.

bada bim!

The design and construction industry is getting closer

to realizing the full potential of Building Information

Modeling.

peak performers

California’s sustainable design standards for K-12 schools

are leading the nation and the results go beyond just

energy savings.

roundtable: higher education facilities

Campus architects and facility managers from around the

country discuss the hot topics affecting them.

in brief: sustainable benchmarking tools

Learn about the latest rating systems for university

campuses.

the Americana at brand

Caruso Affilated set out to create “the perfect street” by

touching all the senses and adding off-the-wall elements

for a total urban experience.

fine tuning innovation

Creating an environment that supports collaborative

research inspires free thinking and innovation.

saving some green

The second largest R&D facility owned by the EPA

undergoes a mechanical system upgrade and expects to

reduce energy consumption by an amazing 40 percent.

neXt: viewpoint

Enrique Suarez, AIA, and Leonora Georgeoglou, LEED

AP, believe life and design are inseparable. From award-

winning interiors to selecting a baby stroller for their

two daughters, this husband and wife team share their

enthusiasm for design.

On the cOver:The lobby of AbelsonTaylor’s new corporate offices inChicago designed by Harley Ellis Devereaux

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Printed in the USA on environmentally responsible and sustainable paper with 100% of the fiber from independently certified, well-managed forests, or controlled wood manufactured with electricity in the form of renewable energy (wind, hydro, and biogas) and includes a minimum of 30% post-consumer recovered fiber.

presIdent and ceOabelsOntaylOr

In 1994, AbelsonTaylor took a chance. We found ourselves with a new opportunity in front of us and decided to go for it. We had very little pharmaceutical business up until then, but we were asked to pitch a drug for Abbott. We made the pitch, got the job, and changed the course of our business. Over ten years later, people still tell me that AbelsonTaylor changed the way ad agencies promote drugs. One of our competitors even wrote an article titled An Ad I Wish I Had Done.

When asked about our success, I tell people the most important thing a company can do is to stand for something. A lot of companies don’t. They may stand for profits, but no one gets inspired by how profitable your company is. Our business has grown rapidly and remains successful for one reason: we stand for something. We stand for creativity and our position is based solely on that principle. A lot of other things are important of course, but we’ve always believed in creativity and that’s what launched us in a new direction back in 1994. These beliefs are reflected in the clients we serve and in the culture of our organization. Our new workplace also echoes our position and lets everyone know this is a great place to work.

So, what’s NEXT for AbelsonTaylor? We’re branching out into a new niche market – medical devices. We’re also moving into the direct-to-consumer side of advertising. But our main focus is, and always will be, to keep on doing what we do best which is to promote products that will have a profound impact on people’s lives … and do it creatively.

What’s neXt?dale taylOr

neXt Fall 2008 | 1

2 | neXt Fall 2008

bOld yet sImple:AbelsonTaylor’s new office space in Chicago revolves

around their creative culture

three cAse studies on workplAces thAt inspire, invigorAte, energize

WOrKcreativityat

neXt Fall 2008 | 3

hat’s next in workplace design? It’s not about trends. Designing an effective workplace requires more than creating an aesthetically pleas-ing space, it requires a little digging.

“Workplace planning is like building a puzzle. It’s not about the cool desk or pulling the latest trick out of the hat. It’s about mixing and matching hardscape ele-ments with intangible elements in an appropriate way for each individual client. In order to create a dynamic workplace, you have to take a hard look at process to understand the place where people live to do work,” according to enrique suarez, aIa, principal and cor-porate and commercial studio leader for harley ellis

devereaux.

Corporate real estate executives are taking an even harder look at how

the built environment can be used as a strategic busi-

ness tool. A tool that boosts productivity,

reduces churn, and ac-commodates the needs

of knowledge workers across the country. But

great workplace design sets the stage for results that go

beyond the tangibles.

Three organizations explain how they dug deep to align

their culture, open up com-munication, and invent creative

workplaces that work: abelsontaylor, Harley Ellis Devereaux, and Walbridge.

It All BegIns wIth Pen And PAPerIt’s easy to see that imagination is hard at work at 33

West Monroe in downtown Chicago. Just step into the building’s expansive lobby, and then look up. Mod-ern interior office windows that contrast black beams

and white walls suddenly drench with color on the top three floors. AbelsonTaylor’s new 100,000 sf workplace is as unique as the peo-ple who work there: people who generate some of the most striking advertising campaigns for clients in the pharmaceutical industry.

Color and shape interact to tell the story of an independent firm whose bold yet simple approach took them to the next level. But, as AbelsonTaylor’s executive creative director stephen neale points to

rough sketches that decorate the space, he says that creativity always starts with the basics. “Even with advances in technology, ideas begin with a pen and paper,” he said. Neale explains how his creative team works, “In pharma advertising, we hold a lot of im-

art and artIfacts:AbelsonTaylor proudly displays their work throughout the office

AbelsonTaylor’s Stephen Neale

4 | neXt Fall 2008

“People shouldn’t underestimate interior design.It’s powerful.”

Stephen NealeExecutive Creative Director

AbelsonTaylor

promptu meetings, but at some point they need to crawl off to a quiet space and think about the science.”

Rewind to 2005. Momentum caused the firm to reach full capacity at their previous loca-tion. Ten years ago the firm was a small outfit of 78 employees. Today it’s fast approaching 400 and is the largest independently owned health care advertising agency in the world.

According to vice president of support services beth hall, the old space was not conducive to the firm’s bright culture or the cultivation of bright ideas. With rapid expansion and no time for space planning, AbelsonTaylor leased addi-tional space that followed the same model.

Harley Ellis Devereaux and partner company spec-

trum strategies studied the existing space, con-ducted in-depth interviews with the company’s key individuals, and concluded that in order for Abel-sonTaylor to grow right and enhance their image as a

major player in the market, they had to move. leono-

ra Georgeoglou, interior architect with Harley Ellis Devereaux, said, “The nature of the space hindered face-to-face communication and informal collaboration.”

Today, the new environment is in alignment with the firm’s strategic goals and culture. Huddle spaces al-low collaboration to happen instantaneously, while multiple areas textured with artifacts and awards give current and prospective employees a taste of Abel-sonTaylor’s success.

Soaring 13 feet high at center stage is the Red Balloon Café, a focal point visible to all three floors that acts as a place to kick back, hold meet-ings, conduct presentations, and work independently. The red bal-loon pays homage to the Hytrin ad campaign that put AbelsonTaylor on the map in 1994.

“This space goes beyond aesthetics and function to communicate the story of AbelsonTaylor to anyone who walks through their doors. We designed with their character in mind, and we aimed to give em-ployees a sense of place that’s re-flective of the type of work they do,” said tim White, interior architect at Harley Ellis Devereaux.

Hall says it’s great to be able to offer amenities to both employees and clients, and have a space that supports their brand of creativity. “Our café has be-come a popular place to hold meetings and conduct continuing education classes during and after busi-ness hours,” she said.

Neale thinks the Red Balloon Café does more than provide a place to eat. He said the café may have curbed a common perception associated with rapidly growing companies. “When you grow so fast, you worry that employees might think the ‘corporation’ is taking over, but the casualness of the café seemed to counteract that attitude. I feel happy coming to work, and I’m proud of this space. People shouldn’t under-estimate interior design. It’s powerful,” he said.

wAlk the tAlkSince creating great workplaces for our clients is what Harley Ellis Devereaux does, it would be hypocriti-cal if their new 35,000 sf office in downtown Los

Angeles was not a benchmark for great workplace design. The de-sign team set out to create an in-novative space that supports the forward-thinking solutions that the firm’s planners, engineers, ar-chitects, and partner companies deliver to clients on a daily basis.

“We believe in the power of great design that forges and cre-ates memorable experiences. Our new place is our commitment to our people and the firm’s belief in practicing what we preach,” said

Harley Ellis Devereaux’s president peter devereaux,

faIa, leed ap.

Harley Ellis Devereaux’s old space did not accommo-date the communicative nature of the business. “Our old office was a five-story building, and what we really needed was a space that housed all of our operations on one floor,” Devereaux noted.

have a seat:Relaxed, comfortable areas foster collaboration and face-to-

face communication at AbelsonTaylor

neXt Fall 2008 | 5

“Our new workplace has done more

than just improve efficiency; it supports our

focus on creating great design and

provides our people with a clear-cut

vision of where our firm is headed.”

J. Peter Devereaux, FAIA, LEED APPresident

Harley Ellis Devereaux

let there be lIGht:The studio areas of Harley Ellis Devereaux are flooded with natural light

Harley Ellis Devereaux teamed with partner com-panies Spectrum Strategies and GreenWorks studio to plan and design a new sustainable workplace that would be a physical manifestation of its core values.

With a newly leased space in one of downtown’s pre-mier Class-A office towers, lead designer Enrique Suarez thought about where and how people worked first and then thought about how designers work. “The work process we use to design is similar to the process that traders use to trade. We needed to break away from the drafting tables and gear around tech-nology, long tables, and flexibility,” he said. The re-sult: a two-floor space that not only houses the firm’s

6 | neXt Fall 2008

all thInGs la:Harley Ellis Devereaux’s new LA office is

designed around the concept of “ribbons” representing the firm’s matrix organization our focus on creating great design and provides our

people with a clear-cut vision of where our firm is headed.”

UnIfyIng A BrAnd CreAtes A VAlUe-AddedProPosItIonJohn rakolta Jr., CEO of Walbridge, thought it was time to take a step back and look at the physical space of one of the largest professional construction ser-vices firms in the world. “We believe a physical space is good for about ten years, or a half generation, be-fore you need to reexamine whether it still supplies a value-added proposition to clients,” he said.

Time has a way of dictating what’s next in business. From advances in technology, to continued growth to employee preferences, in order to stay one step ahead of the competition, you have to create change. And for Walbridge, change started with their brand. “We have eight operating units within our company, and each subsidiary had its own brand. Our brand was confusing. It meant different things – it wasn’t uni-fied, which led us to this project,” he said.

Once located in a renovated printing plant, Walbridge, based in Detroit, decided to move operations, reduce square footage, and live the mantra of lean and green. Project WOW!, or Walbridge Optimal Workplace, is proof that when architecture and branding are pro-grammed into physical space, it makes a statement.

According to Harley Ellis Devereaux lead designer arthur f. smith, faIa, Walbridge is proof that work-place optimization pays off. “Project WOW! was all about the elimination of waste, conveying that this construction industry leader was sophisticated, and their streamlined approach to providing solutions to clients was both valuable and creative,” said Smith.

richard J. haller, president and COO of Walbridge, said the new 50,000 sf space that is designed to achieve LEED-CI Silver certification was not only about practicing what they preach, it was about

tearing down a vertically integrated communication structure. “I really believe that geometry affects the flexibility of an organization. The old space limited the fluid structure of our organization. The new lay-out that houses operations on one floor allows us to estimate in an interactive way and has improved ef-ficiency,” he said.

dan lamble, senior engineering manager at Walbridge, said recruitment and retention efforts are easier than before. “The talent pool of Generation X and Y pre-fer more of a family oriented space. The new loca-tion in the epicenter of downtown combined with the pleasant atmosphere has helped us attract and retain talent,” said Lamble.

And best of all? When Walbridge’s new auditorium space is not being used to provide their sophisticated staff with continuing education, it’s being used by civic and privately-held groups. “We’ve been able to open our doors to people in the community. Not only is that good marketing, it extends Walbridge’s reputa-tion beyond our market place,” added Lamble.

pOp art:Vibrant photo murals of common construction

components are raised to the level of art at Walbridge’s new headquarters

design studios on one floor, but is the hallmark of a productive workplace.

The office’s vivid color scheme reflects all things LA; from its natural elements to its contemporary attitude. And the spin on sustainability is far from earthy. Over 90 percent of staff has access to natural daylight, and public transportation usage is up 40 percent since moving into the new space. The new office is one of the only commercial interior spaces in downtown LA to receive LEED-CI Silver certification.

According to Devereaux, “Our new workplace has done more than just improve efficiency; it supports

neXt Fall 2008 | 7

t’s a simple idea, really. What if everything you wanted to know about a building was contained in a single digital “model” that lived throughout the build-ing’s lifespan? What kind of things? Any-thing!

A simple 2-D floor plan, a 3-D rendering, an ani-mated fly-through, or a detail of a window section. How about the manufacturer’s specifications on that window, or door, or HVAC unit? Would you like to see how construction will be phased, or how the con-tractor will handle operations on a tight urban site? Cost estimates? No problem. Scheduling? Just push the button. Looking for a report? Take your pick. Occupancy schedules, energy consumption, mainte-nance schedules, quantity takeoffs, life-cycle analy-ses. It’s all there. Or at least it all will be there soon. That’s the promise of BIM, or Building Information Modeling, which for anyone involved in design and

construction, from owners, architects, engineers, and contractors to subcontractors, material

manufacturers and suppliers, facility man-agers, and building officials, represents

perhaps the most profound change in the history of the design and con-

struction industry. In fact, nearly every recent survey on the biggest issues impacting our industry rank BIM at the top.

And it’s about time. Because, as many owners will attest, the pres-ent system isn’t working all that well. Industry studies show an

actual decline in design and con-struction productivity over the last

twenty years. This isn’t difficult to understand when you think about the

fragmentation of the traditional design and construction process with it’s layers of

disconnected, discipline-specific construction documents, specifications, shop drawings, coordi-

nation drawings, as-built drawings, and record docu-ments. Not to mention all the related building code and manufacturer’s information. For building owners it’s no better once they take occupancy. Vir-tually none of the information used to build the building that could be used to maintain the building is interconnected in any meaningful way. BIM, however, will change that forever by pulling this fragmented process together into a single, integrated delivery process where everyone is reading from the same page or, in the case of BIM, working from the same model.

so, where Are we? As with any technology-driven change, it’s hard to know exactly where you are on the learning curve when technology is constantly changing, but by any measure, the design and construction industry is just getting started. The very first use of digital technol-ogy in building design began some twenty years ago

badabIm!impacting our industry rank BIM at the top.

Nea rly every recent survey on the biggest issues everything you wAnted to know About your

fAcility will soon be in the pAlm of your hAnd

by Gary L. Skog, FAIA, LEED AP

8 | neXt Fall 2008

with systems that really just replaced 2-D hand draft-ing with computer drafting. It wasn’t until the first 3-D systems emerged that the foundation for BIM was created. With 3-D came the ability to visualize space in three dimensions, to test options, and cre-ate life-like renderings quickly. Then came animation technology and we could walk through a space or fly around it. These are great tools for people to visual-ize a design but they still just scratch the surface of BIM.

Next came interference detection software that al-lowed architects and engineers to automatically co-ordinate the various building systems to avoid inter-ferences of building components and systems while they’re being designed instead of manually checking it after design is complete. Today, a multitude of ca-pabilities that get to the heart of the BIM promise, i.e. the “Information” part of BIM, are emerging simultaneously. BIM software for contractors and subcontractors is being developed to coordinate their systems with architects and engineers and to facilitate material takeoffs, estimating, and scheduling. Mate-rial and product manufacturers are developing infor-mation and specifications about their products that can be embedded in a BIM model. And government and industry agencies are developing BIM standards aimed at promoting the open exchange of BIM infor-mation and establishing interoperability protocols.

harley ellis devereaux has been at the leading edge of this technology from the beginning and is com-

mitted to continue working with clients, the A/E/C community, and major systems suppliers to further the development of BIM. The majority of our proj-ects are now produced in a 3-D/BIM format and we are working with several owners, contractors, and subcontractors on select projects to incorporate ad-ditional BIM features as they become available. The Ambulatory Care Center for beaumont hospitals in Troy, Michigan is a good example. The development

Just a samplInG::The BIM model for Beaumont Hospitals’ new Ambulatory Care

Center is able to produce renderings, structural framing plans, clash detection issues, and much more all from the same data source

of this $200 million dollar complex is breaking new ground in BIM technology for all involved. bob ru-

prich, director of facilities and construction at beau-

mont services corporation comments, “Many clini-cal users had difficulty understanding the project in a 2-D (plan only) format. Now with BIM, it is easy to show 3-D views and fly-throughs to greatly assist with their understanding of spaces, including color and finishes. This works both for large public areas as well as individual clinical treatment areas, where equipment, millwork, receptacles, and switches can all be reviewed in detail.”

Jim ferguson, director of the Beaumont Troy Mas-ter Plan Implementation team from barton malow |

skanska adds, “BIM helps to get construction started more quickly than with traditional methods. It is es-pecially helpful with mechanical, electrical, and fire protection coordination, which allows us to turn over the building faster, at less cost, and with less re-work due to clash detection software. The entire process is better facilitated, including as-built documents, which are completed sooner when generated from the BIM model.”

whAt’s neXt?For BIM to reach its ultimate promise, a lot has to happen. To begin with, more owners, architects, engi-neers, and contractors have to get on board with BIM. Those that have are still in the minority, but eventually it will be the way we do business. Next, the devel-opment of BIM software needs to continue, not just

for architects and engineers but for all stakeholders in the process. Much of this development is underway but we’re still just getting started. And the potential for specific applications is virtually unlimited. Lastly, and perhaps most importantly, interoperability needs to increase through the development of non-propri-etary standards so that all this “stuff ” can work to-gether within a single digital model. Ruprich adds, “In the future, our facility management staff will be able

to easily find information about the entire facility to better support operations. What is the model of that elevator, the horsepower of the motor, its operating manual, and major and minor pieces of equipment? Everything can be found in one database interface to increase staff efficiency and quality.”

Jon block, aIa, project manager for Harley Ellis De-vereaux, comments, “A successful project requires immersion from the design team, the construction team, and the users. BIM provides a platform for that success. The information available through BIM al-lows for faster, better decisions both during the con-struction process and for the life of the facility.”

How long will it take? Hard to say. There is a strong consensus among those of us who have been work-ing hard to make BIM a reality that we have finally moved from the concept phase to actually putting it in place. So hold on tight. It may be a bumpy ride for a while but it will definitely be worth it!

Gary Skog is the chief marketing officer for Harley Ellis Devereaux.

impacting our industry rank BIM at the top.Nea rly every recent survey on the biggest issues

neXt Fall 2008 | 9

cAliforniA blAzes A sustAinAbility trAil in k-12 design by John R. Dale, FAIA, LEED AP

ber. There were very few sick days for teachers, too.” Similarly at the mothers’ club family learning cen-

ter, a new facility created out of a converted factory building in Northwestern Pasadena, the owner decid-ed early on to create a LEED Gold rated facility, one of the first of its kind in the western United States. sarah Orth, development director of Mothers’ Club has also started to notice the benefits of photovoltaic arrays and other energy saving systems at their nine-month old facility. “The meter that tells us when we get the power back was just installed. We did an origi-nal estimate on what we thought we would spend in the first year on power and it’s coming in quite a bit lower. In the heat of summer, it’s nice to know our air-conditioning is being run off the solar panels.”

One of the emerging themes of educators who have committed to the creation of sustainable environ-

ments is their conviction that the architectural setting can be an embodiment of core educational philoso-phy and may even influence the curriculum itself. Implementing sustainable practices sets the stage for students to learn about how they, too, play a role in shaping our environment. In the case of Mothers’ Club, making the building a teaching tool includes placing vertical and horizontal photovoltaics in a highly visible location so the children can see them. Orth explains the school’s viewpoint, “It goes back to Mothers’ Clubs’ core values. As a nonprofit and member of the community, something we really value is modeling. The staff models for the parents and the parents model for the their children. When develop-ing the plans for our new building, sustainability fell right in line with our philosophy.”

The schools commitment to a LEED Gold project also helped spur fundraising efforts with key funders like the Kresge Foundation. “They really viewed a green building as an important part of capital con-ception. We found out that going green would actu-ally give us enough of an edge in the fundraising to raise the extra money.” Noting that the light filled in-teriors and access to fresh air have a palpable impact on students, staff, and visitors alike, Orth comments, “Everyone who comes through here says they want to work here.”

Perhaps the greatest benefit moves beyond the busi-ness plan or educational philosophy to a purely vis-ceral reaction. As sue Kajawa, executive director of Mothers’ Club said, “Green building falls in line with

alifornia has become one of the most ag-gressive states in the nation in mandating progres-sive energy and sustainable design standards for K-12 schools. And most recently the State Architect has set an ambitious goal to make all new schools car-bon neutral by 2012. The big surprise, though, is that schools are discovering that sustainable practices have resulted in much more than just energy savings. Ben-efits like improved student performance, improved attendance, increased recruiting and retention, and learning opportunities are but a few. Success stories from three California schools are strong evidence of a trend that will sweep the country over the coming years.

Charles Kim Elementary School, los angeles uni-

fied school district (LAUSD), one of the first CHPS (Collaborative for High Performance Schools), has paved the way for comprehensive, district-wide stan-dards. lucy padilla, senior facilities architect notes, “Although the school has been open just 18 months, evidence suggests that annual energy cost savings will be $60,000 per year with an anticipated payback on the upgraded energy systems of 2.9 years.”

But that’s just the beginning. LAUSD evaluates stu-dent performance by test scores. Early indications show that students are bringing home better report cards in their new setting. ying Wang, sustainability specialist for the district explains, “We evaluate school performance by ADA (average daily attendance) num-bers and sick days. When measured 6 months ago, at-tendance was almost 97 percent. That is a great num-

“When developing the plans for our new building, sustainability fell right in line with

our philosophy.”

Sarah OrthDevelopment Director

Mothers’ Club

teachInG tOOl:Waldorf School’s Highland Hall in Northridge reflects a holistic approach to sustainable design

performers

10 | neXt Fall 2008

cAliforniA blAzes A sustAinAbility trAil in k-12 design

our organization’s philosophy and practices so it made sense. But we didn’t realize how lovely it would actu-ally be until we moved in. It was a huge bonus.”

At Highland Hall, a pre-K-12 Waldorf school on 11 acres of land in Northridge, California, a percep-tion of intensified engagement on the part of students and teachers is expressed in more qualitative terms and reflects the holistic po-tential of sustainable design. Master teacher elizabeth seward, phd, says, “We are not really looking for test results. We are looking for a sense of attentiveness, reverence, cooperation. For me, the key is to humanize the environment.” The buildings and the site which envel-ops them will become a critical teaching medium within the Waldorf curriculum. The proposed new science building is cut into the hillside and features an accessible green roof to preserve and enhance the existing landscape. bari

borsky, development director reflects, “The science center creates a lot of excitement because of the idea that it is going to be built into the side of the hill. It is embraced by the earth while we are taking care of the earth. It has a sod roof that just inspires the imagina-tion of the kids. The classrooms themselves are an earth science as it were and in doing that there still is an accommodation for light, space, and air.”

Borsky is actively working on Highland Hall’s capital campaign with ambitious goals that include LEED Platinum certification, active photovoltaic arrays, wind turbines, displacement heating and cooling, outdoor classrooms spaces employing straw bale insulating walls, and use of recycled water. He adds, “I think it is a basic value of Waldorf education and the parents who bring their children to this school. Sustainability is what gets people excited. We cannot even imagine not doing it that way.”

Seward concludes, “Through our curricu-lum, we are consistently trying to bring the children into a closer, loving, and caring relationship with the environment. If we can also do that in the facility that houses teaching then we are giving students a double message, both ver-bally through our curriculum and non-verbally through our buildings and their surrounding environment.”

John Dale is a principal and education studio leader for Harley Ellis Devereaux.

buIldInG blOcKs:Mothers’ Club in Pasadena is a highly regarded research-based literacy

program that helps young at-risk children prepare for school

eXtra credIt:The Charles H. Kim Elementary School in Los Angeles

exceeded the point requirements under California’s Collaborative for High Performance Schools (CHPS) program

performers

neXt Fall 2008 | 11

hIGhereducatIOn

facIlItIes

rOundtable:behInd-the-scenes Issues facInG

ight budgets. Chronic under-funding. The Face-book Generation. Campus security. Evolving technology. The classroom of the future. Even though so much attention is be-ing given these days to issues like tuition expenses and sustain-able design, there are a number of topics on the minds of the nation’s university administrators that are not as “news worthy,” but equally as important.

Campuses across the country are facing major challenges with no easy solutions. Outdated facilities need upgrades, but small budgets can only fix so much. A new generation of students is

driving the demand for new technologies, yet faculty members are struggling to keep up with the pace. And planning for the worst case scenario has become a grim reality.

How are universities and architects working together to face these challenges, get creative, and do more with less? NEXT asked a panel of experts from large and small, public and private universities to discuss these issues. Together they shared their struggles, exchanged ideas, and discussed trends that will con-tinue to shape higher education facilities.

Here’s what they had to say...

12 | neXt Fall 2008

campuses acrOss the cOuntry are facInG several maJOr challenGes WIth nO easy sOlutIOns. yOu’ll be surprIsed at What eXperts frOm acrOss the cOuntry had tO say. >>

neXt Fall 2008 | 13

on Changing Classrooms:What will the “University of the Future” look like? What impact will distance learning have on higher education, and will it reduce the need for facilities? It’s tough to tell. The very nature of learning has changed and continues to change. The social aspect of working in collaboration and learning how to work with others as a team is integral to the higher education experience. One factor is clear: if we want to keep students in our facilities, we have to respond to their needs. Assignments require more collaboration than before. Students want to work in our facilities beyond core hours. And they want to learn from home. We’re responding to student and faculty needs by programming informal spaces into our facilities – places that accommodate planned and unplanned collaboration, as well as technology. Coffee nooks and small cafes are being added to facilities not only by demand, but to also retain students on campus. Distance learning will continue to grow in demand, and each institution has to find its own level of interest. I’ve had the opportunity to teach a distance learning class, and when students started engaging each other and interacting online, it wasn’t all about the course material – they were engaging in social interaction. That’s the key to a successful learning experience.

on Deferred Maintenance:Neglect and under-funding of capital renewal projects have resulted in an increased backlog of deferred maintenance and poses a threat to undermine the mission and advancement of higher education. Just one unfunded deficiency correction can incur hundreds of thousands of dollars in costs for our university. Oakland University handles the challenge of deferred maintenance by setting priorities. Our Facilities Conditions Assessment helps us provide detailed data that supports our capital plant renewal and deferred maintenance programs. This data not only helps us identify, estimate, and prioritize our needs, it helps us prepare presentations to administration. Preparation is everything. We found that the term “cost avoidance items” is more effective than “deferred maintenance.” We can ex-plain that “if we fix it for this amount of money now, we’ll avoid higher costs and down time in the future.” We make presentations knowing the implications of doing nothing and are able to offer what-if scenarios. You must understand the methodologies and re-quired supporting information needed by the accounting side of the university, and work within those realms. And be honest; you can gain trust by painting an accurate picture. If you are respected by administration, you’ll find that your needs for capital renewal and deferred maintenance are attainable.

Terry Stollsteimer, Associate Vice President for Facilities ManagementOakland University, Rochester, Michigan

Joseph Veryser, AIA, University Architect and Associate DeanCollege of Architecture and Design, Lawrence Technological University

Southfield, Michigan

on Technology:Our students and our faculty have expectations of what they want when it comes to technology and higher education facili-ties – they drive the need. Many faculty members have adapted to the new technology but some programs still use traditional slide projection, movies, and overhead projectors. It is important to continue support for all the various teaching methodologies and take advantage of the opportunities made available by the constantly evolving technology. Determining what will be here tomorrow and what forms of technology are appropriate for our university is always a challenge. Our Office for Campus Learn-ing Environments works with various constituencies to maintain up-to-date technology standards and makes recommendations associated with the renovation needs of academic space. As we renovate buildings, we are always looking for small underutilized spaces along major student circulation routes. We take advantage of these areas by creating collaboration nodes and group work spaces. It continues to be very important to allow for flexibility when planning for technology. Things change fast, and adapting to this new tech-savvy learning environment in order to meet the needs of the Millennium Generation is crucial.

Boyd Black, Director, Project Management ServicesUniversity of Illinois at Chicago

on Campus Security:A secure campus used to consist of extra security staff, extra lighting, and campus phones. Today there’s no definitive answer on how to keep our campuses safe. California State University Northridge has a very proactive Public Safety department that consults with our Facilities Planning department, outside consultants, and local law enforcement to anticipate emergencies and develop effective response plans. The Public Safety, Physical Plant Management, and Facilities Planning departments coordinated an effort to look at our land-scaping. Shrubs were removed and trimmed to prevent hiding places and pathways and extra outside lighting were added to ensure that anyone who walks through campus at night feels safe. Several technologies are in place and we’re looking at the deployment of new technology on campus and in student housing. Existing loudspeakers and mass emergency notification by email and voicemail inform students, faculty, and staff of an emergency situation. With a new state-of-the-art fire alarm system, we are considering options to lever-age this campus-wide fiber optic network to support first responders. With a heightened focus on safety, it’s important that institutions prepare for the worst. We must avoid short-term thinking, plan for different types of situations, involve stakeholders, and remain flex-ible for growth. Scenario training is as important as planning. There are no easy answers when it comes to keeping your campus safe, but well orchestrated and well rehearsed emergency response plans will help.

Nathaniel Wilson, AIA, AICP, Campus ArchitectCalifornia State University Northridge

14 | neXt Fall 2008

COLLEGES & UNIVERSITIES

IN BRIEF:SUSTaINaBILITy

BENChmaRkING TOOLS FOR

by SuSan F. King, aia, LEED aP

LEED ForPortFoLioS

sponsor

The United States Green Building Council

www.usgbc.org

What

The goal for the development of the LEED for Port-

folios program is to streamline the process of cer-

tification for LEED NC or through LEED EB criteria

for large property owners seeking to certify multiple

buildings at the same time with one application to

USGBC. The pilot phase of this program is seeking to

develop new guidelines and requirements for LEED

certification with similar buildings on different sites

(retail establishments), different buildings on one site

(campuses and government installations), and different

buildings on different sites (real estate companies).

minimum requirements

Property owners must have more than 25 buildings

or more than 2.5M sf of facilities in order to register.

status

Pilot launched in November 2006 and includes 40

participating companies and

institutions. The pilot is cur-

rently closed. LEED for

Portfolios is expected

to be approved and

implemented by US-

GBC during 2009

and will most

likely replace

the current

LEED for

Multiple

Buildings

and On-Cam-

pus Building Applica-

tion Guide.

SuStainabiLity tracKing, aSSESSmEnt, anD rating SyStEm (StarS)

sponsor

Association for the Advancement of Sustain-

ability in Higher Education (AASHE)

www.aashe.org/stars/

What

STARS is a voluntary, self-reporting frame-

work for gauging relative progress toward

sustainability for colleges and universities.

philosophy

In addition to environmental performance criteria,

the STARS system captures the pure definition of

sustainability by also including credits related to

an institution’s social and economic performance.

status

A pilot is currently underway with over 90 col-

leges and universities participating. Current

version .5 was released in April 2008.

LEED For ExiSting buiLDingS: oPErationS & maintEnancE (Ebom)

sponsor

The United States Green Building Council

www.usgbc.org

What

Provides a benchmark for building owners and

operators to measure operations, improvements,

and maintenance. LEED EBOM replaces the original

LEED for Existing Buildings with a more stream-

lined process, less prerequisites, and a greater

focus on operations and maintenance. These are

just a few of the improvements to this product that

are a result of a year-long development process.

For a full list of the changes visit www.usgbc.org.

minimum requirements

There are nine prerequisites that must be met in

order to pursue LEED EBOM. This is a reduction from

13 prerequisites under the older LEED EB system.

Evaluation should begin with Energy & Atmosphere

Prerequisite 2, which requires a minimum of two

energy points be achieved under EA Credit 1. One

method for satisfying this requirement is for exist-

ing facilities that are eligible for an EPA rating to

use the Energy Star’s Portfolio Manager tool and

achieve an energy performance rating of at least 69.

status

Beginning September 1, 2008, all projects reg-

istering for LEED for Existing Buildings must do

so under the new LEED EBOM version. Projects

that register for LEED for Existing Buildings ver-

sion 2.0 before September 1 will be given the

opportunity to continue their certification under

version 2.0 or upgrade to LEED EBOM.

Susan King is a principal with GreenWorks Studio, a Partner Company of Harley Ellis Devereaux.

As the building industry continues to grapple with designing and constructing in an environmentally friendly way, the avoidance of “greenwashing” remains a high prior-ity. Thus benchmarking tools, typically in the form of rating systems, have come to play a critical role in the design, construction, and operations of buildings over the past decade.

It is a challenge for college and university campuses that have multiple buildings to get through the rating system process. Here are three new tools to help achieve green status for their campuses.

neXt Fall 2008 | 15

Throughout history, our need to feel a sense of com-munity that offers experiences that integrate various aspects of everyday life to give people a sense of be-longing has always been desirable. These places are memorable and full of the expressions of life that invigorates us all.

There is a very old joke, directed at numerous com-munities, large and small, that goes, “I went there, but there was no there there!” Simply put, the purpose of a special place is to create a “sense of place” that can successfully encompass the community as a whole. A wonderfully exuberant, diverse place that makes walk-ing around an interesting and memorable exploration.

hat emotional connection, the moment when people experience something and memories are made. Isn’t that what life is all about? What is it about our experiences that make a place … a place?

The glowing, gold sculpture floating above the foun-tain at The Americana at Brand stops you in your tracks and makes you forget where you are for a mo-ment. The 22-foot statue is an exact replica of Don-ald De Lue’s “The Spirit of American Youth.” david

W. Williams, aIa, executive vice president of architec-ture for caruso affiliated, Americana’s developer, says it is his favorite feature of the new lifestyle center in Glendale, California. “The statue was sculpted and re-cast by De Lue’s apprentice and by the original found-ry in Rock Tavern, New York; it’s a very emotional piece of public art.” “The Spirit of American Youth” adds to the feeling of being in a new, old place. A place where the architecture is familiar, the sights and

sounds are comfortable, the atmosphere is safe, and where real life takes place. Just like home.

there’s no PlACe lIke home“Caruso’s vision for Americana boiled down to one word – home,” explains Williams. “We wanted it to be a home for the city of Glendale, for the retailers that setup shop here, for the residents seeking a new lifestyle experience, and for the surrounding commu-nity that will make it their own over the years. There are planned events, big and small, movies in the park, and mommy-and-me activities. The residential sec-tions are not large, each having its own personality and wondrous urban views of the central park space.

story by Ralph J. Mocerino, AIAphotography by Devon Meade

A celebrAtion of life

theamericanaatbrand

16 | neXt Fall 2008

“Caruso’s vision for Americana boiled down to one word – home.”

David W. Williams, AIAExecutive Vice President, Architecture

Caruso Affiliated

All of which inherently creates a sense of neighbor-hood and community.”

Americana is a fantastic mix of retail, entertain-ment, and residential environments. Caruso strived to replicate the great urban experience by combining the elements in a unique approach, while ensuring their core philosophy was always first and foremost. That is, “we are building a great street, a dynamic urban environment” (Rick Caruso, LA Times June 3, 2007). They wanted to design the

perfect street where life happens. Apartments and condos are placed above shops, as in Newbury Street in Boston, King Street in Charleston, and countless

other merchant-driven districts worldwide. The size of the buildings in relation to the street and customer is all based on a distinctly human scale. Nothing is overwhelming, out of reach, or uncomfortable. Of the project’s 15.5 acres, 4 were set aside for pedestrian

open space. You can hang out with friends or take the kids to the playground as if you were at your local park.

It’s All In the detAIlsThe urban experience is amplified by engaging all of the senses. When you touch a railing or sit at the

fountain’s edge, the materials are real. Everything is built to feel authentic and to last a very long time. The flowers and plants were selected for their visual beauty as well as their rich fragrance. “Even the smell of the spray from the fountain as it hits the asphalt on

The urban experience is amplified by engaging all of the senses.

neXt Fall 2008 | 17

David W. Williams, AIA Executive Vice President, Architecture

Caruso Affiliated

experience

We added off- the-wall and contemporary elements, but also allowed a small intrusion of the automobile to further reflect the urban

18 | neXt Fall 2008

a hot day reminds people of a familiar place; for me it’s the Midwest,” says Williams.

The architectural style of The Americana is diverse and organic. Overall, there is a nostalgic, historic, east coast familiarity. “We added off-the-wall and contem-porary elements, but also allowed a small intrusion

of the automobile to further reflect the urban experi-ence,” explains Williams. “We wanted a collision of time and place, traditional and modern, and achieved this in many instances by simply getting out of the way. We gave the retail tenants freedom to design their

own storefronts; each one is different. In addition to elkus manfredi, we invited more designers into the process which adds to the eclectic style. Every visitor can find something they can relate to.”

With such attention to detail built into The Ameri-cana, it’s no wonder that there were 2,000 workers onsite as it got close to the grand opening. “You can sense the heart and soul of the craftsmen who built this project,” reflects Williams. “The trade profession-als are the foundation of this country, yet they don’t get many opportunities to show off their craft. The Americana gave them that opportunity. I really got to know these guys and it’s wonderful to see them come back after the project was open to proudly show their family and friends their hard work.”

whAt’s neXt?Along with their next retail project, The Shops at San-ta Anita, Caruso is getting into the hospitality busi-ness. They have acquired the old Miramar Beach Re-sort & Bungalows property in Montecito, California. When it reopens in 2010, Caruso will give its guests a casually elegant, five-star resort experience. Their research to create this special place will take them to the great hotels of Europe. Entry into this arena may take Caruso out of California but for now their retail projects are local, although they are seriously pur-suing retail projects in Northern California and San

Diego County. Williams comments, “We’re a hands-on bunch. To properly commit to a retail project, we must be close to our customers and to the communi-ties where we put down roots.” This Caruso-Style of immersion into every detail of The Americana makes it a place that will define itself as it grows and is nur-tured by the residents, shoppers, and guests of the city of Glendale. It’s a great civic space that provides a palette and canvas for painting memories for people, family, and friends for many years to come.

Harley Ellis Devereaux was the executive architect for The Ameri-cana at Brand project.Ralph Mocerino is an associate with Harley Ellis Devereaux and the firm’s retail practice leader.

“A wonderfully exuberant, diverse place that makes walking around

an interesting and memorable exploration.”

Ralph J. Mocerino, AIACorporate & Commercial Studio Leader

Harley Ellis Devereaux

contemporary elements, but also allowed a small intrusion of the automobile to further reflect the urban

neXt Fall 2008 | 19

stIll strOnG at 70:The Detroit Diesel industrial complex revitalization project will transform the original 1938 plant into a

center for creativity and innovation

reseArch & collAborAtion Are the fuel for whAt’s neXt

by Michael F. Cooper, PE

InnOvatIOn

20 | neXt Fall 2008

ust one year after the launch of the iPhone, we can’t wait to buy the new iPhone G3. Gas prices have soared and we need to get rid of our gas-guzzler. What’s a good choice? The new energy-effi-cient SmartCar. Or maybe it’s a Harley-Davidson mo-torcycle so people hear its unmistakable sound before they see it. And who knew the Segway would become part of everyday life with individuals, businesses, and law enforcement agencies.

How did these companies create their hyper-success-ful products? Today’s industrial product market is global and fast-paced, so how can innovative prod-ucts continually be created and delivered when faced with such challenges?

the Answer Is CollABorAtIVe reseArCh Pioneering companies understand that innovation is the result of marrying thoughtful research with a cul-ture of teamwork and collaboration that is housed in an appropriate setting. The right environment enables scientific discovery and collaboration to happen natu-rally. Now more traditional industrial companies have discovered the power of collaborative research and are getting in on the game as well.

When General motors corporation decided to revital-ize its Research and Development Center in Warren, Michigan, they partnered with harley ellis devereaux to help them understand the workings of highly flex-ible, multi-disciplinary research programs and how facilities can foster this type of research. The result is a new kind of environment. What was a research

center based on disciplinary silos, is becoming a cen-ter for collaboration where cross-disciplinary teams can work on new, innovative products; brainstorm ideas; challenge conventional wisdom; and test theo-ries all within the boundaries of a safe and controlled work environment.

Collaborative research is infiltrating product devel-opment at all levels and is at the forefront of our lightning-fast technology revolution. The interaction of research disciplines, the interface of research func-tions, and even spontaneous “water cooler” conversa-tions are driving product development forward.

When robert bosch corporation commissioned Har-ley Ellis Devereaux to help plan and design their new Prototype Development Center in Plymouth, Mich-igan, a significant part of the plan was a two-story circulation spine that serves to connect all phases of research and provides the opportunity for interaction between all building occupants. Once considered an overhead expense, public spaces are now transformed into highly productive, revenue generating spaces if planned properly.

Some of the most powerful collaboration is with consumers, outside research and development insti-tutions, peer organizations, and commercial clients. Over the years, Harley-Davidson Motorcycles has been significantly influenced by direct collaboration with their customers. This customer connection led to an understanding that the distinct sound of a Har-ley engine is something all of their customers want to hear. This design, covered under several patents, has sustained because of the strong connection to the Harley-Davidson brand.

Imra, america, a long-time client of Harley Ellis Devereaux, is a global leader in the field of ultrafast

fiber (blue) laser technology, and one of the hottest companies on the planet. In May 2008, IMRA broke ground for a major addition to their Ann Arbor, Michigan research and development facility. Com-menting on the expansion, takashi Omitsu, president and CEO, said, “This new expansion will give IMRA the capability of further developing applications tech-nologies that can use its ultrafast fiber lasers, such as: energy-related device technologies, environmental technologies, bio technologies, and semiconductor technologies. We intend to collaborate with outside

research and development institutions and commer-cial customers on various projects to develop specific applications in these areas.” Both research capability and collaboration are important to IMRA as drivers of their success.

Conversely, there are scores of manufacturing con-cerns that are opting to modernize and expand exist-ing production operations rather than invest capital in new plants. Interestingly, some industrial buildings once thought to have seemingly outlived their eco-nomic usefulness are now being upgraded and re-

KeepInG the spIrIt Of saarInen:The renovation of the historic Eero Saarinen Research and Development Center for General Motors encour-ages collaboration and fosters team-based research

“The right environment enables scientific

discovery and collaboration to

happen naturally.”

Michael F. Cooper, PEPrincipal and Senior Mechanical Engineer

Harley Ellis Devereaux

IcOn Of a decade:The multimedia iPhone was named Time magazine’s Invention of the Year in 2007

neXt Fall 2008 | 21

tooled. These modernizations are helping to restore old plants as vital components of a community. Con-structed in 1938, detroit diesel corporation’s plant in Southeast, Michigan had long been a key socio-economic factor of the manufacturing scene in the Detroit area, and corporate officials had every reason to question the future of the seventy-year-old pro-duction facility. A Harley Ellis Devereaux study and

resulting master plan helped provide some of the an-swers. The plan calls for a phased revitalization of the 3,000,000 sf facility and includes new space for engineering and administrative personnel for several of Detroit Diesel’s out-of-state partner companies. This multi-phase program will enable the manufac-turer to develop a center of creativity and innovation that contributes to a strong corporate future.

Inspired innovation is innovation with pur-pose and results in creations that im-prove our quality of life. Such innovation begins with collabora-tive research. When organizations combine the industry’s best and brightest minds in an environment that pro-motes working together, there is no limit to what can be accomplished.

Could the previous generation have envisioned bi-cycles weighing mere ounces, hybrid vehicles, GPS navigation, or the mass appeal of the iPod? Probably not. Can we predict the next wave of product innova-tion? Again, probably not. We can, however, count on the fact that it will start in an environment of research and collaboration. From there, we are confined only by our imagination.

Mike Cooper is a principal and senior mechanical engineer with Harley Ellis Devereaux.

fleXIbIlIty and functIOn:The new R&D Center for Robert Bosch consolidates operations and promotes privacy while encouraging interaction

bIKe rIde:Harley-Davidson Motorcycle’s product development is the result of direct collaboration with their customers

nOW that’s smart:The joint-venture between Mercedes-Benz and Swatch produced the SmartCar, one of only six cars ever exhibited at the Museum of Modern Art in NYC

22 | neXt Fall 2008

the AwBerC ChAllengeAWBERC is the second largest research and develop-ment facility owned and operated by the EPA. It is internationally recognized for water research and has become a leader in the areas of bioremediation and pollution prevention. The 10-story, 429,646 gsf facil-ity was built in the early 1970s and houses the new National Homeland Security Research Center.

AWBERC’s existing ventilation infrastructure is largely original equipment which is inefficient and at the end of its useful life. To address the antiquated systems, the EPA implemented a phased plan to the replacement of the deteriorating mechanical infra-structure with a flexible, energy-efficient system. The plan calls for replacing the building systems in five phases over a ten year period while the majority of the building remains occupied and functional. Using this approach, the EPA addresses their cur-rent system deficiencies and

preserves their abil-ity to recruit and re-tain the industry’s bright-est minds.

desIgn strAtegIesOnce there was a full understanding of the project objectives, priorities, and parameters, the design team of harley ellis devereaux and sfa architects devel-oped and implemented strategies that will give this mature facility new life resulting in substantial energy savings. Specific initiatives included:

Existing air handling units were removed replaced with new, custom air handling units. Variable volume supply air fans provide only the airflow needed at any given time while maintaining system redundancy.

A new, fully digital building management system monitors and controls all new systems. It allows for optimal operation and sequencing of all systems and equipment.

s a building owner, wouldn’t you be ecstatic to reduce your facility’s an-nual energy consumption by 40 percent? But what if your building is a 30+ year-old, antiquated laboratory facility? The u.s. environmental protection agency’s Andrew W. Breidenbach Environmental Research Center (AWBERC) in Cincinnati, Ohio is addressing this issue by replacing their mechanical ventilation system. An independent study by pWI energy, energy modeling consultants, predicts, “Energy modeling in-dicates that the (AWBERC) building will save 5,6096 mmBtu in thermal energy consumption after renova-tion is complete. This equates to 40 percent reduction of the total baseline energy consumption.” This is “greening the EPA” on a grand scale while “saving some green” at the same time.

SaVINGGREEN

ThE EPa’S AWBERCFaCILITy GETS

a ThOUGhTFUL RENOVaTION

SOmE

by braDLEy n. roHLoFF, PE

A new energy recovery system captures heat energy that would otherwise be discharged into the atmo-sphere through the lab exhaust system and uses it to pre-condition fresh air entering the building.

Laboratories will be equipped with high performance fume hoods.

fInAl thoUghtsBy providing an energy-sensitive, well-planned, and thoughtful design approach to the building infra-structure, the EPA AWBERC is expected to save 40 percent of its annual energy costs when construction is complete. For them this equates to savings of al-most half a million dollars per year.

That’s a lot of green.

Brad Rohloff is an associate and mechanical engineer with Harley Ellis Devereaux.

neXt Fall 2008 | 23

hat inspires you? Are you passionate about the quality of your life? Does your environment celebrate your individuality, your authentic char-acteristics of being unique? What kind of choices do you make in your life that embraces the power of design?

Enrique Suarez, Leonora Georgeoglou, and their two daughters, Elia and Alexia, were having the time of their life on a beautiful autumn day in Chicago. Elia was ecstatic splashing around in Chicago’s Millennium Park and three-month old Alexia was just glad to be outside. “Let’s go for it,” Enrique tells Leonora. So Mom and Dad rolled up their pant legs and dove into the wading pool at Crown Fountain.

This husband and wife team uses the same philosophy and enthusiasm when creat-ing memorable places with a purpose. Their belief that the random but balanced experiences discovered through design is a way of life. It’s a simple belief that trans-lates into assisting clients in understanding how great design has the power to trans-form an organization, celebrate a place, or maybe just tell a story. Enrique explains to NEXT:

neXt: viewpointenrIque suarez, aIa & leOnOra GeOrGeOGlOu, leed apharley ellIs devereauX

“We all make choices in our lives, and those choices must have a purpose. When we design an environment, the quality of that environment needs to reflect the intrinsic meaning of that client’s sole purpose.

“The inspiration that enables all of us to envision and create comes from our own individual life experiences. It seems that life, with all of its color, establishes this wonderful palette of experiences that we can draw upon to create great design. Leonora and I thrive on the simple things in life. We welcome challenges where we need to do a lot with a little, but with a sense of comfortable elegance and balance. We want to create places that are rich in texture, embrace playful colors, admire minimalism, and, most importantly, have purpose.

“Life is funny; everything we do can be viewed as a mini-design project. When I cook, there are no boundaries in the ingredients used in creating a dish, and there is immediate satisfaction knowing it’s good with the first bite. We love that; no bound-aries, instant gratification, and a sole purpose.

“We believe design and life are inseparable. Life is design and the power of design is our life. Never do what is expected, and be comfortable with serendipity. I think it was John Lennon who said, ‘Life is what happens to you while you’re busy making other plans.’ ”

24 | neXt Fall 2008

Project Team Credits:

abelsontaylor, Inc. corporate headquarters

Client: AbelsonTaylor, Inc.Architect: Harley Ellis DevereauxStrategic Planning and Programming: Spectrum StrategiesStructural Engineer: Tylk Gustafson Reckers Wilson Andres, LLCMEP Engineer: Environmental Systems DesignLighting Designer: Charter SillsContractor: Leopardo Construction

harley ellis devereaux Office renovation

Client: Harley Ellis DevereauxArchitect: Harley Ellis DevereauxOwner’s Representative: Spectrum StrategiesStructure Engineer: Nabih Youssef & AssociatesAudio/Visual: SemetraSignage/Graphics Production: Accessories Plus, Inc.Contractor: Howard Building Corporation

Walbridge corporate headquarters

Client: WalbridgeArchitect: Harley Ellis DevereauxContractor: Walbridge

ambulatory care center

Client: Beaumont Hospitals, TroyArchitect: Harley Ellis DevereauxContractor: Barton Malow | Skanska

charles h. Kim elementary school

Client: Los Angeles Unified School DistrictArchitect: Harley Ellis DevereauxContractor: F.H. Paschen

family learning center

Client: Mothers’ ClubArchitect: Harley Ellis DevereauxContractor: G.L. Kaplan Construction Company

highland hall science center

Client: Waldorf SchoolArchitect: Harley Ellis Devereaux

the americana at brand

Owner/Developer: Caruso AffiliatedExecutive Architect: Harley Ellis DevereauxDesign Architect: Elkus Manfredi ArchitectsConstruction Manager: Bernards BuildersSubconsultants: Choate Parking Consultants, D7 Consulting (Waterproofing), DMJM Harris (Civil), Dianna Wong Architecture and Interior Design Inc., Ficcadenti & Waggoner (Structural), Giorgio Borruso Design, HKA, Lifescapes International, Psomas, Romero Thorsen Design (Graphics), Ron Esposito Faux Painting, Schirmer Engineering, STO Design Group, SFA Design, Visual Terrain (Lighting), Wet Design

research and development center

Client: General Motors CorporationArchitect: Harley Ellis Devereaux

new Office and prototype development center

Client: Robert Bosch CorporationArchitect: Harley Ellis DevereauxContractor: Barton Malow Company

research and development center

Client: IMRA America, Inc.Architect: Harley Ellis DevereauxContractor: Schonsheck, Inc.

Industrial complex revitalization

Client: Detroit Diesel CorporationArchitect: Harley Ellis DevereauxContractor: Barton Malow Company

andrew W. breidenbach environmental research

center

Client: U.S. Environmental Protection AgencyArchitect: SFA-Harley Ellis DevereauxEnergy Modeling Consultants: PWI EnergyContractor: Langdon, Inc.

Photography Credits:

cover: Chris Barrett, Hedrich Blessingp 1: Tom Drew, Black, White + Color Photographyp 2, 3: Tom Drew, Black, White + Color Photographyp 4: Chris Barrett, Hedrich Blessing, AbelsonTaylor (inset)p 5: Chris Barrett, Hedrich Blessingp 6: Bennie Chan, Fotoworksp 7: Ryan Southen, Ryan Southen Photographyp 8: Getty Imagesp 9: Harley Ellis Devereauxp 10: Myon Architectural Paradigmsp 11: RMA Photography, Inc.p 12, 13: Getty Imagesp 14: Harley Ellis Devereauxp 15: Getty Imagesp 16-19: Devon Meadep 20: Justin Maconochie, Maconochie Photographyp 21: Getty Images (iPhone), Harley Ellis Devereaux (rendering)p 22: Corbis (Harley-Davidson), Steve Maylone Photography (large image), Justin Maconochie, Maconochie Photography (inset)p 23: SFA Architectsp 24: Tom Drew, Black, White + Color Photography

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