CUR 2002 Workshop Report
 
CUR 2002 Planning and Designing Sciences Facilities: Part B: Institutional Issues

• Julio de Paula comments: "Faculty perspective"

  • 140,000 SF New/Renovation project of Haverford.
  • Faculty involvement from the beginning. 
  • Committees: 
    • Steering Committee - day to day work with faculty and architects
    • Executive Committee - overview, budget, and dispute resolution
    • Construction management - oversees construction
  • Faculty shepherd received reduction in teaching load by one course per semester during construction. At different phases of the project, different amounts of "release time" may be appropriate.
  • Showed example of faculty-driven lab designed for Biology
  • 2nd example for General Chemistry
     

• Jim Swartz comments - "Administrator Perspective"

  • Directed planning on 2 science projects at Grinnell with a third project in planning now. His perspective is both as faculty member and Chief Academic Officer.
  • Planning new facilities is a lot like a scientific research project.
  • Think big, then look for best ideas and prioritize.
  • Grinnell project accomplished certain goals: 
    • Made facility more inviting.
    • Made classrooms capable of group activity
    • Prompted discussions about how they wanted to teach and how students learn. 
  • Get active participation from all stakeholders - faculty, staff, administration, designers, consultants, etc. 
  • It may be easier to raise money for the right bigger project than the wrong smaller project.
     

• Arthur Lidsky Comments - "Planner's Perspective"
  "Seven C's of Science Planning"

  • Curriculum - start with this
  • Comprehensive - Involve all users / stakeholders, including students. 
  • Commitment - Can't proceed without this.
  • Committee - Different types for different functions. 
  • Conflict - Opinions / priorities will vary, resolve before hiring architect.
  • Cadence - Be realistic about schedule, Include fund-raising time as required. 
  • Capital - $$$ 
    • Construction cost - "bricks + mortar".
    • Project cost-include fees, FF&E, etc.
    • Operating cost - cost to run & maintain.
       

• Questions / Conclusions:

  • Generic vs. customized design - try to not over-customize for specific individuals.
  • Centralization of departmental support staff can promote faculty interaction, allow shared use of better equipment and allow more specialization of support staff. 
  • Construction cost data is available from a variety of sources but care should be taken to make specific adjustments to each project.