• The University of California, San Francisco selected Suffolk and CO Architects to deliver a new Mission Bay Education Center and Dental Clinics project in San Francisco.
• The project will use a progressive design-build delivery model, bringing construction and design expertise into planning from the outset.
• Plans call for educational, clinical and collaborative spaces supporting dental education, research, patient care and the broader health sciences community.
• Suffolk Design will support design management, technical reviews and sustainability efforts during project development.

SAN FRANCISCO — The University of California, San Francisco has selected Suffolk and CO Architects to deliver its Mission Bay Education Center and Dental Clinics project, an initiative intended to expand and modernize space for dental education, clinical care, research and interdisciplinary health sciences learning.

The team will use a progressive design-build model, with Suffolk and CO Architects working with UCSF early in the planning process. , the approach is intended to bring construction and design expertise into decisions involving project complexity, scope, budget and schedule.

Suffolk Design, the contractor’s integrated design management team, will provide design management, technical reviews and sustainability expertise. The planned facility will include educational, clinical and collaborative environments designed to serve dental students, faculty, researchers and clinicians while also supporting UCSF’s broader health sciences community. , the project will create these new spaces within an existing 261,117-square-foot life sciences facility in San Francisco’s Mission Bay neighborhood

“UCSF is a world-class institution for dental education, research and patient care, and we’re excited to help bring this next generation of learning and clinical environment to life,” said Preston Hoopes, General Manager of Northern California at Suffolk, .

The project team said the new spaces are intended to encourage collaboration among faculty, researchers and clinicians and support emerging models of interdisciplinary health care. The announcement also identifies adaptable learning environments and technology integration as priorities for the facility.

“This project will integrate cutting-edge technologies, adaptable learning environments, and spaces that foster collaboration and innovation to establish a new benchmark for academic excellence,” said James Simeo, FAIA, Principal-in-Charge for the project at CO Architects, .

The selection adds to Suffolk’s California higher education and design-build portfolio. The company is also involved in the UCSF Parnassus Heights Central Campus Site Improvements project and California Polytechnic State University’s multi-phase student housing expansion program, according to the announcement.

This article is based on a press release published by on Aug. 31, 2026, with additional project information from .

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By Michael��Bucalo, President & Owner, Friedrich Watkins Construction��

Higher education campuses rarely have the luxury of shutting down for construction. Libraries remain filled with students preparing for exams. Faculty continue teaching and conducting research. Staff maintain daily operations. Yet across the country, colleges and universities are investing heavily in modernizing aging facilities to meet evolving academic, technological and student needs.��

For contractors and campus leaders alike, the challenge is no longer simply completing a project on time and within budget. Success is measured by how well construction teams minimize disruption while��maintaining��a safe, functional environment for everyone who continues to use the building.��Working on occupied educational facilities has reinforced an important lesson: construction planning must begin with the people who rely on��the space��every day.��

Start With the Campus Experience��

Every educational facility serves a different purpose. A library operates differently than a science building, student union, or athletic facility. Before construction begins, project teams should understand how students, faculty, visitors and staff interact with the building throughout the day.��

Questions such as peak occupancy times, critical academic schedules, special events, and accessibility concerns should all be addressed during preconstruction planning — not after work begins.��When contractors understand how a building functions, they can develop phasing plans that reduce unnecessary interruptions and allow the institution to continue��operating��as smoothly as possible.��

Communication Is as Important as Construction��

One of the most overlooked aspects of occupied campus renovations is communication.��

Project owners, facilities teams, contractors, subcontractors, faculty, and campus leadership all need clear expectations before work begins. Regular updates help minimize confusion, reduce frustration and allow departments to prepare for temporary changes.��

Simple communication tools, including weekly planning meetings, updated construction schedules, clear signage, and designated points of contact often prevent small issues from becoming significant operational challenges.��The goal is not only to keep the project moving but also to��maintain��confidence among everyone affected by the work.��

Safety Extends Beyond the Jobsite��

Occupied campuses require contractors to think differently about safety.��Unlike a closed construction site, universities have thousands of students, faculty, visitors, and staff moving through adjacent spaces each day. Construction activities must account for pedestrian traffic, emergency access, deliveries, accessibility routes and changing campus schedules.��

Safety planning should include more than OSHA compliance. It should focus on protecting the campus community while allowing construction activities to��proceed��efficiently. Thoughtful��logistics��planning, secure work zones, dust and noise mitigation, and close coordination with campus facilities departments all contribute to a safer project.��

Flexibility Is Essential��

No occupied project unfolds exactly as planned.��Academic��calendars shift. Campus events��are��added. Deliveries change. Building occupants��identify��unforeseen needs after construction begins.��

Successful contractors recognize that flexibility is not a disruption to the��process,��it is part of the process.��Teams that communicate early, adapt quickly, and remain focused on solutions rather than obstacles create stronger partnerships with their clients and��ultimately deliver��better outcomes.��

Success Means More Than Completing the Project��

Construction teams naturally focus on schedules, budgets, and quality. Universities measure success a little differently.��

• Did students continue learning with minimal disruption?��
• Did faculty remain productive?��
• Did campus operations continue safely?��
• Did communication remain proactive throughout the project?��

The answers to those questions often��determine��whether a contractor becomes a long-term partner rather than simply completing a single project.��

Building Relationships Alongside Buildings��

As higher education institutions continue investing in renovations and modernization, contractors have an opportunity to become more than builders.��They can become partners who understand campus operations, anticipate challenges before they occur and deliver projects that support the institution’s broader mission.��

The most successful educational construction projects are not remembered because construction happened.��They are remembered because learning never stopped.��

Mike��Bucalo��is the President and Owner of Friedrich Watkins Construction of Tampa.��Learn more by visiting��.

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By Henry Weinberg, AIA, LEED AP BD+C, and Laura Rushfeldt, AIA, LEED AP

Humans have an innate desire to connect with nature, yet we spend��nearly 90 percent��of our lives indoors. In academic settings, where students learn,��live��and socialize, this disconnect can have real consequences for focus, mental��health��and well-being. Mass timber construction offers a powerful way to bring the warmth,��texture��and psychological benefits of nature indoors, while also advancing sustainability goals and, in many cases, matching or outperforming traditional steel construction on cost.����

A growing body of research shows that biophilic design, the integration of natural elements, particularly wood, into the built environment can improve cognitive performance, creativity and mood while reducing stress and fatigue. Spaces that incorporate visible wood elements are consistently perceived as warmer and more welcoming, fostering social interaction and a stronger sense of belonging. For higher education institutions focused on student wellness and community-building, these qualities are increasingly viewed as essential.��

CBT Architects is applying these principles at��Cornell University’s Maplewood Graduate Housing Phase II, a new off-campus residential community designed to house 800 graduate students. At the center of the project is a freestanding��Community Center, referred to as the Clubhouse, conceived as the social and programmatic “heart” of the development. Entirely constructed from mass timber, the pavilion-style building��demonstrates��how biophilia, sustainability and cost responsibility can align.��

The 11,000-square-foot, single-story Clubhouse will��consolidate��wellness and community programs into a single central location, becoming a highly visible show point and social hub for leisure and connection.����A floor-to-ceiling window wall wraps the public areas and reinforces the project’s strong indoor-outdoor connections by offering unobstructed views of the surrounding landscape and flooding the interior with daylight.��Adjacent to��the building, a generous spill-out terrace supports��indoor-outdoor��dining,��events��and daily relaxation—further strengthening the connection between architecture and nature.��

The Biophilic Advantage of Mass Timber��

Utilizing approximately��84 cubic meters��of mass timber, including glue-laminated (glu-lam) columns and beams and cross-laminated timber (CLT) ceiling panels, the fully exposed structural elements allow occupants to experience the material directly, visually,��spatially��and emotionally.��

This exposure is key to maximizing biophilic��benefit. Unlike steel, which typically requires layers of fireproofing and finish materials, mass timber can remain visible, allowing its natural grain,��color��and texture to define the interior character. The result is a simpler, thinner assembly made up of fewer materials, reducing embodied carbon while enhancing aesthetic impact.��

By centralizing both community programming and mass timber construction into the Clubhouse, the design��consolidates��benefits for all residents. Rather than spreading timber features thinly across multiple buildings, the project achieves maximum impact with a focused investment, creating a shared social hub where biophilic design is experienced daily.��

Rethinking the Cost Conversation��

One of the most persistent misconceptions about mass timber is cost. While early projects carried premiums tied to perceived risk and uncertainty around emerging building systems, as well as limited supply, market conditions have shifted rapidly. As more manufacturers come online and design teams gain experience, mass timber is increasingly achieving cost��parity with, and in some cases outperforming, traditional steel construction.��

At Maplewood, the design and construction team conducted side-by-side cost analyses of steel and mass timber structural systems at multiple design milestones. The results consistently showed comparable material and construction costs. Several factors influenced this��outcome-.����

First, the Clubhouse’s modest scale made it less efficient for steel fabrication shops, while mass timber providers, particularly those��seeking��to expand in the Northeast, were eager to deliver a highly visible, proven project. Competitive bidding at one pricing milestone showed mass timber coming in lower than steel.��

Second,��designing for��mass timber from day one allowed the team to��optimize��the building around material efficiencies. As a single-story, Type V structure with a��relatively small��footprint, the building does not��require��a fire-rated ceiling assembly. This enabled the use of 3-ply CLT panels instead of thicker 5- or 7-ply assemblies, reducing material volume and cost.��

Third, efficient structural spans further streamlined construction. Glu-lam elements are spaced at 15 feet on center, allowing simple one-way spanning without the need for deeper primary framing elements such as girders. This structural clarity simplified mechanical distribution, reduced coordination complexity, and supported faster installation—delivering schedule efficiencies alongside cost control.��

Finally, pricing stability played a role. Steel costs are historically volatile, influenced by global demand,��tariffs��and energy prices. Mass timber pricing, by comparison, has tended to be steadier, offering owners greater predictability during design and procurement.��

Henry Weinberg, AIA, LEED AP BD+C, is an Associate Principal at CBT Architects.

Laura Rushfeldt, AIA, LEED AP, is an Associate Principal at CBT Architects.

Read more and see additional project images in the 2026 Higher Education issue of 91ԭƬ.

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By Lindsey Coulter��

Higher education construction is entering a period defined by financial pressure, shifting enrollment patterns and rising expectations around sustainability and student experience. Institutions are reevaluating how capital projects support long-term value,��flexibility��and campus identity, while navigating cost volatility and complex stakeholder demands. In this environment, the owner’s��representative��perspective is increasingly critical to project success.����

George Swetz,��Executive Vice President and General Manager��of Skanska Integrated Solutions,��has served in this critical role across multiple high-profile projects and��is well versed in��guiding institutions through these challenges.��Swetz��brings more than four decades of experience across program management,��construction��and real estate to higher education projects, and spoke with 91ԭƬ (SCN)��about��how colleges and universities are prioritizing investments, managing��risk��and aligning capital projects with institutional goals. His perspective as an owner’s representative offers a behind-the-scenes view of decision-making, emphasizing long-term value, stakeholder��alignment��and financial stewardship.��

SCN:��Which types of projects are receiving the most investment today, and why?��

Swetz:��Some of the investments we see today are in projects that support student wellness, institutional��identity��and campus vitality. Facilities like the Brimmer and May School New Recreation & Wellness Center in Newton, Mass., as well as the College of the Holy Cross Hart Center at the Luth Athletic Complex reflect a growing emphasis on athletics, health, and student wellbeing as core components of the academic experience.����

Cultural and academic investments such as the Williams College Museum of Art have��demonstrated��how institutions are also reinvesting in assets that support teaching, community engagement, and donor interest. In each case, these projects are about strengthening the full campus, not just adding space. As��owner’s��reps, Skanska helps institutions prioritize investments that align their mission, student��impact��and long-term financial stewardship.��

SCN:��How are enrollment trends and evolving academic programs influencing capital planning decisions?��

Swetz:��Fluctuating enrollment and evolving academic priorities are pushing institutions to be more strategic in capital planning. This is where Skanska gets to help translate institutional priorities into capital plans that��remain��resilient as students’ needs and programming evolve. Owners are increasingly tapping us to better understand how they can focus on buildings that can serve multiple functions and adapt over time rather than highly specialized,��single use��spaces. At the College of the Holy Cross Hart Center at the Luth Athletic Complex, the integration of practice facilities, sports medicine, strength��training��and shared meeting spaces reflects that need for multifunctional programming. Similarly, the Williams College Museum of Art supports academic instruction,��research��and public engagement within one flexible cultural facility.����

SCN:��How are institutions structuring partnerships to better manage risk and control costs?��

Swetz:��Institutions are placing greater emphasis on stakeholder engagement. Including faculty, athletics leadership, facilities teams, and administration has become essential to managing the project, but also its reputation.��Owner’s representatives��act as the central liaison, ensuring feedback is translated into clear project direction and risks are addressed early. This approach helps owners��maintain��control while avoiding costly changes or reputational damage.����

SCN:��With continued cost volatility in materials and labor, what strategies are helping institutions��maintain��project budgets?��

Swetz:��Early planning and proactive cost management are critical in today’s uncertain market.��Owner’s��reps��rely��heavily on early cost modeling and tracking during preconstruction. Disciplined��change��management with the general contractor is also key to protecting budgets. The goal is not just to stay on budget today but also to avoid decisions that create financial strain on the customer.����

SCN:��Where are you finding opportunities to achieve long-term operational savings?��

Swetz:��Long-term operational savings are often realized through early design decisions. Investments in efficient mechanical systems, durable materials and programs that are the��appropriate size��can significantly reduce lifecycle costs. The Brimmer and May Recreation & Wellness Center reflects how facilities that are focused on wellness can also be designed for high performance and long-term efficiency. At the Williams College Museum of Art, Skanska is embedding sustainability through Passive House design principles and��additional��strategies that track toward Living Building Challenge certification, setting��a strong foundation��for long-term energy and operational savings. We have a team of dedicated sustainability experts who are supporting this and can help institutions evaluate these types of decisions through a lifecycle lens, not just cost.��

SCN:��How are life-cycle cost analyses influencing material selection and long-term campus planning?��

Swetz:��Lifecycle cost analysis is increasingly central to how institutions evaluate materials and overall projects. Owners��are weighing��long term maintenance and energy performance alongside��initial��construction costs. At the Williams College Museum of Art, this perspective��impacts��decisions around architectural quality and operational efficiency. At the College of the Holy Cross Hart Center at the Luth Athletic Complex, life-cycle evaluation is especially important given the intensity of use in athletics and training spaces.��

Read more in the Higher Education issue of 91ԭƬ.

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• UNC-Chapel Hill’s Board of Trustees selected Ayers Saint Gross to lead the master planning process for the Carolina North campus expansion.��
• The��selection��comes as UNC launches a new stakeholder advisory committee intended to provide public-facing feedback on access,��innovation��and community integration.��
• UNC says the advisory committee will meet in public forums every two months and is advisory only, with no decision-making authority.��
• Carolina North is planned as a 230-acre “live, work, play and learning” district on��University-owned land along Martin Luther King Jr. Boulevard.��

CHAPEL HILL, N.C. — In May, UNC-Chapel Hill made progress��on its Carolina North campus expansion project, naming a stakeholder advisory committee and selecting a master��plan��designer��to help shape the project’s layout,��infrastructure��and phased development.��

The University announced the creation of the Carolina North Stakeholder Advisory Committee, a group of representatives from the University, community,��alumni��and students charged with providing feedback on how the 230-acre expansion aligns access,��innovation��and community integration,��.��

“Carolina North is a generational opportunity to build on our mission, our values and our responsibility to serve the state of North Carolina,” Chancellor Lee H. Roberts said,��.��

UNC said the committee will meet in public forums every two months and��emphasized��the group is advisory only and does not have decision-making authority.��Two days after the committee announcement, the UNC Board of Trustees unanimously selected Ayers Saint Gross, a Maryland-based firm, as the master plan designer for Carolina North after reviewing 17 proposals.��

Vice Chancellor for Finance and Operations Nate Knuffman told trustees the firm showed “strong alignment” with the University’s request for qualifications and will help develop a land-use plan for the site,��.��

The firm’s scope includes a traffic impact analysis, drainage study, concept plans for utilities and sustainability benchmarks, with the master planning process expected to take 12 to 14 months. UNC previously worked with Ayers Saint Gross on the University’s 2019 physical master plan.��

On the Carolina North��project��website, UNC describes the project as its largest campus expansion since its founding, covering��230 acres��of “live, work, play and learning” spaces. The planned first phase includes shared spaces for learning and community, research and bioengineering facilities, student and family housing, and retail,��dining��and entertainment.��

This article is based on reporting originally published by UNC-Chapel Hill on May 12, 2026; reporting originally published by Chapelboro.com on May 14, 2026; and project details published on the Carolina North website.��

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EL PASO, Texas — Students at The University of Texas at El Paso (UTEP) will soon live in a state-of-the-art residence hall equipped with a fitness center and brand-new dining facility near the center of campus. University officials recently broke ground on a new $102 million complex, named Miner Crossing, that will provide a much-needed expansion of UTEP’s on-campus housing.��

“This will be a traditional freshman dorm with an integrated dining hall at a reasonable price for our students and their families,” said UTEP President Heather Wilson in a statement. “With more and more students applying to UTEP from beyond West Texas, we need to expand our on-campus housing.”��

The new 155,500-square-foot facility will add approximately 507 new beds in single and double occupancy rooms. The five-story residence hall will be��located��on the north side of the track at Kidd Field.��

The complex includes a new 22,000-square-foot dining room with seating for 400 guests, serving more than 1,400 meals per day. It will be equipped with a full kitchen, bakery, allergen-free zone, pizza��oven��and office spaces for staff. Students will have the��option��to choose from 11 food stations, including a salad bar, deli, grill, pizza��station��and ice cream bar.��

Study rooms and open study nooks will be��located��throughout the building, as well as a first-floor amenity space with a gaming area, living room,��a multi-purpose space and a mailroom. A 1,350-square-foot fitness center will include a mixture of cardio equipment and free weights.��

The exterior of the building will reflect UTEP’s distinctive Bhutanese architectural style, complemented by native Chihuahuan desert plant landscaping designed by Ten Eyck Landscape Architects. The firm is also behind the decorative courtyard and breezeway that will sit on the south side of the building, connecting the housing facility to Kidd Field.��

The building was designed by Ayers Saint Gross and is being built by Sundt Construction.����

“This new housing option will allow students to be fully integrated with campus life,” said Catie McCorry-Andalis, Ed.D., Vice President of Student Affairs, in a statement. “Students can easily access the track for exercise; the Union for additional dining options; and classes.”��

Construction will take about two��years��and the dorm will be complete and available for students in the Fall 2028 semester. UTEP has 1,000 beds on campus currently and has had a waiting list for housing for the last four years.��

The project team also includes Project Control and PC Sports��and Mijares Mora Architects Inc.��

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��By Maggie Marlin, IIDA��

The COVID-19 pandemic forced higher education to answer an uncomfortable question: if the classroom is the only place that matters, why bother with a campus at all?��

Universities responded by completely rethinking what makes physical space valuable. The answer��isn’t��more��classrooms:��it’s��everything around them. Walk into a new college building today and the spaces between classes command as much design attention as the lecture halls. Faculty from different departments share collaborative spaces. Students work alongside industry partners in innovation labs. Libraries have evolved into social infrastructure,��where��connection matters as much as collection.����

This shift��isn’t��just about amenities. As technology reshapes how knowledge gets transmitted and artificial intelligence handles more of the rote work of education, education design is doubling down on what can’t be automated: human connection, hands-on collaboration and the kind of creative thinking that only happens when people come together in physical space.��

According to��Gensler’s��,��released earlier this year,��education is undergoing a fundamental transformation��that’s��reshaping not just how students learn, but how entire learning environments are conceived and built. Three major trends are driving this evolution, and��they’re��already visible in projects across the country.��

Learning Without Lanes��

The first big shift? Learning is no longer linear, and neither is the campus.��

Students today��aren’t��just earning degrees;��they’re��collecting skills. They might spend mornings in traditional lectures and afternoons in apprenticeship programs with campus industry partners, pause their degree to launch a venture, then return for an executive MBA a decade later. Education has become modular, customizable,��and continuous, which means campus spaces need to evolve into flexible ecosystems that can support everything from micro-credentials to business incubators to lifelong learning hubs.��

Western Kentucky University’s��Gordon Ford College of Business at Amy and David Chandler Hall��illustrates��this approach.��The building��consolidates��resources including academic advising, peer tutoring, financial aid guidance��and��even a ‘Suited for Success Closet’ where students can borrow business attire for interviews.��It’s��designed to support students wherever they are in their journey, whether��they’re��navigating their first semester��as a��first-generation��student��or preparing to pivot careers mid-degree.��

On the first floor,��the trading lab��displays real-time stock market changes through Bloomberg Technology terminals, giving students access to professional-grade financial analytics typically reserved for working professionals. Sales classrooms��include set-ups of��real-world environments��that��students��might��encounter��when making a sales pitch,��blurring��the line between academic exercise and professional practice. The most forward-thinking element might be the simulation lab, which uses augmented and virtual reality for marketing strategy exploration. The floor is deliberately furniture-free, allowing for��fully immersive AR and VR experiences.��It’s��a space designed not for how students learn today, but for how��they’ll��need to learn tomorrow, and return to��learn��again years from now.��

Western Kentucky also��demonstrates��this principle through strategic design choices: core��objectives��included creating��spaces so��students��would��linger before��and after scheduled classes, accommodating everything from traditional��undergrads��to professionals pursuing executive education, with spaces that stay flexible enough to evolve alongside industry needs.��

What AI Can’t Replicate��

If campuses��can’t��compete with AI on information delivery, they need to own what technology��can’t��touch: collaboration, community,��and creativity.��Libraries, incubators, makerspaces,��and other campus “third spaces” are being reimagined to prioritize hands-on, project-based��and team-driven work. The social experience of learning becomes��a��competitive advantage.��

This is where projects like Western Kentucky’s Commons at Helm Library come into play. The facility transformed a 1930s building that once housed the university gymnasium into a new intellectual hub at the historic academic heart of campus. The Commons combines social spaces, including food service venues that accommodate 900 guests, with library and student support services.��It’s��designed to serve both campus-based and commuter students, creating a destination that pulls people in rather than just providing study carrels.��

The project has earned��numerous��awards, including the IIDA/American Library Association Library Interior Design Award and Best in Show, precisely because it understands that the future library is less about book storage and more about human connection.��

Purdue University’s Mitch Daniels School of Business, scheduled for completion in 2027, also usestilizes��this philosophy. The building integrates business, technology,��and engineering classrooms and labs with advising offices, flexible collaboration areas,��and an auditorium for campus-wide conferences and events. Recognizing that the high-traffic site lacked green space, the design team added a courtyard for outdoor breaks and events. At night, the glazed facade will glow with activity,��telegraphing��the innovative combination of spaces within and framing��the School of Business as a forward–��looking and vibrant community.��

With a future-forward outlook, the building includes a full prototyping and engineering lab where students can merge technical and business skills in real-world developmePnt scenarios. It offers spaces students might encounter in corporate workplace environments, preparing them not just with knowledge but with the collaborative muscle memory they’ll need in their careers.��

Read more in the Higher Education Issue of 91ԭƬ.

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• Gordian’s 13th annual��State of Facilities in Higher Education��report puts the deferred capital renewal backlog at��$156 per gross square foot, up��8%��over the past year.����

• The report says capital investment funding for existing buildings is��73.5%��of��what’s��needed to prevent further backlog growth, with operating budgets��18.5%��below target.����

• Staffing pressure is also rising: the report says custodial coverage responsibilities are up��27% since 2007, with public institutions seeing steeper increases than private institutions.����

• Gordian points to strategic reinvestment,��benchmarking��and proactive maintenance as levers to stabilize backlogs and support long-term planning.����

GREENVILLE, S.C. —��Deferred capital renewal needs at North American colleges and universities climbed to��$156 per gross square foot, an��8%��year-over-year increase, according to Gordian’s latest��State of Facilities in Higher Education��report.����

The��Greenville, S.C.-headquartered company��said the data underscores continued underinvestment in existing buildings and warned that, without meaningful reinvestment, deferred needs are likely to continue rising.����

Gordian’s 13th annual report frames the sector’s growing backlog as the result of persistent funding gaps colliding with institutional change. The company said capital investment funding for existing buildings is at��73.5%��of what is��required��to keep deferred needs from expanding, and that operating budgets��remain��18.5%��below target levels.����

“This year’s findings reinforce what we hear daily from leaders across the higher education sector: without sustained and strategic reinvestment, institutions risk deeper operational challenges,” said Arul Elumalai,��President of Gordian, in a statement. “Our goal with this report is to equip campus decision-makers with the clear, data-driven insights they need to prioritize the right actions now.”����

Gordian said the analysis draws on its database of��43,000 campus buildings��representing��1.1 billion gross square feet��of space, which it uses to benchmark facilities conditions and spending patterns across North American higher education.����

Alongside capital constraints, the report also points to workforce strain. Gordian said the amount of space each custodian��is responsible for��has increased��27% since 2007, with larger jumps reported at public institutions compared with private ones.����

The report’s findings also highlight how structural underinvestment and rising deferred maintenance can restrict campus flexibility and push institutions toward reactive—often costlier—facility management, Gordian said. As a path forward, the company said campuses can use data-driven benchmarking, proactive maintenance��practices��and strategic reinvestment to help stabilize backlog growth and support long-term decision-making.����

“While campuses face continued pressure, there is genuine opportunity ahead,” said Pete Zuraw,��Vice��President of��Market��Strategy and��Development for Gordian, in a statement. “With reliable data and guidance from trusted industry partners, institutional leaders can make informed decisions that strengthen their facilities and position them for long-term resilience.”��

Gordian said it has published the report for more than a decade and collaborates with higher education societies including APPA, NACUBO and SCUP, adding that the report includes survey data and commentary from higher education leaders.����

This article is based on reporting originally published by Gordian on��April 8, 2026.��

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By Ryan Jang and Cecily Ng��

The reimagined Creekside Center at UC Berkeley��represents��a fundamental shift in how accessibility, sustainability, and historic preservation can coexist within the academic built environment. Located in the campus’ classical core, the project transformed the former��Dwinelle��Hall Annex — a deteriorating, barrier-laden structure — into an inclusive, high-performance home for the university’s Disabled Students’ Program (DSP). Rather than treating accessibility as a compliance exercise, the design team approached the renovation as an opportunity to��demonstrate��how universal design can enhance comfort, resilience, and agency for all building users.����

Shaped by an extensive programming process that included feedback from students, staff, and campus stakeholders, the project is rooted in DSP’s belief that “an accessible environment universally benefits everyone.”��More than��4,000 students visit the��building regularly to receive services such as proctoring, alternative��media��and interpreting.����

A Historic Building with Modern Barriers��

The two-story building is nestled in the mature trees north of Strawberry Creek.��Originally��designed��by John Galen Howard in 1920��in the First Bay Tradition,��there were��additions in 1924 by Howard and 1949 by Michael Goodman.��When��the��project began in 2021,��many features attributing��the building��to the First Bay Tradition��were present��but��in a state of disrepair. A non-code compliant ramp linked three of the lower elevations while the upper floors were disconnected��and��only��reachable��by��stairs.��The exterior suffered from water intrusion, rot, and pest damage.��The existing��steam��heating system was served by��the campus central plant��in a highly inefficient manner. There was no mechanical ventilation or air filtration system.����

Restoring Character While Improving Performance��

The building’s exterior was carefully rehabilitated, with its historic character��retained��and repaired, when possible. New��cladding��replicates��the original redwood board and batten siding. The��low-pitched gabled roof eaves and fascias��were restored. The��spearmint-colored��windows with divided��lites��were replaced with high performance windows of��the same size��and appearance. “High performance”��could��not just address environmental qualities.��Window models��were��also��evaluated for��accessibility��features��such as operating force and the height of locking and lifting mechanisms.����

Other envelope-tightening measures included adding weather barriers and insulation to the exterior walls,��roof��and floors. The project installed all-electric mechanical systems.��Through this��deep-energy��retrofit,��actual energy��use��in the six months of full occupancy has been 84% below baseline. The embodied carbon intensity is 63% lower than the median new-construction educational building.��

A Ramp as the Building’s Circulation Spine��

The one major exterior addition is a new ramp that connects the five existing floor elevations. As the��single��circulation��spine, the ramp��facilitates��equitable��access throughout the building. Large expanses of glazing along the ramp��allows��views clear across the building from the campus to the creek. Exposed structural wood posts��supporting the ramp��create a unifying cadence and a place for handrail brackets. By expressing the ramp slope on the exterior with��a��contemporary��fiber cement panel façade, the ramp��becomes��a beacon that communicates universal access.��

Universal Design Beyond Code Requirements��

Universal Design strategies exceed code��accessibility��requirements and include color and form-based wayfinding and biophilia rich interiors.��The restored��existing��wood��roof trusses were exposed��as an interior finish material��and��influenced the��remainder��of the interior material palette. Wood is used in high touch places such as windows, handrails, and wall end caps. The wood provided textural and color contrast, both of which help make spaces more accessible, without overwhelming the senses.����

Preserving the existing floor to floor height significantly limited the space for mechanical equipment. By selectively lowering the ceiling at��the��threshold��between��circulation��and��program spaces, the team created room for the equipment and provided an area for an individual to decompress before deciding how to engage with the space ahead.��The floor material��and wall��color differ from the adjacent spaces and are only used��in��the thresholds. The color, texture, and difference in light quality��in the threshold spaces signifies��to someone with low vision they were about to enter a new type of space.��

Designing for Choice, Agency, and Comfort��

The thresholds��offer��individual��choice,��a theme��also��integrated��elsewhere. Each��office��has an independently controlled��thermostat,��and��every��regularly occupied space has at��least one operable window��to��provide individual��choice in the quality and temperature of airflow. Solar shades and dimmer switches for all overhead lights��allow occupants to control the quality of light.��Individualized controls are often missing from today’s workspaces, but these features��are��easy to integrate and go a long way to make occupants feel welcome.����

To guide the project beyond minimum code accessibility, the team devised a list of��eight��“Impact Areas” that connect access needs to design features rather than assigning features to specific disabilities. The Impact Areas included��needs��such as community building and privacy, cognitive access, and sensory zoning.��The Impact Areas��offered��a framework to address “dueling disabilities,” where��people have drastically different environmental needs,��and��ultimately��helped��the team��provide agency and enhance feelings of safety and security��in the building.��Creekside Center provides a much-needed home for a community that has��historically marginalized from the design of the built environment.��

Ryan Jang,��AIA, LEED AP, is a Principal and Cecily Ng, AIA, is an Associate��with��Leddy Maytum Stacy Architects.��

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What You Need to Know

• Texas State Technical College opened its new Construction Technologies Center to students Feb. 2 at its Waco campus.��

• The facility��consolidates��multiple construction-trades programs that previously��operated��in separate campus buildings.��

• TSTC and contractor materials describe labs and hands-on training space for building construction, electrical, HVAC, plumbing/pipefitting and solar.��

• A ribbon-cutting ceremony is scheduled for Thursday, March 26, according to TSTC.��

Learn More��

WACO, Texas��—�� On��Feb. 2, Texas State Technical College (TSTC) opened a new Construction Technologies Center to students at its Waco campus, bringing several construction-trades programs under one roof.��

The opening marks a milestone for the campus’ multi-trade expansion project, which TSTC leaders and students say is designed to support hands-on learning and collaboration across disciplines.��

The��120,000-square-foot, two-floor structure housing Building Construction, Electrical Construction, HVAC, Plumbing and Pipefitting and Solar Energy programs.��

“It feels good,” TSTC senior construction project manager Michael Schumacher said, in��. “It is nice to see students here, sitting on the furniture and hanging out in the labs.”��

Students interviewed by TSTC pointed to larger labs and upgraded learning spaces. “I love everything about it,” Plumbing and Pipefitting student Zachary Miller said, according to��. “Everything is bigger, better and there is more of it.”��

TSTC’s earlier project update said the center was planned to open in time for spring 2026 semester classes and would support program growth. The May 2025 report also highlighted features such as backlighting, glassed-in labs and a shaded outdoor work area, plus student lounge areas,��offices��and meeting space.��

“My favorite thing about the building is that its design, while serving as a beautiful showcase for TSTC, also allows our students in the construction trades to see how it is put together,” Schumacher��added in��.��

Built by��Rogers-O’Brien Construction, the new building includes��tiltwall��panels, structural��steel��and glazing systems.��Inside��students can take advantage of new��gathering spaces,��offices��and labs,��while outside the project added��surface parking and pedestrian pathways, according to��.��

This article is based on reporting originally published by Texas State Technical College on Feb. 2, 2026, and May 30, 2025, and project information published by Rogers-O’Brien Construction Company.��

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