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of the Penn Connects plan, which is a 30 year campus plan that includes the development of a recently acquired 14-acre parcel of land on the east side of campus. The goal of Penn Connects is to create new physical connections and gateways between the university, the center of Philadelphia, and neighboring communities. These will include new public gathering spaces and pathways to link the core campus with the newly acquired land, such as improved pedestrian gateways to Penn, and a pedestrian plaza to improve pedestrian connections over the transit rail line. The project will also convert vacant parking lots Anne Papageorge, vice president of Facilities and Real Estate Services for the University of Pennsylvania, tells Jenn Monroe about campus development projects designed to link the university with Center City, Philadelphia and neighboring communities Founded in 1740, the University of Pennsylvania is one of eight ‘Ivy League’ academic institutions, and remains a dynamic institution undertaking a myriad of capital projects. Anne Papageorge, vice president of Penn’s Facilities and Real Estate Services, is responsible for the planning, design, construction, maintenance and operations as well as real estate leasing/ground lease development. A key focus for her department is Penn Connects: A Vision for the Campus, which grew out of university president Amy Gutmann’s strategic plan, known as The Penn Compact. Papageorge oversees the “physical manifestation” 64 May 08 Penn connects

May 08 65 UniversityofPennsylvania into Penn Park, a 14-acre space with active and passive recreation. Penn’s acquisition of land formerly owned by the United States Postal Service enables both Penn and private development partners to improve the quality of the built environment. One development partner, Brandywine Realty Trust, will construct two mixed-use towers and a 2,400- car parking garage, with street-level retail on land ground-leased from Penn. One tower will offer 500,000 square feet of office space, with Penn leasing approximately 100,000 square feet for non-academic and support staff. The remainder will be developed into retail and restaurant space, as well as hotel space and condominiums. The other tower will provide 300,000 square-feet of apartments and 7,000 square-feet of retail. Changes are planned on the main campus, too. This year will see the completion of The Radian, a mixed use facility that entails ground floor retail, a mezzanine of mixed use/retail, and 11 floors of market rate apartments for students. Developed by Inland American Communities, the apartment program consists of approximately 475 beds configured in units conducive to student living. The Raymond and Ruth Perelman Center, a state-of-the-art, 360,000 square foot outpatient facility adjacent to the Hospital of the University of Pennsylvania, is also due to be completed this year, as is renovation of Penn’s Nursing School Facility, Fagin Hall. This will include offices for faculty and staff, the conversion of a two-story atrium into an interior conference room space on the third floor and a smaller, more environmentally friendly outdoor meeting space on the fourth floor which will include a ‘green’ roof. The university is also building a new, $370 million, 10-story Research Building that will be physically integrated with its new Perelman Center for Advanced Medicine and Roberts Proton Therapy Center. To keep all of these projects on track while handling the day-to-day facilities operations, Papageorge relies heavily on her staff. The Facilities and Real Estate Services team includes planners, architects, engineers and a large operations staff. The University also relies on contracts with outside service providers to achieve maximum operational efficiency. “We outsource when it is not one of our core competencies,” she said, “but I am interested in building a team that wants to build upon success.” When looking for new team members, Papageorge believes leadership qualities and good communication skills are a must. “We have to communicate to multiple levels our plans for the future and what is going on today,” she said. “Our customers need to know who to call and who to reach out to when there is a problem.” An ability to collaborate is also necessary. “They need the ability to build consensus,” she affirmed. “You need more than technical expertise to guide a process to a proper solution.” Technology also plays a key role in day-today operations and project management, with the university recently undergoing significant implementations. First was Program One, a project management tracking system that follows projects from start to finish. A work order tracking system known as Facility Focus helps the operations and maintenance group schedule repairs and order parts in a timely manner. “This allows customers and students to enter work orders and then check their status online,” Papageorge said. An internally developed command center now monitors utility usage across the campus. “This allows us to manage consumption holistically,” Papageorge said. It has also helped Penn to save between $4-5 million annually through carefully calibrated energy management. Attention to the consumption of resources is part of a greater scheme at the University of Pennsylvania. President Gutmann was the first Ivy League president to sign the American College and University President’s Climate Commitment,