October 2nd, 2017

LOST IN SPACE? NOTABLE PRACTICES IN

RESEARCH SPACE MANAGEMENT AT AIRI

INSTITUTIONS

Michael Kenney, Senior Director, Research Administration, City of Hope

Introduction

1The Chronicle of Higher Education; Campus Officials Seek Building Efficiencies, One Square Foot at a Time; April 17, 2009

"Academics will fight over money and kill

over space.“1

2

Questions

Why do we always feel like we’re at

maximum capacity?

Is there capacity for additional PIs at City

of Hope within existing space?

How do we allocate or reallocate space to our faculty?

How do we measure capacity, and how do we plan for the future?

How do we liberate underutilized spaces for new research groups and initiatives?

Is there a fair, equitable and transparent process to do so?

3

City of Hope

5

1913 2017

City of Hope Statistics

6

Beckman Research Institute

➢ 18 Departments

➢ 108 Professor series faculty

➢ $80M in grant revenue (excluding clinical

trials)

Medical Center

➢ 11 Departments

➢ 56 Professor series faculty

➢ ~250 active interventional clinical trials

➢ >1,000+ yearly clinical trial patient accruals

(treatment accruals)

➢ >$21M in yearly clinical trial revenue

COH Space Overview - Location

7

N

Flower Building

655 Huntington

City of Hope Biomedical Research

Center (Just Finished!)

COH Duarte Main Campus

COH Duarte Campus

8

Wet Lab > 20,000 Sq. Ft. (7)

Biological GMP (1)*

Dry Lab/Support > 20,000 Sq. Ft. (1)

Dry Lab/Support < 20,000 Sq. Ft. (11)

Wet Lab < 20,000 Sq. Ft. (9)

Off-Campus (3)

TOTAL = 32!

Essential Characteristics: Center Facilities

9

CENTER FACILITIES

➢ 2012 Review: Outstanding Merit

➢ Critique:

▪ No criticisms

GMP Manufacturing

10

• Opened in 2012

• Small molecules

• Oligonucleotides

• Drug discovery

Chemical GMP

Synthesis Facility

(CGSF)

• Opened in 2010

• CAR-T therapies

• Genetically

modified HSCs

Cell Therapy

Production

Center (CTPC)

• Opened in 2000

• Lentiviral

production

• Stem cell products

• Monoclonal

antibodies

Center for

Biomedicine and

Genetics (CBG)

15

11

7

5

15

3

15

18

8

15

0

2

4

6

8

10

12

14

16

18

20

FY16 FY17 FY18 FY19 - FY22

Faculty Recruitment FY16 - FY22

Started Signed Offer Planned Offer Total

Recruitment Progress vs. Plan (55 new recruits)

Opportunities…

12

Three strategies:

1. Bring online new space/renovate suboptimal space

2. Document space ownership/track vs. metrics

3. Maximize use of existing space (compress,

reassign)

Bring New Space Online…

Space Coming Available by Quarter (est.) FY17

Research

Enterprise

Space

New Space

Delivered FY16

Total Space

Available

(12/30/16)

Q11 Q2 Q3 Q42 Est. 9/30/17

Lab 19,399 167,784 2,417 28,298 200,916

Lab Support 7,614 87,494 1,091 18,865 108,541

Office 5,058 67,440 353 38,500 106,293

Other 10,060 191,262 - 32,837 224,099

TOTAL 42,132 513,980 3,861 118,500 639,849

13

New Space

655 Huntington: 17,529 (Jan 2016)

L/G: 13,103 (May 2016)

BRC: 11,500 (Sep 2016)

1 L/G Phase II (Feb 2017)2 BRC Phase II (Jul 2017)

Lippman Graff Renovation – Complete in May ‘16

14

Biomedical Research Center – Complete in July ‘17

15

COH Space Policy

1Benchmarking of 10 institutions2UFHSC Research Space Whitepaper; October 20, 2014

17

• Space commitments are made only with investigators in the Professor Series or equivalent

• Generally, space should be allocated to as follows:

✓ Assistant Professors - 500-1000 sq. ft.

✓ Associate Professors - 1000-1500 sq. ft.

✓ Full Professors - 1500-2000 sq. ft.

✓ Space is inclusive of shared equipment areas and common areas, but exclusive of office

space.

• Guidelines need to be flexible depending on the type of work being done in the lab, layout of the

building, and the like.

• Space allocation may be adjusted according to funding level, sources of funding, and productivity,

with priority given to Principal Investigators with extramural, peer-reviewed funding.

Research Space Management: Peer Benchmarking

(Space Policy Themes)1

Theme

Responsible, appropriate, strategic, and timely management of space is requisite to the success of the research mission. At a time of shrinking

resources and growing competition, it is essential that the faculty and leadership maximize the use of all available resources.2

Quantifiable measures and metrics are commonly used in policies to evaluate space assignment and retention. Productivity measures, used in

relation to assignable PI wet lab space are frequently incorporated in research space policies. The most frequent productivity measures used are:

• Extramural grant expenditures

• F&A expenditures

• Grant awards

• Paid lab FTEs

Quantifiable measures are not used in an automated fashion for space assignments, rather they are used in conjunction with other criteria to

create an informed analysis of institutional space utilization.

Space committees, comprised of leadership within the institution’s research enterprise are commonly formed to evaluate space utilization and

make recommendations to leadership to improve productivity of space.

Space allocations and utilization are reviewed regularly. Other factors beyond quantifiable measures are weighed when evaluating space

productivity.

Processes are generally described that outline how space is taken away from investigators. Space is generally taken away after multiple years of

lack of productivity.

1Benchmarking of 10 institutions2UFHSC Research Space Whitepaper; October 20, 2014

18

Space Ownership Tracking - Archibus

19

Space Ownership vs. Productivity

$224

$233

$260

$200

$210

$220

$230

$240

$250

$260

$270

$/S

q. F

t.

Grant Direct Expense Per Sq. Ft.2,4 Q2 FY'16

Q4 FY'16

Q1 FY'17

$699

$695

$703

$680

$685

$690

$695

$700

$705

$/S

q. F

t.

Total Expense Per Sq. Ft.2Q2 FY'16

Q4 FY'16

Q1 FY'17

$457

$496

$532

$400

$420

$440

$460

$480

$500

$520

$540

$/S

q. F

t.

Grant Award Per Sq. Ft.3Q2 FY'16

Q4 FY'16

Q1 FY'17

$113

$117

$123

$100

$105

$110

$115

$120

$125

$130

$/S

q. F

t.

F&A Expense Per Sq. Ft.2Q2 FY'16

Q4 FY'16

Q1 FY'17

1PI assignable square footage includes assigned lab space (lab), not shared/common lab space (lab support).2Q1 FY17 data is projected on a straight line. 3Point-in-time award data; includes pending awards4 Grant expense direct

Source: GEMS Award Database, PeopleSoft Financials DT Dashboard, COH Archibus Space Database

20

Growth is NOT a Strategic Imperative

• Why not expand? Compression, Dilution and The Florida Conundrum.

• Choreography: Bring in programs at the same rate as they exit (recruitment driven).

• Magic buildouts: “invisible” renovations.

WHY Growth is NOT a Strategic Imperative

We are highly focused on

IMMUNOLOGY

On the campus of UCSD and surrounded by outstanding

research institutes

Scripps

Strategic Plan

• Opportunistic hires: weight on translational research

• Endowment: Need one.

• Entrepreneurialism: Research to bedside via commercialization.

• Institutional Support: Increase support, resist dilution.

• Own vs. Rent: When/why to pull the trigger.

Finance & Accounting

Research Relations

Facilities & Operations

Human Resources

Business & Technology DevelopmentInformation & Research Technology

Communications

Sponsored Research

Institute Relations

Management Information Systems

Financial Planning & Analysis Project Management

Flow Cytometry

Dept Lab Animal Care

Imaging & Histology

Functional Genomics

Sequencing

Bioinformatics

Lab Support Services

Clinical Studies

Research

Labs

3004060

400

EMPLOYEES

LOCATIONS

1*

How’s that working out?

Faculty Recruitment

1 per year, FOREVER*

Philosophy on Space: Outward Competition

• Labs represent a home away from home.

• Space should be a unifying force that shows commitment, as well as expectations. (not a prize)

• Thou shall not covet thy neighbor’s house.

• Challenge: create and re-create our spaces so they serve our mission.

“Old” lab space (10 years)

New lab space(2 years)

Flow cytometry core: old and new

33

CASE STUDY: RENOVATION OF THE CORESFebruary through October, 2017

34

Facility Renovations1. Create freezer ”farm”; and construction staging room

2. Move/Expand Blood Processing

3. Move/Expand Phlebotomy office / Gain Tech Dev Office

4. Swap Operations and Clinical Studies Office

5. Rearrange Bioinformatics / IRT

6. Rearrange ex-RNAia. Rearrange Functional Genomics

b. Expand Sequencing (office)

7. Consolidate Flow Cytometry

8. Move Expand Histology

9. Expand Microscopy (SP-8 & mouse hotel in old FC)

10. * Café and Seminar Room aesthetics

March

October

35

1

22

4

3

4

56

3

7

999 8

10

10

Facility Renovations

First Floor Second Floor Third Floor

36

Color code each lab to show the relative size/density of each

Sanford Consortium for Regenerative Medicine Center for Novel Therapeutics

Partnerships: Other people’s space

“Exotic” Space: Clinical Core + GMP

106,793

33,680

4,152

144,625 sf Total Area

Property Management / Sublease

• Science Research Park

• Ground Lease from UCSD (until 2056)

• Institute must be primary occupant

• Sublease with KHK (until 2026)

• Rent escalation based on market

• Pro-rated based on actual use

• Building Management / Sharing

• LJI is Property Manager

• KHK reimbursement for Shared Services

2017 Lab Averages

Total Lab Space Sq. Ft 54,592

Faculty Professors 23

Avg. Space (sf) / Faculty 2,374

Research Personnel 261

Avg. Space (sf)per Research Personnel

210

Guidelines and Actual Assignments

Policy (Offer) Lab Office

Early-Career 1,500 100

Mid-Career 2,000 125

Late-Career 2,500 150

Exceptions 4,000+ Multiple

Policy:- P/CSO determines initial space (offer/guarantee)- COO/CSO load balance (rarely, upon triggering event)

$1,015

$1,080

$1,021

$600

$700

$800

$900

$1,000

$1,100

$1,200

2015 Actual 2016 Actual 2017 Projected

$/S

q. F

t.

Total Expense Per Sq. Ft

$819

$883

$839

$600

$650

$700

$750

$800

$850

$900

2015 Actual 2016 Actual 2017 Projected

$/S

q. F

t.

Grant Award Per Sq. Ft

$515

$574

$528

$380

$430

$480

$530

$580

$630

2015 Actual 2016 Actual 2017 Projected

$/S

q. F

t.

Grant Direct Expense Per Sq. Ft

$304 $309 $311

$220

$230

$240

$250

$260

$270

$280

$290

$300

$310

$320

2015 Actual 2016 Actual 2017 Projected

$/S

q. F

t.

F&A Expense Per Sq. Ft

* PI assignable square footage includes assigned lab space (lab), not shared/common lab space (lab support)** Projections include pending awards

Space: Financial Metrics

Thank You

Christine O’ConnellSr. Director, Laboratory Research Operations

Research Administration

Moffitt Cancer Center

Space - The Final Frontier…….

Moffitt Business Center

Research on 5 CampusesWet Labs (~200,000 sf)

Dry Lab Space(36,000 sf)

Research Space

Magnolia Campus

McKinley Campus

McKinley/McKinley East/Fowler

Research Space Concerns

► Space limitations – Not enough space for recruitment

► 2014 Research Faculty Space Survey Results▪ Bifurcating Wet Bench labs on multiple campus not favorable.

▪ Support the acquisition of additional property adjacent to the Moffitt Research Building

• Build MRC replacement building

• Even if it means consolidation/smaller lab allocations for 7-8 years

• Increasing efficiency of existing space

► 2016 Space allocation policy changed……..no longer based on sf/funded FTE

► 2017 – 2021 anticipate 9 net new Wet Bench Faculty/year

► Renovation of an ~11,000sf former vivarium space to co-

locate

▪ Flow Cytometry Core

▪ Proteomics Core

▪ Molecular Genomics Core

▪ Translational Research Core

Case Study - MRC Shared Resources Renovation Project

► Shared Resources in silos of disconnected space

► Lab Layout inefficient –not intuitive

► Fixed benches/not easily reconfigurable

► Needed faculty recruitment space mind

Why????

► More efficient space

► Quickly reconfigurable

► Designed with the user experience in mind▪ Open concept labs

▪ Scalable/Elastic/Reconfigurable

▪ Focus on workflow

▪ Increased collaboration space

▪ Preserves each labs sense

of individuality

Shared Resources Suite

Stakeholder Input

► Tissue Core relocating to McKinley site

▪ ~1 mile from Magnolia (main) Campus

▪ Better, modular, more space

▪ 3,200 sf to ~6,000 sf – includes new freezer morgue

▪ Vacated 3,200 sf will be utilized for clinical research and additional patient beds

► Biostatistics Core/Cancer Informatics Core relocating to M2Gen (McKinley Campus)

▪ 2 + times the space

▪ Increased IT support video & teleconferencing

Next Space Adventures

Research Tower Rendering

► How does Moffitt allocate/assign space as they wait for the

new research building??

▪ Maximize use of existing space (compress, reassign)

• Changed how space is allocated

– Sf/FTE to workstation/paid FTE

• Apply 5 S Workspace organization/efficiency method

– Sort, Set in Order, Shine, Standardize, Sustain

– 6th S – Safety

• Land locked on Main Campus - Maximize use of offsite locations (MKE,

Fowler, M2Gen)

Space the Final Frontier….Kneeholes

► Research Executive (REX) Committee serves as Moffitt’s Space

Committee

▪ REX Chaired by Center Director

▪ Annual Review, Quarterly discussions

► Tenure Track Faculty are assigned Private offices

► New Faculty: 750-1500 sf assigned and protected for 3 years

► Existing Faculty: Funding is KEY!!!!!

▪ Space reviewed annually - Lab Space is assigned using

workstation/paid FTE (Wet/Dry lab Space)

Moffitt Space Policy

Questions