Latest Reports

Mass timber construction is widely lauded for its sustainability benefits, including wood’s natural carbon sequestration, lower embodied energy footprint, lighter weight as compared to steel or concrete, and essential renewability. But does it pay off in terms of a university’s performance standards and cost concerns when embarking on a project as ambitious as Oregon State University’s Jen-Hsun and Lori Mills Huang Collaborative Innovation Complex, a $213 million, 143,000-sf facility dedicated to advanced programs in artificial intelligence, robotics, energy, and materials science? Scott Ashford, OSU’s dean of the College of Engineering, and Libby Ramirez, the university’s resident architect, argue that with careful strategy and an eye toward the data, the answer is “yes.”

Science and engineering are constantly moving knowledge forward, and that means updates to the way we teach and do research. But buildings tend to remain artifacts of the time in which they were built. The future is flexible, and agile design with an inclusive approach can help turn old buildings into places where the next wave of scientists and engineers can flourish.

State-of-the-art labs are more efficient, cheaper, and more pleasant for the animals housed there than older designs. Despite all these advantages, most labs are decades out of date, say laboratory architect Jeff Zynda of Perkins&Will and laboratory veterinary consultant John J. Hasenau. The longtime collaborators point out that outdated labs are missing out on a broad range of improvements—from more efficient HVAC systems to a deeper understanding of light spectrums to better cage design—that are more comfortable for the animals, more useful for the scientists, and less expensive to operate.

Designing and building labs in the unlikely and constrained location of the prestigious Pacific Design Center (PDC) with Hollywood as a backdrop is a daunting task, requiring adherence to quality expectations, facilities management guidelines in a non-research environment, separation from existing high-end tenants, and compliance with infrastructure requirements. Cedars-Sinai, one of the largest nonprofit medical centers in the U.S., accepted the challenge after deciding to expand its research portfolio. Growing beyond its limited campus is necessary to accommodate the rapid growth of its research facilities and to aid in recruiting top scientists by providing innovative facilities with optimum resources. Hospital officials looked a half mile from their campus to the PDC, a designated cultural resource building complex designed by Cesar Pelli in the 1970s. Known in the 1980s and 1990s as a vibrant hub of premier art, design, and architectural showrooms, many of the tenants now have online shops rather than physical space in the cluster of buildings, leaving vacancies available for lease and an opportunity for Cedars-Sinai’s growth.

In the span of 16 months, Seattle’s Fred Hutch Cancer Center formulated and implemented a space realignment initiative that divested 30,000 sf of leased space, generated $2 million in savings and another $2 million in cost avoidance, and impacted approximately 1,400 people, 20% of its 7,000-member workforce.