Managing the NIH Bethesda Campus Capital Assets for Success in a Highly Competitive Global Biomedical Research Environment (2019) / Chapter Skim
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The buildings and facilities at NIH's Bethesda Campus house the majority of the IRP and comprise a multi-billion-dollar public investment. The Bethesda Campus includes numerous laboratories; a 200-bed research hospital with a broad array of outpatient clinics; administrative space; and facilities providing research support services, energy and transportation services, and other utilities.
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This included inspecting the Clinical Center, the Porter Neuroscience Research Center, the dedicated animal vivarium (i.e., the Building 14/28 complex) , the infrastructure core (including the combined utility plant, industrial water storage, and thermal energy storage tanks)
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Today, biomedical research facilities are supported by architectural and engineering solutions that prioritize flexible and adaptive space, shared facilities, and multiple, diverse, and often social spaces in which teams of differing sizes and composition can pursue investigations. Public and private organizations are also considering alternative capital asset management approaches for their research facilities to avoid accelerating obsolescence and "stranded space capital assets," identifying strategies that will maximize the deployment of increasingly scarce capital financial resources, and most importantly, remain competitive in retaining and recruiting current and future scientists to sustain impactful discovery research.
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Notwithstanding these important developments, the committee felt that considerably more could be done at the Bethesda Campus to promote a more flexible, collaborative, and integrated research milieu. CURRENT CONDITIONS The buildings and facilities at the NIH Bethesda Campus are in need of significant improvement and upgrading to sustain their current mission and ongoing functionality.
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so that a comprehensive plan can be undertaken to support the ongoing research activities and begin preparation and support for any future Master Plan improvements. (The full title is "2013 Comprehensive Master Plan -- Bethesda Campus.")
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There is no funding dedicated to retiring BMAR. NIH's organizational structure of 27 individually funded ICs makes achieving consensus on the future and capital assets planning extremely difficult, especially as it relates to common-use resources such as facilities in the Clinical Center, the Building 12 Data Center, and the dedicated animal vivarium (i.e., Building 14/28 complex)
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The NIH ORF also manages capital cost models for projects on the Bethesda Campus in response to specific requests from the 27 ICs throughout the year. Based on project cost materials provided, the committee finds that the current cost estimates are generally consistent with information required of NIH from the U.S.
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Recommendation 6.2: NIH should establish a formal external interdisciplinary peer review panel to provide ongoing review of NIH capital assets, the annual project plan, the 5-year plan, the master plan, and the integrated research strategic plan and master plan, including enhancing interactions and collaboration among Intramural Research Program research personnel and partners. Recommendation 6.3: NIH should establish processes and a system that ensure third-party, expert peer review of all adopted Office of Research Facilities preplanning programs of requirements and total project capital cost models.
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Due to the accelerating competition for capital resources in both the private and public sectors of the national and global research enterprise, the role of capital facilities financial planning is recognized as a critical component requiring subject matter expertise within central administrative leadership to support institutional financial sustainability. In addition, more comprehensive capital facilities plans and capital project reviews are required to achieve a more highly integrated capital and scientific program decision making model that is more quantitative, objective, and able to withstand external peer review.
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, which emphasize the importance of enhancing interactions and collaboration among Intramural Research Program research personnel and partners through shared space and facilities, and the need for flexible and adaptable facilities to accommodate such collaborations and rapidly changing research program needs. This should apply to existing facilities as well as new facilities, and through further enhancement of key strategic shared core assets such as Biowulf and the Clinical Center.
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