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Determining whether to build a new STEM facility or to renovate an existing building requires weighing multiple factors: budget, project cost and duration, whether the current building has “good bones,” availability of swing space, how the building fits into a strategic plan, and historic and cultural considerations, not to mention project-specific items like the need for a vivarium or maker space or even the requirement to work around a historic Cherokee earthen mound.

Universities and businesses have worked together for decades. Today, changes in funding and in STEM career paths have made those partnerships more attractive than ever—so attractive, in fact, that many institutions are planning new spaces specifically for them. With limits on government funding in recent years, and state and local funding stagnant, many institutions are seeing 25 to 30 percent of their research funding coming from outside sources, primarily private industry. That has led to more elaborate and specific consideration of industry partnerships as a part of strategic planning.

The Bioprocess Innovation Center is the new office and research headquarters for FUJIFILM Diosynth Technologies in Research Triangle Park. The three-story facility combines research laboratories and administration into one building and fosters a strong sense of community, despite the isolated suburban setting. The project re-conceptualizes the role of a research laboratory building as a “home for a team of scientists.” The company’s research capabilities are showcased as visitors see the lab spaces as they approach the building.

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.

Active learning, collaborative spaces, real-world connections, a purposeful focus on “soft skills,” and a grounding in liberal arts and sciences all combine in Jefferson’s Nexus Learning approach to develop and support work-ready graduates. “Nexus Learning is based on a suite of strategies that ensures our graduates are prepared to succeed in their professions or graduate school,” says Jeffrey Ashley, PhD, chemistry professor and director of the Center for Teaching Innovation and Nexus Learning at Jefferson (Philadelphia University + Thomas Jefferson University). Nexus Learning appears to be on target in this mission, with 97 percent of undergraduates working in their disciplines or accepted to graduate school within four months of graduation.