401 E Liberty FAQs

Questions received:

• How did we end up being grouped together?
• Why these specific departments?
• Is there a reason we’re together rather than separate?
• How many people are going to be using the space?

The decision to bring these departments together is part of a broader goal across the University to connect thematically related work and make better use of our shared spaces. Many of our departments already support similar student and academic needs, and leaders saw this as an opportunity to help teams collaborate more easily and make improvements that older offices couldn’t provide.

Some staff have been located in leased or assigned spaces that no longer align with current work patterns or modes. University leadership regularly reviews how we use space, and this move helps update outdated buildings and practices.

The goal isn’t to say every department must work closely right away, but to provide new options and flexibility, along with more opportunity to define how we want to collaborate and strengthen connections for both our teams and the U-M community that relies on these services. We recognize that this represents a change from current arrangements, and each team will play an active role in shaping how the space is used and how work happens within it over time.

While staffing levels can vary over time, the current headcount of staff expected to work in the space is around 110. For planning purposes, the project team has been using a figure closer to 150 to account for potential unit growth and provide flexibility.

Questions received:

• What does a flexible or reservable seating model actually look like in day-to-day use, and how is it expected to work in practice?
• Will teams have clear ways to sit together or maintain continuity, or will all space be fully shared?
• For people who are on campus most days, is there any consistency in where they work, or does the model assume frequent movement?
• How does this approach address concerns about productivity, privacy, noise, and individual accommodation needs?

There have been many questions and concerns about moving to the “hoteling” or reservable workspace model. Changing to a reservable seating model is a major shift, and we know some staff worry about losing routine, consistency, or team solidarity. We’re designing the space and planning future discussions with these concerns in mind.

In practice, this does not mean constant movement or a single, undifferentiated open floor. The new space is not just one big open room. It will include a mix of quiet zones, enclosed focus rooms, collaborative areas, and hybrid meeting rooms, so you can choose what fits your day—whether it’s focused writing, lots of Zoom calls, teamwork, or private conversations.

Privacy, Focus, and Daily Consistency

Privacy and focus are built into the design, with enclosed rooms for private work and quiet zones for deep concentration. For most people, a typical day will still involve settling into one workspace for the day. Everyone will have a choice in where they sit each day, and most people will be able to stay in one spot for the whole day without needing to move unless they want to.

Maintaining Team Identity and Flexibility

Departments can sit together in anchor spaces to maintain a sense of team identity, providing continuity and familiarity even within a shared environment, while also having the flexibility to change arrangements as needed. Room uses and layouts are being coordinated with staff input, and teams are encouraged to share what works best for them, so the space supports real work patterns rather than a one-size-fits-all approach.

Clustering of teams and visibility into where teammates are working on a given day will be important priorities, particularly in a shared environment without clearly defined departmental boundaries. As operational plans continue to be developed in the coming months, we will work through tools, norms, and approaches to support this in a way that is both practical and responsive to team needs.

User-Friendly Reservation System

The reservation system will be easy to use and will show which spaces are available, supporting both advance planning and last-minute needs. Concerns about noise, productivity, privacy, and individual accommodation needs are being addressed through both the physical design of the space and the way it is managed day to day, including sound control, access to enclosed rooms, and flexible options. These practices will continue to evolve with staff feedback, so the environment remains comfortable, productive, and responsive over time.

 

Questions received:

• Will staff have access to enclosed offices or rooms, or is the space primarily open workstations?
• For work that requires concentration or frequent calls, how reliable will access be to private rooms?
• How will impromptu sensitive/private meetings work?
• How will noise travel be controlled so quiet and private work isn’t disrupted by nearby activity?
• How will individuals or groups that handle confidential or sensitive information be protected in a shared workspace?

Privacy and confidentiality are top priorities, and moving away from current spaces into a new workplace model will initially be disruptive to established work patterns, particularly for roles involving confidential or sensitive information.

The space will not be a single large open room. Instead, there will be a variety of work settings, including enclosed focus rooms, private areas for quiet work, and open workstations. The environment is intentionally designed so staff can choose settings that match the level of focus, privacy, or interaction their work requires. If your day involves confidential calls, Zoom meetings, or focused writing, you will be able to choose a room designed for privacy and quiet.

A Variety of Work Settings for Every Need

For staff with frequent online meetings or sensitive work, dedicated rooms are set aside to make sure you have a space free from distractions and background noise. Access to these rooms is a core part of the model, not an exception. The design includes sound-absorbing materials and room layouts that help support privacy throughout the building.

Supporting Confidential and Sensitive Work

Based on work patterns and input gathered from each department during planning, the plan includes approximately one enclosed focus room for every three open workspaces. This proportion reflects the level of privacy and focus needs identified and provides more enclosed, private space than is common in many comparable new workplace environments. It is intended to balance access, reliability, and flexibility while supporting a range of work styles and privacy needs. Additionally, phone booths and other types of spaces are also being incorporated into the design to provide convenient space for impromptu confidential needs. These spaces will be intentionally not bookable in advance so they are always “at the ready” for the impromptu need. The model is designed so people can choose a space that matches the privacy needs of the moment.

Intentional Planning for Sensitive Roles

Teams or individuals that handle highly confidential work, such as student affairs, finance, advising, and HR, are being considered intentionally in the design of the space. The layout, mix of work settings, and access controls are being planned so that confidentiality, data security, and appropriate separation can be maintained as part of normal day-to-day work in a shared environment. We recognize that working in a shared setting represents a meaningful change for some roles, and planning is focused on ensuring this transition is workable in practice. This approach draws on experience from other campus models where sensitive work is successfully supported without relying solely on traditional private offices, with adjustments made over time based on real use and staff feedback.

We know some needs will only become clear after real-life experience in the space, and we’ll continue to adapt as we learn more about what works and what doesn’t.

Questions received:

• How flexible are conference and meeting rooms for different uses, such as seminars, workshops, or hands-on sessions?
• Will there be enough writable surfaces and shared tools (like whiteboards) to support real collaboration, not just formal meetings?
• Can the space reliably support large hybrid meetings without technical or layout constraints?
• How will the design support collaboration that includes students, visitors, and cross-department partners when needed?
• What is the capacity of the largest shared meeting or event space in the building?
• What range of room sizes is planned for larger group meetings, workshops, or trainings?
• Will any of the larger rooms be able to combine or expand to support bigger gatherings when needed?

Collaborative spaces are a key part of the new design and have been prioritized based on staff feedback throughout the planning process. The space will include rooms for large gatherings—up to approximately 50 people in auditorium style seating —as well as smaller huddle rooms for group work or focused discussions.

Flexible and Adaptive Room Configurations

All collaborative spaces are designed to be flexible and can be reconfigured to support a range of activities, from seminars to hands-on workshops. Modern AV systems will support reliable hybrid meetings, making it easy to connect both in-person and remote participants at different scales.

Many rooms will be equipped with ample whiteboards for brainstorming and planning, both in shared and individual rooms. Some rooms feature durable surfaces and large flexible spaces with sinks, allowing for hands-on projects and student-driven activities. Catering support areas are available to assist with hosting events or workshops when needed.

Intentional Zoning and Wayfinding for Smooth Interaction

The space includes a mix of meeting rooms, larger meeting/event spaces, work areas, and informal spaces that are intentionally zoned and supported by clear wayfinding, so different types of activity can happen smoothly and intuitively. Both the north and south suites are designed to support the full range of everyday staff work, including focused work, collaboration, and informal interaction. At the same time, the layout keeps options open for how and where people are invited into the space, depending on the situation.

In general, the north suite allows for greater flexibility in inviting collaborators or visitors into areas closer to staff work zones when appropriate, while the south suite includes more easily findable spaces for meetings, programs, and events, including the largest shared rooms in the building. This approach reflects the wide range of interactions that occur in daily work. For example, scenarios might include a student employee coming to work for the day, a large or small student engagement session, a faculty collaborator joining a meeting, or a larger event with visitors unfamiliar with the building

Balancing Collaboration and Focused Work

While collaboration is a key goal, we also understand that some staff may worry about losing quiet work time, or about how frequent gatherings could affect focus. Zoning and wayfinding help make these interactions easier to navigate and support appropriate levels of privacy, noise control, and flow, while also preserving focus and productivity in core staff work areas. All spaces remain part of a shared workplace environment for staff, with the layout designed to support different types of use without disrupting day-to-day work.

Large meeting room capacity and flexibility

In addition to many smaller and medium-sized meeting spaces on the north and south suites, the largest gathering space (Bigger Room) is designed to support gatherings of up to ~50 people in auditorium-style seating (rows of chairs) and 30 seated in classroom-style (tables and chairs). The capacity of this room will increase when the retractable folding wall between the Bigger Room and living room/lounge area is opened to support larger events. 

The adjacent Big Room is designed to support gatherings of up to 35 people in auditorium-style seating and 24 seated in classroom-style. 

Floor plans of the Big and Bigger Room layouts showing different configurations and capacities are being developed and will be shared as part of planning. 

The wall between the Big Room and Bigger Room is not designed as a retractable folding wall to combine the rooms as a result of infrastructure constraints. 

Floor plans of the Big and Bigger Room layouts showing different configurations and capacities are being developed and will be shared as part of planning.

 

Questions received:

• What types of private or quiet spaces will be available for focus, calls, reflection, or personal needs during the day?
• What shared kitchen amenities will be included to support daily routines at work?
• How does the space support wellness, movement, and different workday or commute patterns?
• Why are shower facilities being considered, and how would they be used?
• What food options will be available in or near the building?
• Can there be walking desks/pads

A major benefit of this relocation is the ability to provide amenities that weren’t possible in our previous separate and older leases suites. These shared features are intended to support a range of work styles and daily routines and reflect priorities around wellness, flexibility, and daily comfort.

Private spaces and quiet rooms

 The new space will include reservable, private hyper-focus work rooms for focused work and Zoom calls. A personal room will be available in the new space to support a range of private needs during the workday, including personal calls, medical needs, lactation/nursing, and other personal or wellness-related needs. In addition, there will be a separate reflection room intended for quiet use (not for phone or Zoom calls). Personal rooms will be reservable, and team members with an ongoing or standing need will be able to schedule time in advance, as appropriate.

Kitchen and shared seating

The kitchen will come equipped with refrigerators, microwaves, new countertop appliances, and a dishwasher, plus informal seating for people to gather, take breaks, work in a more vibrant environment if desired, and support community away from the workspaces.

Showers and active commuting

Shower facilities are being considered to support staff who commute by bike, walk longer distances, or want to stay active during the workday. This is a common feature in new work environments designed to encourage wellbeing and sustainability. 

Food options

There are many food options within easy walking distance, including restaurants and coffee shops along Liberty and Division. Inside the building, Condado Tacos offers a full-service restaurant, and we’re exploring additional vending options with the landlord for extra convenience within the building.

Overall, the goal is to offer amenities that help make the workplace comfortable, flexible, and supportive of everyone’s wellbeing and daily routines. Continued feedback will help shape how these features are developed and used.

Walking Desks or Pads

Walking desks/pads have not been incorporated in the current design. The feasibility is being explored at this time. 

Questions received:

• Questions received:
  • Without fully assigned personal space, how will people realistically maintain a sense of belonging in a shared workspace?
  • In a flexible environment, how will individuals keep personal items and avoid feeling transient from day to day?
  • What opportunities will exist to personalize work areas and reflect team culture, creativity, and traditions (such as seasonal decorations)?
  • How will space be organized among departments, and will teams have recognizable areas or anchor points within a shared environment?
  • How much flexibility will departments or teams have to shape and evolve shared spaces over time?

  Personal identity and a sense of belonging are important, and these may look different for each person and for each team. The new space is being planned to support both individual and shared styles of working and expressing identity. While moving to a shared, flexible workspace means individuals will have less dedicated personal space than in the previous office model, the new space is being planned to support both individual and shared styles of working and expressing identity.

  Convenient and Secure Storage Solutions

  Convenient, secure storage solutions for personal items will be available, including options for keeping calendars, materials, or photos onsite for use at workstations. The exact amount and style of storage will be finalized with active planning and involvement with all groups as we get closer to move-in, so needs are met appropriately. At the same time, this model will not be able to support the most traditional ways the individual space functions today and will likely involve a reduction in the amount of personal items that can be kept on site. We recognize that this represents a real change, and we are committed to making the transition workable in practice.

  Department Anchors and Team Personalization Through Collaborative Planning

  Teams will also have opportunities to personalize their work areas. While there may be general guidelines for common spaces, shared areas will be shaped with input from departments. Decorating walls and celebrating holidays will be possible, and details around this will be co-developed together, not set in advance.

  Departments will not have strict departmental zones, but there will be clear anchor points to represent each group. These department anchors are being planned in collaboration with Change Ambassadors who will be engaging with your departments on a wide range of these types of decisions and design solutions.

  The goal is to ensure that everyone feels they belong and can express their identity, whether that’s through personal items, team culture, or how the shared spaces look,  feel, and function. Many of these decisions cannot be fully resolved in advance or by the design team alone and will depend on continued input from many of you. Your involvement, feedback, and day-to-day experience in the space will play an important role in shaping how these elements work in practice over time.

Questions received:

• How will individual storage (such as lockers) work, and how will access be managed?
• What secure storage options will be available for departments and shared materials?
• How will sensitive documents, records, and data be stored and protected in the space?

Storage is a key consideration in the new space, with solutions designed to support both individual needs and team requirements, while balancing flexibility and security.

Storage for individual staff

Personal lockers will be available for those who want them, and larger closets will be available as an option for storing items such as coats, boots, umbrellas, or bags. These are intended to provide additional flexibility, not to replace personal space at desks. People work differently—some prefer to keep very little at hand, while others rely on having more materials nearby—and the space is designed to accommodate that range. Depending on individual preference and desk configuration, people may choose to keep personal items with them at their workspace. Mobile storage units and shared file storage will also be available throughout the space, allowing day-to-day materials to remain accessible for different roles and personal preferences.

Storage  for teams

Each department will have access to large, secure, shared storage areas. These spaces are coordinated based on inventory and specific needs identified during the planning process. Teams may also have identified storage within department anchor points or elsewhere in the suites, and there will be layout and prep areas for event or program materials. As needs change over time, storage configurations can be adjusted, and additional lockable options can be added as needed.

Privacy and security for sensitive materials and data are a top priority, and how best to support confidential materials in a shared environment is an active part of planning that will continue as operational practices are developed.

We know these storage decisions shape the daily experience and productivity. The goal is to make managing both personal and team materials seamless and convenient, so you have what you need close at hand throughout the workday. This is not something that can be fully defined by designers alone and will require active staff involvement during planning, as well as ongoing adjustment after move-in.

Questions received:

• Where do you enter the building?
• What systems will be used for building and workspace access (for example, Mcard, key fobs, or keys), and how will access be managed across different areas of the space?
• How will reception and visitor arrival be handled in a shared environment that serves multiple departments?
• As several departments come together in one location, how will visitor support and front-of-house functions differ from current setups?

Building access and security are being carefully planned with both the landlord and the U-M design team. While the exact solution is not yet finalized, the goal is to make sure access is secure, convenient, and flexible to support different work schedules, events, and types of activity in the space.

Building Entrances

There are two primary entrances to the building: one from Liberty Street and one from S. Division Street. The Liberty Street entrance has two steps and is not accessible. The S. Division entrance is accessible, with a ramp and automatic door. From either entrance, staff and visitors will arrive in the main lobby, which leads to the elevators that take you to the second floor. Stairs are also located adjacent to the elevators. There is a third less primary entrance off Washington Street through an inner driveway loop. 

Access

Staff will use MCard, keys, or key fobs for entering the floor. The landlord and local management team are working closely with us to coordinate systems for building entry, elevator security, and after-hours access. More information will be shared about this when the systems and process are determined.

Reception and visitors

Within U-M’s space, there will be intentionally zoned areas, supported by clear wayfinding and appropriate access controls via MCard. Both areas remain part of a shared staff workplace, but are organized to support different ranges of activity:

• A staff-focused wing that supports day-to-day work, focused collaboration, and internal meetings
• A more easily accessible area that supports meetings, events, and visits, including larger gatherings and occasional collaborators

Reception functions and visitor guidance will adapt for the shared space. There will be reception space, but how reception operates day to day is still being worked through. Today, reception works differently across departments, sometimes as a dedicated role, sometimes as a shared responsibility, and sometimes as an informal function handled by nearby staff. Bringing multiple departments into a shared environment means those approaches cannot simply be replicated one for one.

This model introduces new considerations, including how visitors arrive and orient themselves, how different types of guests are supported, how staff time and workload are managed, and how access and security are handled consistently across departments. The space is intentionally being designed with flexibility through zoning, wayfinding, and access controls so that reception and visitor support approaches can be coordinated, tested, and refined over time rather than locked in on day one. The goal is to arrive at an approach that works across departments, supports staff, and makes the space intuitive for visitors, recognizing that this will feel different from how reception works in many of our current, separate locations.

As with many of the more detailed operational topics on this page, ongoing feedback in planning after move-in from departments will help ensure all of the above features work well as needs evolve.

Questions received:

• How will staff who rely on ADA accommodations be supported in the new space, and what is the plan to ensure those needs continue to be met in a shared or open workspace environment?
• How will access to ergonomic seating, height-adjustable desks and other individualized equipment be ensured for people who need it, especially in a shared workspace?
• What building-level accessibility features will be provided, such as elevators, accessible restrooms, and inclusive restroom options?

Accessibility is a core priority of the 401 E. Liberty project. Because this project includes new construction and new furniture, accessibility can be designed into the space from the outset rather than retrofitted later. The building and interior design will meet all current ADA requirements and University of Michigan accessibility standards, which in many cases exceed minimum code requirements. As a result, the new space is expected to provide meaningful improvements compared with many older campus facilities.

The workspace is being planned around an accessible baseline. This includes a higher proportion of adjustable furniture, improved acoustics, lighting controls, updated technology, and a range of work settings such as quiet areas, enclosed rooms, and more traditional workpoints. 

All workstations will include a fully height-adjustable desk and ergonomic adjustable chair. The intent is to create an environment that works well for more people by default, recognizing that many accommodations in existing offices are required because older buildings and legacy furniture do not easily support different needs. While ergonomic features will be incorporated into the baseline design, we understand that standardized offerings may not meet every individual’s needs. Since accommodations are addressed on a case-by-case basis, we cannot yet specify the exact distinction between standard and specialized outfittings. However, we will follow U-M’s established processes for handling requests and reviewing needs as they arise to ensure ongoing support and flexibility.

At the same time, accessibility is not limited to physical design alone. Starting from a more accessible baseline can reduce barriers, but it does not replace the need for individual accommodations. Staff will continue to use U-M’s established accommodation process, and approved accommodations will continue to be supported in the new workspace model. Planning for those needs will occur both before and after move-in to ensure continuity and follow-through.

Building-level accessibility features

• Elevators provide access to all occupied floors, supporting mobility for wheelchair users and anyone who benefits from step-free access.
  
• Accessible (barrier-free) restrooms are provided throughout the building. All multi-user restrooms include accessible stalls, with layouts and fixtures selected for comfort, usability, and ease of movement.
  
• Single-occupant restrooms are included to provide inclusive and private options for staff and visitors.
  

Additional considerations

• Clear wayfinding, consistent signage, and intuitive layouts are incorporated to support navigation for all users.
  
• Door hardware, clearances, and controls are designed to support ease of use.
  
• Technology and furnishings will be reviewed through an accessibility lens as part of final selection and commissioning.

Questions received:

• How is the space designed to adapt over time as work patterns, team needs, or assumptions change?
• In a shared environment with different schedules and hybrid work styles, how will space use and scheduling work in practice day to day?
• What expectations should staff have around cleaning, maintenance, and shared responsibility in common areas and workspaces?
• How far in advance will desks, meeting rooms, and larger spaces typically be reservable, and how will the system handle last-minute or changing needs?

The space is intentionally designed for flexibility. Modular workstations and movable furniture allow rooms and layouts to be reconfigured as needs evolve, and regular reviews will help ensure the space adapts to changing work styles and departmental needs.

Collaborative Shaping of Shared Norms and Practices

Day-to-day operations and shared norms will be shaped collaboratively among all departments, with support from the project team and Change Ambassadors. Committees or working groups, similar to models already in use across campus, may help develop and support daily practices and policies to guide culture in the workspace.

Maintaining Clean and Healthy Workspace

Professional cleaning services will maintain common spaces and workstations on a regular schedule according to U-M campus guidelines. Cleaning supplies will be available for staff use, especially in high-touch areas. Specific cleaning protocols for workstations will be set with input from all departments to address shared priorities.

Reception and Visitor Support

Reception space is included in the design in both the north and south suites to support access, wayfinding, and visitor arrival. How reception functions day to day will continue to be shaped through planning and coordination across departments. Input from staff will be important in determining how reception responsibilities, visitor support, and related workflows operate in practice within a shared environment.

Scheduling and Space Reservations

Scheduling and space reservations—for desks, meeting rooms, and event spaces—will be managed through a user-friendly booking system. Staff will be able to reserve site resources well in advance, as well as accommodate last-minute needs to support flexible or hybrid schedules.

Some of these details will be set during planning, while others will be adjusted over time based on staff experience and changing needs.

Questions received:

• Is this project something unique to us?
• Is the University thinking about workplace changes more broadly?
• Is this related to other things happening around campus?

This project is part of a larger strategy across the University of Michigan to improve how space is used, how teams collaborate, and how staff are supported. It reflects broader campus-wide planning efforts, including “Look to Michigan” and Campus Plan 2050. Across the university, there is a move toward integrating administrative areas, improving collaboration between departments, reducing dependence on aging leases, and using space more intentionally and efficiently.

Other goals include supporting various work styles, increasing flexibility, promoting accessibility and belonging, and encouraging wellbeing and work-life balance. Hybrid work and collaborative environments are being prioritized in many campus locations, not just in this project.

This direction is the result of years of engagement with the university community. The next steps for this project will involve active partnership with departments to shape certain designs and aesthetic solutions, daily practices, and functional and operational support.

Hybrid work is now the standard for most academic and administrative departments, and this project is designed around those current and evolving work patterns. This approach is meant to balance overall university priorities with the real needs of departments and teams.

As this transition approaches, planning is also happening to determine whether new staffing roles and support structures will be needed for building management and coordination in the shared space. Department input will help guide future developments.

Overall, this relocation is aligned with broader campus initiatives, with a focus on creating spaces that support staff and foster community and collaboration to meet your existing needs today and in new ways in the years ahead. While this shift is part of a larger campus trend, we recognize the impact is most strongly felt by the teams moving now, and we’re committed to helping everyone adapt.

Questions received:

• How are we reusing existing furniture?
• What are we doing to reduce waste?
• How does this project support sustainability overall?

Sustainability is a key goal for the new space. By consolidating into one coordinated location and moving out of multiple older leases, we’re eliminating duplicated systems and outdated infrastructure that use much more energy than necessary. The new floor will feature efficient HVAC and mechanical systems designed to modern standards, along with smart controls like occupancy-based lighting and automated temperature settings to minimize energy use when the space isn’t being used.

Most furniture in the new space will be new, as our existing items often don’t meet current ergonomic or hybrid work needs. However, U-M’s procurement policies prioritize sustainable purchasing—such as recycled content, low-emission materials, and vendors with strong environmental certifications. For any items not moving with us, we’re focusing on reuse, donation, and upcycling so that materials are kept out of landfills whenever possible.

Everyday sustainability will be part of our operating practices as well. As we prepare for the move, we’ll make choices about supplies, equipment, and day-to-day operations that support lower-impact practices and easy participation by all staff.

The goal is to make environmentally responsible choices an integrated part of how the new workplace functions—both in the big systems and in day-to-day use.

Questions received:

• What technology will be standard at workstations, including monitors (such as dual monitors), docking, power, and connections?
• How will different devices and platforms (for example, Mac and PC) be supported across individual desks and shared spaces?
• How will technology support hybrid work, including video calls, large meetings, and secure printing, especially in a shared environment?
• What will ongoing ITS and tech support look like after move-in?

Technology has been a central focus of planning for the new space, and planning for the technology transition into the new environment is an important part of the work ahead. 

Workstation Configuration and Monitors

All desk space will be planned with dual monitors as the planning standard, with alternative monitor formats, such as ultra-wide displays, identified and incorporated where appropriate through the technology transition process. 

These workstations will also include fully height-adjustable desks and ergonomic, adjustable chairs.

Device compatibility and connections will be managed so that Apple, Dell, HP, and other major platforms work smoothly across all work areas, with adjustments made as needed during the transition.

Hybrid-Ready Collaboration Spaces

Hybrid work is built into the design. Conference and collaboration rooms will be fully hybrid-ready, supporting Zoom, flexible connectivity, and both Mac and PC users.

Secure and Reliable Printing 

Secure, convenient printing will be available in the space. The approach draws on lessons from recent building transitions and will be guided by ITS (Information and Technology Services), ensuring that printing is simple, reliable, and maintains necessary security for documents and workflows. Individual desk printers are not anticipated in the new space, with printing instead supported through shared, secure devices designed for reliability and data protection.

Specialized Technology for Media and Creative Work

For specialized tech needs like podcasting, video production, graphic design, or other media work, planning and equipment will be coordinated directly with those teams. 

Technology transition planning will continue through move-in and early occupancy. As the design process continues, ongoing input from staff and ITS experts will help ensure that technology supports everyone’s day-to-day work and specialized requirements.

Ongoing ITS support and maintenance

Neighborhood IT will be supporting the space, both the workstations, hyper-focus rooms, and huddle and larger conference rooms. As the space becomes operational, responsibilities and day-to-day practices will be clarified as part of the shared operations and norms work, with the intent of supporting reliable, consistent technology experiences across the space.

Questions received:

• Where will staff park, and will anything change from our current arrangements?
• What are the closest permit lots or structures?
• How will visitors park or access the building?
• Is bike storage available?
• How is public transit access?

Staff Parking

Staff parking will continue through the existing U-M parking system, just as it does today. The Thompson Street parking structures and nearby campus lots are the closest Blue and Gold permit options for this location. As with most leased U-M sites downtown, there are multiple parking choices within walking distance.

Several U-M units already operate in leased spaces in the Liberty/Division area (including CEW+, which is kitty-corner from 401 E Liberty), and the model for staff parking here is consistent—some staff opt for closer Blue lots, while others prefer more affordable lots slightly farther away.

Public Transit Access

For those who use public transit, the building is conveniently located near the AATA Blake Transit Center, with frequent routes serving Ann Arbor and the surrounding region.

Visitor Parking

Visitor parking will follow typical downtown university practices: guests can use city street parking or nearby private lots. This approach is similar to other U-M locations in the downtown area.

We are working with departments that host regular large group visits or have unique transportation needs. As planning progresses, we will continue to consult with these units to identify the best options and procedures for visitor parking and transport.

Bike Storage

Bike storage is currently being explored with the landlord to ensure secure locations are available in or near the building for those who cycle to work.

Parking on central campus is always an adjustment, and permit structures and lots are part of a broader ecosystem that many of us navigate day-to-day. As planning develops, we’ll share updated information about nearby options so everyone can consider what works best for their commute and schedule. At the highest level, staff parking will remain managed by the regular U-M permit system for those who choose that route.

Questions received:

• Is this mostly about cost cutting?
• Where do savings go?

While efficiency and lease savings are considered, this project is fundamentally about stewardship rather than cost cutting. The new space is designed to better support staff, align with current work practices, and reduce the need for ongoing reconfiguration or short-term fixes.

Where efficiencies or savings do occur, they help free up resources that can be redirected to support core academic, research, and student priorities. Managing space responsibly is something that has happened across campus for years, and it is a core way the university can respond to new, real financial pressures and related uncertainty happening in higher ed. This project is intended to align with those broader efforts while still prioritizing the quality and functionality of the workplace and departments’ needs.

Importantly, this move is not just about finances. It is also about creating a healthier, more flexible, and more resilient work environment that can adapt as needs evolve.

Questions received:

• How does this compare to what other departments are doing on campus?
• Are other departments already doing this?
• How widespread is this across campus?
• Is our group unusual?
• How many people already work this way?

This project is part of a broader campus shift and is not happening in isolation. This workplace model is already common at U-M. Based on projects and spaces we’re familiar with, roughly 2,000 staff across campus are already working in hybrid or flexible workplace environments. These environments take different forms depending on the type of work and department needs, but they generally reflect a shift away from fully assigned, single-purpose offices. Because space decisions are made locally across campus, this number is meant to give a sense of scale rather than a precise count of every arrangement in use.

Growth of Hybrid and Flexible Workspaces at U-M

Many campus groups have already moved to hybrid and flexible environments, including student services, academic support, administrative teams, faculty support, creative work, and research programs. Examples can be found in Student Life, many schools and colleges (such as LSA, SPH, and the Medical School), University HR, Facilities and Operations, Finance, ITS, and the University Library.

These related workplace approaches are already supporting a wide range of functions across campus, including confidential services, student advising, academic and faculty support, and major administrative operations. Within those functions, the environments support different types of work, such as focused individual work, collaborative team work, creative production, and hybrid meetings. Notably, LSA is currently shifting its entire undergraduate advising office toward a similar approach, and other schools and colleges have adopted related models for administrative and student-facing services.

Peer Institutions Adopting Similar Models

Beyond U-M, hybrid and activity-based workplaces are also quite common among many peer universities. Institutions like Berkeley, Minnesota, Northwestern, Ohio State, Washington, Illinois, Purdue, Colorado, and others in the Big Ten and the Association of American Universities (AAU) have moved to similar models for both faculty and staff.

Question received:

• How will staff continue to be involved as decisions move from concepts to details, and how will feedback influence what actually changes?
• What opportunities will there be to revisit assumptions or adjust plans as concerns surface during planning?
• How will engagement continue after move-in, once the space is in real use and not just  on paper?

g communication and engagement are core parts of this project, rather than a one-time checkpoint. While some elements of the layout and building constraints are established, many important decisions about day-to-day functions remain open and require staff input. Regular meetings, info sessions, and other engagements will continue, providing multiple ways for staff to share feedback, raise concerns, and help shape next steps as planning progresses.

Please email the project team at any time at [email protected]

Communication will also become more specific over time. As details are refined, updates will be shared by email and in group forums so staff understand what is changing, what is still under discussion, and where input is most helpful. Feedback is not limited to reacting to finished proposals. It is expected to inform choices about furnishings, workspace norms, shared amenities, scheduling practices, and how the space is actually used.

Change Ambassadors will continue to serve as key liaisons, helping surface concerns, test ideas, and shape day-to-day practices during planning and once the space is occupied. The intent is not to finalize everything in advance, but to plan enough to move forward and then adjust based on real experience, feedback, and changing needs.

Info session and project update materials can be found here.