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TRADELINE 2013 College & University Science Facilities

presented by:

Rachel Nelan, AIA, LEED AP Chuck Mummert, AIA, LEED AP

Outcome-based strategies for integrated research, teaching, and support programs in one facility

TRADELINE College & University Science Facilities October 28-29, 2013


A G E N D A

Introduction Process

– Organizational structure – Individual research vs. team science – Transition from “Mine” to “Ours”

Maximizing investment – Assessment – Developing “new” – Public / private partnerships

Integration – Co-location – Blending old and new – Iconic places

Summary

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Tools and processes that provide positive impact on institutional success, including peer rankings, grant funding, and space allocation

T R A D E L I N E T H R E E


Project proposed to the government on a platform of providing enhanced interprofessional teaching and research

Physical connections between Health Sciences and Hospital provide opportunities to bridge the gap between education, research, and clinical programs

Implemented a reconstruction of the Institutional Governance regarding ownership and use of space

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O R G A N I Z A T I O N A L G O V E R N A N C E

• No more ownership of space by individual college Deans • Space owned / allocated by Council of Health Science Deans • Space allocation expandable / contractable based on Research /

Grant Success • New standards of accountability to Council and Provincial goals


C H A N G E M A N A G E M E N T

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Implemented several change management strategies

– Engaged NIH as counsel on building / maintaining successful science teams

– Began a wide campaign for the benefits of team vs. individual science to faculty

– Built mock-up of open shared lab environment in existing space – showcased the opportunities

– Initiated long-term study of the project and its influence / outcomes for team science between university and design team


C H A N G E M A N A G E M E N T

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P R O C E S S T r a n s i t i o n f r o m “ M i n e ” t o “ O u r s ”

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Specialty Facilities – Investment in shared, specialized equipment (e.g. simulation) – Investment in well-trained staff to understand and operate shared resources like

simulation centers and core facilities • Faculty outline the simulation “need” and expert staff provide implementation plan

Common facilities – Investment in common equipment provided in lieu of purchased with start-up funds,

allows start up funds tailored to specific research needs • Flexibility and standardization: base-line lab module accommodates all researchers and

prohibit previously required customization for specific recruits – Invest in training lab managers to support multiple researchers

• Efficiency in administrative process: create structure to support daily operations at a administrative level and enable researchers to focus on research

Location can promote interdisciplinary learning / research opportunities


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S U R V E Y F R A M E W O R K


Current assessment

of factors

CRITICAL QUESTIONS

• TOOLS • DATA NOW 4-6 MOS 18 MOS 5 YR

Efficiency Effectiveness

S U R V E Y P R O C E S S

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ABSTRACT: • Premise • Design • Outcomes (anticipated)

Factors which contribute to desired outcomes

Measures of desired outcomes

GROUP ONE

GROUP TWO

GROUP THREE

More efficient space

Collaboration opportunities

Design condition

assessment

Trust / team building

Recognition / rewards

Grant success

New faculty recruits

Commercial- ization of idea

Increased publications

Higher quality research

Improved provincial

health


Categories of Questions Data the university is seeking:

– Demographic – Institutional Support – Collaborators – who and where

Data Flad is seeking: – Efficiency and Effectiveness of

Research Environment

Data both are seeking: – Social and Collaborative

Opportunities 10

Surveys were distributed to about 300 people preparing to move into a collaborative research environment from small, dedicated, outdated research space.

S U R V E Y - S A M P L E Q U E S T I O N S

Question Example “How important are the factors of adaptability, flexibility, workflow, transparency, and operational support to your research efficiency?” (Scale 1 to 10)

*Workflow defined as appropriate lab arrangements, access to critical equipment/technology, and availability of consumables/supplies.


“ M I N E ” T O “ O U R S ” – R I S K S A N D R E W A R D S

Independent Interdependent

Self-Identity

Group-Identity

High Interaction and Integration

Status

Autonomy

Power

Multiple Inter-dependent

Leaders

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A C C E S S T O I N S T R U M E N T S

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Maximize investment to leverage new and existing facility assets To drive collaboration and innovation with external and internal partners



Campus Capacity Southeast precinct development from

1950-2000 – Increased density – Limited open space/buildable area – Circulation, safety, and wayfinding

Capacity on main campus is limited – Fewer than 10 building sites – Growth potential of 4.5 million SF

Strategic renovation and renewal of existing facilities

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L E V E R A G E E X I S T I N G


Site Capacity

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Old Dental: administration and education

Brauer / Tarrson: clinical

Dental Research Building: research laboratories

Dental Office Building administration and student amenities


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Site Capacity


Old Dental: administration and education

Brauer / Tarrson: clinical

Dental Research Building: research laboratories

Dental Office Building administration and student amenities


Site Capacity

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B E S T U S E O F E X I S T I N G S P A C E

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Space Needs Assessment

Educational spaces: 27% growth

Research lab and support: 26% replacement and 9% growth

Office and administration: 19% growth

Student amenities and support: 19% growth


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Site Capacity



Site Capacity

Existing Site

• 2.85 acres of buildable area

• 474,895 sf of existing buildings

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New Site Opportunities

• Addition: 216,000 gsf

• Green space: 1.13 acres

• Integrate circulation patterns


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Site Capacity


D E V E L O P N E W

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D E V E L O P N E W

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D E V E L O P N E W

Maintain good stewardship of iconic buildings while supporting leading-edge research and teaching

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Influencers for state funding priority – University’s 10-year master plan – Mandate by state legislature – University Facilities Assessment Report – Hazardous condition of existing facilities

Internal space analysis – Space needs summary – Initially resulted in stand alone 3 or 4

story building

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W H Y D E V E L O P N E W ?



Supporting the Mission Education / Teaching

– Enhanced recruitment – 20% increase in dental student

enrollment

Patient Care – Over 100,000 patient visits per year – DDS graduate program – 9 Masters programs – Dental Faculty Practice

Research – Create shared facilities to support

• School of Dentistry programs • Health sciences • School of medicine

– Regional Center for Neurosensory Disorders

– Oral and Systemic Disorders Center

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Establishing a professional culture – Professional home for students – Amenities – Dealing with the practicalities

Continuing education programs

Social interaction space

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W H Y B U I L D N E W ?

Simulation Center at University of Saskatchewan Emphasis from accrediting bodies requiring

“safe” training environment Created interim simulation center to learn

new technologies and how to use the space Goal: get all practitioners involved in training

of healthcare professionals (pre-graduation and post-graduation)

Directly informed types of equipment purchased, space required and human resources required to operate

Hi-fidelity suite as well as low / lower fidelity facility

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Interim Simulation Center at University of Saskatchewan


W H Y B U I L D N E W ?

Simulation Center at University of Saskatchewan

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Health Sciences Library

Dental Clinic

Clinical Learning Resource Center

Administrative

Lecture

Atrium

Simulation Center

New facility and location promotes interdisciplinary opportunities and team approach

Resources for the facility – Shared equipment for all programs – Dedicated trained staff to operate

the facility


P U B L I C P R I V A T E P A R T N E R S H I P S

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Universities &

Colleges

AERTC

Federal Laboratories

Outreach & Education

Utilities

Adelphi CUNY Hofstra Long Island University NY Institute of Technology SUNY Maritime

Brookhaven National Lab

LIPA KeySpan/National Grid

SUNY Farmingdale SUNY Stony Brook

Industry

Conoco Exxon Mobile Sikorsky Computer Associates Northrop Grumman

• Conceived in 2006 • Founded on the principle of partnership: energy producers and research institutions, regulators, and customers • Longstanding relationships between research institutions, vocational training centers, and regional companies

provide the platform for an energy research center


I N T E R N A L P A R T N E R S H I P S

Foundations – Finding project “champions” – Hosted events for students, alumni ,

faculty and friends

Leveraging the professional “base” – CE programs and membership as

fundraising platform – Promotional materials and message

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Rejuvenate existing facilities to maximize efficiencies and economies While supporting the evolution of a new collaborative culture for research and teaching



I N T E G R A T I O N

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Interconnected Campus Linking precincts Pedestrian pathways Site / program / bridge

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Interconnected Buildings Organic growth Interprofessional research / teaching Connection points / collaborative links Integrated, shared assets

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I N T E G R A T I N G O L D A N D N E W

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L E V E R A G I N G T H E S P A C E B E T W E E N

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Existing Health Sciences



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Existing Health Sciences



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Connecting New and Existing Construction The Process

– Local government expectations and “shepherding”

– Meeting early and often with the State Construction Office (SCO)

– Specialized problem = specialized consultant

Code Summary – High-rise / one building – Smoke exhaust and make-up air – Existing building windows and openings

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C O N N E C T I V I T Y


Problem solving and innovation – Atrium volume – Smoke curtains

Computational Fluid Dynamics (CFD)

– Smoke-evacuation system sized based on performance

– Modeling process – Results

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C O N N E C T I V I T Y

Dental Commons

Main Street


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I C O N I C P L A C E S


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Founded in 1793 A rich history of careful campus

planning – Polk Place

• Prepared in 1920 by architectural firm McKim, Mead and White

• Established dimensions and scale of the greens and surrounding buildings

Over 40-year period – University followed the plan – Resulting in one of the most beautiful

campus quadrangles in America




Gateway to campus Tradition of building on campus Linking campus precincts


T H E T R A D E L I N E T H R E E

Tools and processes that provide positive impact on institutional success - including peer rankings, grant funding, and space allocation

Maximize investment to leverage new and existing facility assets to drive collaboration and innovation with external and internal partners

Rejuvenate existing facilities to maximize efficiencies and economies while supporting the evolution of a new collaborative culture for research and teaching

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