Operating Cost

Money is becoming available for new construction and major renovations of college and university science buildings, but experts and observers in the industry see a major planning flaw in many of these projects: They are moving forward with no assessment as to whether or not owners have the skilled staff to operate and maintain what is being planned, or the financial resources to hire the staff that will be needed. That is a recipe for institutional embarrassment.

Universities, independent research institutes, and medical centers looking to improve the quality of their research, recruit and retain staff, and compete for funding increasingly focus their attention on establishing core facilities, despite some concerns in the scientific community about where these core facilities are located and possible conflicts between the research groups vying to use them. Almost regardless of discipline, researchers chafe under budgetary constraints—no small problem in the “publish or perish” environment of biomedicine. The tools necessary for even the most basic of protocols are expensive, with cutting-edge equipment running into the hundreds of thousands of dollars. It is hardly surprising that new or remodeled facilities benefit from centralizing certain shared resources, such as imaging instruments, microscopy, cold storage, and animal facilities. But those resistant to the concept cite reservations about establishing accountability, prioritizing purchases, and ensuring equitable access. Do the benefits of core facilities outweigh these potential pitfalls?  

Specialized biomedical core facilities accelerate scientific research and make the most of funding resources, but it takes considerable expertise in both technology and business to attain these results. To ensure the centralized model provides the most productive and cost-effective support to researchers, University Health Network (UHN) in Toronto has assembled a toolkit of proven strategies and operating principles. The foremost requirements are a robust knowledge base in science and technology and a strong business orientation. 

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.

In an era of shrinking research funding and growing reliance on complex technologies, a centralized core model resolves a host of issues faced by sizable institutions like University Health Network (UHN) in Toronto, Canada’s largest research hospital.

Ferris State University will open the Shimadzu Core Laboratory for Academic and Research Excellence in fall of 2015. Located in the Arts and Sciences Complex in Big Rapids, Mich., the facility will include seven new instruments supplied by the Shimadzu Corporation with a total value of $500,000. The core lab will feature advanced spectrophotometry equipment to support student research in chemistry, physics, molecular biology, biochemistry, and forensic science.

A gut renovation of the Kline Chemistry Laboratory has created a highly energy-efficient facility, with open work spaces and more than 60 high-performance fume hoods, the highest density of any building on campus. Renovation of the three-story building entailed replacement of all building systems and finishes, new core additions and exterior glazing, as well as life safety upgrades.

Flexible room configurations, durable finishes and equipment, and highly sensitive airflow control and monitoring can extend the sustainable life of animal facilities and vivaria, where the research and biosecurity needs can change repeatedly over the course of several years. Detailed upfront planning and mockups of proposed spaces contribute to the long-term success and flexibility of these facilities.

Johns Hopkins University will lease 115,000 sf in a new laboratory building under construction in Baltimore. The $59 million, 170,000-sf facility is being built by Forest City Enterprises in partnership with East Baltimore Development Inc. and will feature advanced LED lighting systems installed by GB Energie LED and Revolution Lighting Technologies. Construction began on the project in November of 2014 and completion is expected in July of 2016.

The research infrastructure department at the Biodesign Institute, Arizona State University’s showcase research center, employs a dedicated facilities service organization with considerable in-house expertise, and granular benchmarking tools that track utilities and facilities costs in multiple categories of lab space, from LEED-certified green building features to general wet labs to secure ABSL-3 labs with a select agent program. In a state-sponsored research environment, where operating costs can go as high as $170 per net sf, optimizing building efficiency is critical.

Facility managers can achieve optimal performance by “sweating their assets”—making existing assets work harder—through a careful analysis of what factors contribute to the highest throughput and then undertaking initiatives that will help them reach those goals. Doing so may eliminate the need to create expensive new space but may require facility redesign, says Cyrus Yang, executive director of delivery system planning for Kaiser Permanente.

GlaxoSmithKline recently engaged Computerized Facility Integration (CFI) to develop an executive reporting dashboard that will give leaders the ability to track key performance indicators (KPIs) that help identify organizational opportunities and missteps. Once developed, this strategic information will help the real estate group quickly set a course to bring rapid improvement and reduced costs.

Merck broke ground in August of 2014 on a $108 million pharmaceutical manufacturing plant in Nantong, China. Located in the BioSpark development, the 430,560-sf facility will produce therapeutics for the treatment of cardiovascular diseases, thyroid disorders, and diabetes. The highly efficient project is designed to minimize waste during the manufacturing process. Completion is expected in 2016 with commercial operations commencing in 2017.

High-performance core facilities, spurred by proliferating cross-disciplinary investigations and technological advances, can benefit from the long-standing focus on flexibility that has generated so many design efficiencies in the traditional research lab, says Randy Kray, senior vice president and science and technology director of programming and planning at HOK.

With no private offices or assigned seats, not even for top executives, employees at GlaxoSmithKline’s (GSK) corporate office at the Philadelphia Navy Yard work in a variety of work settings. Work spaces include the atrium, the cafeteria, sit-to-stand workstations, quiet rooms, meeting rooms, and even the rooftop.