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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• Project:��MUSC College of Medicine Building��
• Location:��Charleston, S.C.��
• Size:��186,000 square feet��
• Estimated cost:��$175 million��
• Current milestone:��Topped out Aug. 14, 2026��
• Opening:��Late 2027��
• Purpose:��First dedicated home for MUSC’s College of Medicine in more than 100 years��
• Key spaces:��Active-learning classrooms, study and relaxation areas, wellness spaces, faculty and alumni commons, offices, event��space��and café��

CHARLESTON, S.C. —��The Medical University of South Carolina (MUSC) has topped out its new College of Medicine building, marking a major construction milestone for the $175 million project in Charleston.��

Construction crews placed the final structural steel beam on Aug. 14 during a ceremony attended by university leaders, project partners, faculty,��staff��and donors. The 186,000-square-foot facility will become the College of Medicine’s first dedicated home in more than 100 years and is scheduled to open in late 2027.��

The project is being developed in the heart of MUSC’s campus at the corner of Bee and President streets and is intended to centralize medical education, student services and academic leadership that are currently distributed among multiple campus buildings.��

Creating a New Hub for Medical Education��

Plans for the building emphasize flexible learning,��collaboration��and student support. Major components will include active-learning environments, large classrooms, student study and relaxation areas, wellness spaces, faculty and alumni commons, faculty and staff offices and the College of Medicine dean’s office. MUSC’s project information also��identifies��event space and a café among the planned amenities.��

Students and faculty contributed input to the building’s design, with the facility planned to provide flexibility and capacity to accommodate the college’s educational mission and future growth. MUSC recently welcomed 186 students into its College of Medicine Class of 2030.��

The new facility also responds to the challenges of operating without a dedicated College of Medicine building. Medical students currently share classrooms and study areas with students from MUSC’s five other colleges, while academic and student support personnel work across multiple buildings.��

“Today marks an exciting milestone and gets us one step closer to our goal of elevating the medical education experience for students, staff, faculty and alumni at MUSC,” said Terrence E. Steyer, M.D., dean of the College of Medicine and vice president for Medical Affairs.��

Part of Long-Term Campus Investment��

The College of Medicine building is part of MUSC’s long-term campus master plan and broader investment in facilities supporting education,��research��and patient care.��

MUSC President David J. Cole, M.D., FACS, said bringing future physicians together in a dedicated environment is expected to strengthen collaboration while supporting the university’s education,��research��and healthcare missions.��

The approximately $175 million project, designed by SLAM in collaboration with Liollio Architecture and built by Thompson Turner Construction, is being funded through a combination of public and private sources. Construction is expected to conclude in time for a late 2027 opening.��

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• Gensler has been selected as architect for Colfax Corner, a mixed-use research and office development in downtown South Bend, Indiana.
• The first phase will adaptively reuse the former South Bend Tribune building, which has been vacant since 2019.
• A new five-story research and office building is planned at Colfax Avenue and Main Street.
• The project will include approximately��202,000 square feet��of new and renovated innovation and research space, with about one-third planned for University of Notre Dame programs.
• A central courtyard, café,��retail��and meeting spaces will connect the historic Tribune building with the new construction and provide public-facing gathering areas.

By Lindsey Coulter

SOUTH BEND, Ind. — Gensler has been selected as the architect for Colfax Corner, a mixed-use research and office development in South Bend.

The project, led by Ancora in collaboration with the University of Notre Dame and the City of South Bend, will include the adaptive reuse of the former South Bend Tribune building and construction of a new five-story research and office building. The development is planned to provide approximately��202,000 square feet��of new and renovated innovation and research space.

The Tribune building, which has been vacant since 2019, served as the home of South Bend’s daily newspaper from 1921 to 2019. The Art Deco-era building has been nominated for inclusion on the National Register of Historic Places. Colfax Corner is intended to incorporate the existing building into a larger district focused on research,��entrepreneurship��and advanced industries.

Adaptive Reuse and New Construction

The first phase will center on the renovation and adaptive reuse of the Tribune building. A new five-story building at Colfax Avenue and Main Street will complement the historic structure and provide��additional��research and office space.

According to the project team, about one-third of the��202,000 square feet��will be occupied by Notre Dame for research,��innovation��and community engagement programs. The remaining space will be available to companies in fields including advanced computing, data��analytics��and artificial intelligence.

Gensler’s design approach draws from the Tribune building’s existing architecture while��establishing��a contemporary identity for the new construction. The Tribune’s facade and interior features will be��retained��as part of the adaptive reuse, while the new building will use proportions, vertical��elements��and materials that reference the historic structure.

The new building is planned with a terracotta-colored facade intended to relate to the brick of the Tribune building. A transparent bridge will connect the two structures while��maintaining��a visual distinction between��the historic��and contemporary buildings.

Courtyard Creates Central Gathering Space

The site design also includes a central courtyard that will serve as a shared arrival and gathering area. The courtyard will connect to café, retail,��meeting��and lobby spaces and provide access��between��the buildings.

Anderson Bohlander, an Indiana-based landscape architecture firm, has been selected to lead the landscape design. Its work will focus on the courtyard and a mid-block entry intended to��establish��connections between the buildings and activate the ground level.

The project team said the design references the Tribune building’s historical role as a place where the public could��observe��the newspaper’s operations. When the Tribune opened in 1912, large plate-glass windows along Lafayette Street provided views into the building’s printing operations.

Research and Innovation Focus

Colfax Corner is planned as part of South Bend’s emerging Tech & Talent District. The development is expected to provide space for Notre Dame programs as well as private-sector companies whose research and development activities complement the university’s areas of expertise.

The project is also being developed in alignment with the city’s 2045 Master Plan, according to the project team.��The plan calls for continued investment in South Bend’s urban core and economic development.

“Design will define how this place feels and functions, creating an environment built for collaboration, discovery and long-term economic strength,” said Josh Parker, CEO of Ancora, in a statement.

Meghan Webster, Co-managing Director at Gensler Chicago, said the project will combine the Tribune building’s historic character with new uses and development.

“By reimagining the historic Tribune building and its surroundings, Colfax Corner will bring new life to an underused corner of downtown South Bend,” Webster said in a statement.

Shannon Cullinan, executive vice president at Notre Dame, said the project will provide space for research and employment while introducing dining and retail uses to the area.

Construction timing and��additional��project details were not included in the announcement.

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By Lindsey Coulter��

In Boston’s Nubian Square, the new home of Franklin Cummings Tech reflects a fundamental shift in how the institution delivers technical education. The project expresses the college’s mission through architecture, aligning physical space with evolving workforce demands, student��needs��and institutional identity.��

Designed by Studio G Architects, with��collaborating architect��STUDIO ENÉE,��the approximately $75 million,��68,000-square-foot facility replaces a significantly larger legacy campus while expanding programmatic capability, advancing sustainability goals and reshaping the student experience. The result is a highly efficient, purpose-built environment that reflects both the realities of urban development and the future of technical education.��

Bringing the project to life��required��a highly iterative, collaborative process spanning years, leadership��transitions��and shifting institutional priorities. From site��selection��through programming, design and construction, each phase required careful coordination, producing a building that functions not only as a place of learning, but as a teaching tool itself.��

Site Selection as Strategic Foundation��

The Franklin Cummings Tech campus welcomed its first students in January, but the path to opening day began with a��nearly four-year��programming and planning effort, beginning with��identifying��the right site—an approach rooted in access,��equity��and alignment with the college’s mission.��

“We were initially hired��for��site selection and programming,” said Gail Sullivan, managing principal and founder of Studio G Architects. “The school needed to be in the city of Boston and located near public transportation.”��

Given Boston’s density and real estate constraints, finding a suitable parcel proved challenging. However, when a site on Harrison Avenue became available, the decision came quickly.��

“We went and saw the site and within 24 hours the offer was made,” Sullivan said. “It was a unanimous, fairly instantaneous decision.”��

The location placed the institution directly within the community it serves, strengthening accessibility for students and embedding the college within the fabric of Nubian Square. The move also contributes to the neighborhood’s ongoing revitalization, reinforcing the institution’s role as both an educational and civic anchor.��

Programming Through Change and Constraint��

While site��selection��was swift, programming proved more complex. The design process unfolded amid leadership transitions, financial��constraints��and evolving academic priorities.��Studio G��Architects��began by interviewing all department leaders, but balancing the distinct needs of each program presented inherent challenges, particularly as the college worked to align its offerings with emerging workforce demands. At the same time, financial realities required a significant reduction in overall building size.��

“We shrank the facility from��104,000 square feet��to��70,000 square feet��because cost was a big factor,” Sullivan said.��

Despite the reduced footprint, the new building��ultimately delivers��greater efficiency and functionality than its predecessor.��

“The previous facility had a lot of wasted space,” said Marvin Loiseau, Ed.D., Chief Academic��Officer��and Dean of Academic and Student Affairs for Franklin Cummings Tech. “Constructing��a purpose-built space really allowed us to be efficient.��Everything is placed purposefully and strategically so that we can ensure that��we’re��supporting our students.”��

At the same time, the institution’s academic direction continued to evolve,��prompting��design��adjustments.��

“New programs in wind-turbine maintenance and solar installation were introduced midway through the process,” Sullivan said. “So, we had to revisit the program to adapt to new needs. It was a multilayered process.”��

These shifts underscore the dynamic nature of modern technical education, where facilities must remain adaptable to changing industry demands and student pathways.��

Designing for Flexibility and Utilization��

With a smaller footprint came an increased emphasis on maximizing every square foot.��

“If you’re shrinking your��space by��that much, you have got to create a lot of flexibility,” Sullivan said. “You have to guarantee that every space is used through the whole day and into the evening.”��

To achieve this, the design��eliminates��traditional single-use spaces such as a dedicated auditorium and reduces the number of private faculty offices. Instead, it introduces��well-appointed hoteling spaces for educators and teaching��environments that can shift based on need.��

A key example is the second-floor learning space, where operable partitions and a large movable glass wall system allow three classrooms to combine��with The Commons��into a single space accommodating up to��500��people. This approach provides the functionality of a large assembly space without sacrificing daily usability.��

Flexibility also extends to informal and student-centered spaces, addressing a critical gap��identified��in the��previous��facility.��

“In the previous building, there really wasn’t student-centered space, but here there are dedicated areas for students:��study commons, meeting rooms or places to just hang out,”��Loiseau��added. “It gives them flexibility and a sense of ownership.”��

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

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By Lindsey Coulter

The University of Missouri–Kansas City continues advancing several major construction and renovation projects across campus, with work underway on academic, student-support and administrative facilities tied to the university’s strategic goals.

Current projects include the Healthcare Delivery and Innovation Building at 25th and Charlotte��streets��and renovations to the Atterbury Student Success Center.��Additional��projects expected to begin construction this year include the expansion of the Conservatory’s Olson Performing Arts Center and renovations to the UMKC Administrative Center.����

Healthcare Delivery and Innovation Building��

The 160,000-square-foot Healthcare Delivery and Innovation Building��remains��the largest capital improvement project in UMKC history.����

According to the university, the project reached a major��milestone��Sept. 17 when crews placed the final structural beam after a signing ceremony involving elected officials, university leadership, students,��faculty��and staff.����

Construction crews are continuing interior and exterior work throughout the facility. Interior wall framing is progressing, while drywall installation, piping insulation and overhead��mechanical,��electrical, plumbing and fire-protection systems continue advancing. Exterior work includes completion of penthouse metal panels, curtain wall installation,��roofing��and remaining fire-hydrant connections.����

The building is expected to open in 2027.����

Atterbury Student Success Center��

Renovations at the Atterbury Student Success Center began in May 2025 and are expected to conclude in summer 2026.����

The university reported that walls and ceilings are��nearly fully��installed, while carpet installation, painting and finish work are underway. Construction at the building’s north entry is expected to continue into the first part of summer.����

Once complete, the renovated facility will house Admissions, the UMKC School of Graduate Studies, the Center for Transfer Students and Adult Learners, Roo Advising, Career Services, University��College��and International Student Affairs. Plans also include a Welcome Center with a two-story atrium intended to host prospective students and their families.����

Career Services programming will also expand to include a Professional Wardrobe Studio, providing students with access to professional clothing options and interview headshots. UMKC Central and the Financial Wellness Center will��relocate��from the Administrative Center into the renovated building as part of the project.����

Olson Performing Arts Center Expansion��

UMKC Chancellor Mauli Agrawal announced during the 2025 State of the University that the Olson Performing Arts Center expansion is expected to break ground in 2026.����

The 35,000-square-foot addition will add performance and rehearsal spaces on the east side of the building extending toward Volker Boulevard.����

University officials said the project will increase performance, classroom and collaboration opportunities for students and the Kansas City community. The first phase of construction is estimated at $35 million and includes a large music ensemble performance and rehearsal space, two dance rehearsal rooms, support space for the dance program and a new accessible black box performance venue.����

According to the university, the black box addition will help create a “theatre district” alongside White Recital Hall, Spencer��Theatre��and the McIlrath Lobby.����

The second phase will renovate existing facilities, including White Recital Hall, to create��additional��classroom and theatre space as well as expanded student collaboration areas.��

UMKC Administrative Center Renovation��

Renovations to the UMKC Administrative Center are expected to begin in late spring and conclude in winter 2027.����

The project will focus on the building’s front exterior and first floor, including accessibility improvements such as removing stairs in the entryway and lobby and adding accessible parking spaces.����

Interior renovations include a refreshed lobby and new reception desk. As part of the changes, UMKC Central will��relocate��to the Atterbury Student Success Center, while its former Administrative Center space will become an alumni reception area and office suite for the UMKC Foundation.����

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• Tennessee��General Assembly approved $311 million recommended by Gov. Bill Lee for a new College of Medicine Interdisciplinary Building at the University of Tennessee Health Science Center (UT Health Sciences) in Memphis.
• The project totals $350 million and is planned as a 275,000- to 300,000-square-foot facility on Madison Avenue.
• UT Health Sciences said the building will support growth, including expanding the medical student cohort from 175 to 250 and the Physician Assistant Program from 30 to 60 students per year.
• The university said it must raise an��additional��$50 million in philanthropic support; construction is targeted to begin in late fall 2026, with substantial completion��anticipated��in 2029.

MEMPHIS, Tenn. —��State lawmakers have approved $311 million in funding for a new College of Medicine Interdisciplinary Building at UT Health Sciences, a project university leaders say will expand training capacity and support statewide workforce needs.��

The funding, recommended by Gov. Bill Lee, supports a $350 million facility planned for the Memphis campus on Madison Avenue.��The Tennessee General Assembly approved the funding April 17 for construction of the new facility, which UT Health Sciences describes as a focal point for its Memphis campus and a major investment in health care education statewide.��

The university plans a 275,000- to 300,000-square-foot building on Madison Avenue, between the College of Pharmacy Building at 881 Madison Ave. and the site of the former Holiday Inn at Madison Avenue and Pauline Street.��

“This is a transformative step for UT Health Sciences, as well as for health and health care of the people of Tennessee,” Chancellor Peter Buckley, MD, said, adding that the building is intended to serve as “a hub for training future health care professionals to practice collaborative, state-of-the-art care across Tennessee,” according to��.��

UT Health Sciences said the added space would allow the College of Medicine to expand its class size from 175 to 250 students per cohort. The Physician Assistant Program would also be able to grow from 30 to 60 students per year, the university said.��

Project leaders tied the investment to workforce projections. “This is an investment in continuing to meet the significant deficit in physicians and physician assistants in the state of Tennessee, with projections suggesting that there will be a need for 6,000 additional physicians in the state by 2030,” Executive Vice Chancellor and Chief Operating Officer Raaj Kurapati said, according to��.��

Beyond classroom and simulation space, the university said the facility will support telehealth training and increase online educational opportunities for the College of Medicine and other colleges, with the goal of growing academic certificate programs and enrollment. UT Health Sciences also said the project is expected to bolster its response to rural health care challenges in Tennessee.��

As Tennessee’s only statewide academic health science center, UT Health Sciences said it expects the new building to enable the university to graduate an��additional��1,450 health care professionals practicing in various fields during its first five years of operation.��

The state’s allocation��represents��the lead investment, but UT Health Sciences said it must raise an��additional��$50 million in philanthropic support to complete the project. That total includes $39 million toward building costs, plus��additional��funding for specialized equipment and program support.��

UT Health Sciences said HOK conducted��a strategic��space inventory and developed programming for the building. The university has selected Memphis-based brg3s architects to design the facility in collaboration with HOK. After��remaining��state approvals are received, the university said it aims to begin construction in late fall 2026, with substantial completion��anticipated��in 2029.��

This article is based on reporting originally published by UTHSC News on April 17, 2026.��

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By Josh Parker��

If��you’ve��worked with one university,��you’ve��worked with one university.��It’s��a simple line, but a reminder of the lesson��we’ve��learned over the last 25 years��—��durable relationships��matter��— because the opportunities on each campus��emerge��only when you understand the institution behind it. Each institution has its own ecosystem of governance structures, stakeholders, business��lines��and community relationships. For��nearly all��traditional commercial real estate players, that complexity feels intimidating. That unique complexity is exactly what makes the higher-education investment landscape one of the most attractive (and misunderstood) asset classes. And when you get the relationships right, the complexity becomes a source of��stability��—��producing outcomes that are better aligned with institutional needs and more resilient��for long-term investors.��

Higher education is facing a��nearly��$1 trillion��mountain of capital investment needs��—��much of which is driven by decades of deferred maintenance and the rising cost of modernization—��alongside mounting pressure on operating models,��enrollment��and public funding. Institutions now need access to a permanent, reliable base of private capital that can flex with their evolving mission.��A��good��investment��approach starts not with “This is what we��build,��and we can put one here.” but instead, “What outcome are we trying to achieve, and what risk framework will make that outcome durable for the institution and its stakeholders?”��

Relationship-centric in a��Shared-governance��World��

There are no single-voice counterparties in higher education. Shared governance, multiple boards and committees, individual faculty influence, student��needs��and community expectations all factor into major facilities decisions. Unlike a corporate setting where a CEO and board can greenlight a project��relatively quickly, the path to consensus on campus is longer and more iterative. That can be frustrating if you are used to more centralized decision-making.��We’ve found it is actually the pathway to more resilient, long-term solutions.��

Many of our team members have led operations inside universities and understand how these institutions function. We know the language, the constraints, and the tradeoffs that leaders manage every day. That shapes our posture. We work with campus leaders through the uncertainty of market,��regulatory��and political conditions to co-design solutions. That process takes more time, but it produces solutions that are better aligned with institutional needs and more stable for capital providers over the long term.��

Mission��Alignment as an��Investment��Discipline��

For those involved in university construction and campus planning, the question is not only whether capital is available, but whether that capital is structured to advance core educational and community goals. At our firm, “mission alignment” is not a slogan; it is the starting point for underwriting.��

On some campuses, the��objective��is straightforward: deliver the right residential, instructional, research, or student-life environment to support learning and belonging. In other cases, the campus itself is not a focal point. The priority is to catalyze economic development and job creation in the surrounding region. Our work with the University of Notre Dame and partners in South Bend, Ind.,��falls into this category. The goal is to expand the research enterprise and drive broader economic outcomes in the community, not simply to deliver a project, but to create impact in the region. And in places without deep markets, achieving that impact requires aligning the university’s��objectives��with those of the city, state, and philanthropy and then designing a financial structure large enough to be catalytic, yet appropriately de-risked for everyone involved.��

This mission-first approach also means recognizing that some of the most stressed parts of the university business model��—��athletics, healthcare, and other ancillary enterprises��—��need both capital and operational support. Increasingly, our conversations involve the balance sheet and the profit-and-loss statement. We are not just financing real estate; we are helping reengineer business lines, so they no longer��require��ongoing subsidies from core academic operations and, ideally, contribute back to the teaching and research mission.��

From��Debt-only to an “Equity��Layer” in��Higher��Ed��

Historically, investors who wanted exposure to university credit bought taxable or tax-exempt bonds. Equity-like investment opportunities were rare and usually limited to one-off public-private partnerships where universities shouldered most of the risk��to move��projects off balance sheet. As institutions have become more sophisticated, they have recognized that those older models often misallocated risk and constrained what was possible.��

What is��emerging��now is an equity layer in university infrastructure, providing structures that offer investors stable, risk-adjusted returns while staying closely aligned with the institution’s long-term��objectives. Our role is to help design those structures so that investors receive stable, risk-adjusted returns while universities, public-sector partners, and other stakeholders��participate��appropriately in de-risking the venture and upside sharing. When done well, this equity layer becomes the connective tissue between mission alignment, financial resilience, and the scale��required��to achieve meaningful impact.��

In a market like South Bend for example, you cannot achieve real transformation through a series of small, tentative projects. You need��scale.��But scale in a thinner market is, by definition, riskier.��By having the university and public entities��participate��in de-risking the transaction, we can deploy larger amounts of capital at a lower overall risk profile, creating truly catalytic impact matched to the university’s long-term commitment to place.��

This shift from a debt-only mindset to a more nuanced capital stack is one of the most��important changes��ahead��for��“universities-first” investment strategies. As more operating lines from research commercialization to workforce-focused programming seek capital, the institutions that can partner with permanent capital providers will be better positioned to adapt.��

Universities as��Enduring��Civic��Infrastructure��

For communities��seeking��inclusive, sustainable growth, universities bring something few other anchors can: durability. Corporate tenants can be powerful catalysts, but they can also��relocate��when strategy or leadership changes. By contrast, major universities with strong credit and broad teaching and research mandates are deeply tied to place. Today, it is simply too expensive and impractical to pick up a large, diversified campus and move it somewhere else. Their presence is long term by design.��

That long-term presence allows universities to think in decades, not quarters, when it comes to revitalizing surrounding districts. It also allows project sponsors and builders to align investment horizons with a realistic timeline for neighborhood change. You cannot “fix” an urban district with one marquee project. You need repeated investment, programming, and partnership. Universities are uniquely positioned to do��that across academic, clinical, cultural, and economic dimensions, which is why designing with, for, and including them, rather than merely near them, is such a powerful strategy.��

The institutions that will thrive in this environment are those willing to rethink their business models and invite capital partners into the conversation early, not only when a project needs financing. That shift creates room for more thoughtful risk-sharing, stronger alignment between mission and capital, and a clearer path to long-term resilience. The opportunity in front of all of us is to treat universities not as just another sector in a portfolio, but as enduring civic infrastructure – central to talent development, innovation, and community vitality – and to align private capital with that reality over the long haul.��

Josh Parker is the Founder,��Chairman, and CEO of Ancora, where he leads the firm’s strategy and oversees all investment and partnership activity.��

��

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By Lindsey Coulter��

COLUMBIA, S.C. ––��The University of South Carolina (USC),��has reached a major milestone with the “topping out” of the new School of Medicine at the��university’s��Health Sciences Campus in Columbia’s��BullStreet��District.��This marks the placement of a building’s final structural steel beam.��USC students, staff, and project team members had the opportunity to sign two beams, both of which will be permanently installed and displayed in the building.��

Construction began in February��2025,��and the��$300 million, 330,000-square-foot��facility is set to open in August 2027. The project��represents��a public-private partnership between USC and national��integrated real estate development��construction firm��Gilbane, which is leading��the planning, design,��development��and construction of the project.��Other key project members include BOUDREAUX as lead architect in collaboration with design architect SLAM Collaborative, construction manager partner Cumming, construction manager partner Brownstone Construction��Group��and development consultant Restoration 52.������

Upon completion, the new facility will blur the boundaries between interdisciplinary research and medical education, offering��state-of-the-art��classrooms, research labs, medical simulations spaces,��health-sciences library, and collaborative indoor and outdoor learning and event spaces.��

“We are proud to partner with the University of South Carolina in delivering their new School of Medicine, a significant investment by USC in innovative research and medical education, and the first building on its new Health Sciences Campus”��said��John Keegan,��Senior��Vice��President at Gilbane Development, in a statement. “Though public-private partnerships such as this, Gilbane is helping to transform university campuses across the country, developing and building everything from academic and research spaces to student housing to auxiliary facilities.”��

“For inspiration, the USC School of Medicine Building at the Health Sciences Campus looks back to the legacy of thoughtfully conceived architecture and outdoor spaces on the main campus while simultaneously looking forward to establishing an ecosystem for sustaining state-of-the-art health sciences education and research,”��add��University Architect Derek Gruner.����“Education and interdisciplinary research will be combined under one roof so that each will engage with and contribute to the other through extraordinary classrooms, well-equipped simulation spaces, wet and dry labs, numerous study environments, and dramatic public spaces.”��

The realization of the new����is one of the key goals of USC Next, a 10-year master plan of proposed improvements and capital projects designed to meet the needs of USC Columbia students, faculty, and staff through 2034.����The campus will seamlessly integrate with the broader��BullStreet��District, contributing to its vibrant, mixed-use community.��

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PRINCETON, N.J. — The Princeton University Art Museum announced that it will open a new 146,000-square-foot art museum on Oct. 31, 2025. ��

Located in the heart of the university’s campus, the new three-story space doubles that of the current museum building, encompassing space for exhibitions, education, dining, programming and more.��

“This project represents the coming to fruition of dreams that date back thirty years for a museum building that would be worthy of this beautiful campus and our collections and that will serve as a launchpad for exciting future installations and program,” said James Steward, director of the Princeton Art Museum, in a statement.��

A Look Inside��

Designed by New York-based architecture firms Adjaye Associates and Cooper Robertson, the building will include nine interlocking pavilions, with 80,000 square feet specifically dedicated to gallery spaces that allow museum curators to merge and integrate collections, rather than pursuing the more traditional linear, thematic or chronological methods of display. Offering greater stylistic choice also honors the museum’s cultural exchange effort. ��

The new Museum features large-scale commissions by artists Nick Cave, Diana Al-Hadid, Tuấn Andrew Nguyễn and Jane Irish, and site-specific sculptural acquisitions by artists Jun Kaneko and Rose B. Simpson.��On the “artwalks”, the name for the ground area’s walkways, visitors will encounter works of art, including site-specific sculpture and large-scale paintings. A wood-lined Museum Store sits at its intersection, while inviting outdoor terraces and amphitheaters surround the building.

“We have curated the museum in ways that will welcome visitors not only to experience beauty but also to analyze it; to admire creativity and to contextualize it; to marvel at materials and to complicate their origins,” said Juliana Ochs Dweck, chief curator of the Princeton University Art Museum, in a statement. “Our new museum offers many ways to have intimate encounters with art, to pursue curiosity, engage in meaningful dialogue and to find solace or belonging.”��

Educational spaces will comprise approximately 12,000 square feet of the museum, including two creativity labs focused on hands-on art creation. An auditorium, two seminar rooms and six object study rooms will also be reserved for��teaching and research. The facility’s multi-use Grand Hall will provide space for up to 265 people, making it the ideal destination for events, performances and gatherings. ��

Conservation studios for artwork and sculpture protection will be located on the second and third floors alongside their own studio-devoted classroom spaces. The top level will house a full-service restaurant. ��

Grand Opening��

A 24-hour open house is planned for the museum’s opening day, with public events to cement the facility as a community space.

Two initial exhibitions honoring the generosity of donors will feature donated works by Mark Rothko, Joan Mitchell and Gerhard Richter, with ceramic work on display from Toshiko Takaezu, a Princeton professor and abstract artist. Continuing into spring 2026, photographic collections and abstract expressionist paintings will be on display, with an exhibition of work from American artist Jean-Michel Basquiat planned for fall 2026.��

“The exhibitions we’ve chosen to inaugurate our new building celebrate collecting, legacy, and the future, and speak to our commitment to reimagine how we curate and present art in this new space,” said Steward in a statement. “As a teaching museum, we have a responsibility to not merely present works by monumental artists of our age or of any age, but to go deeper and grapple with how they arrived at the legacies for which we know them today.”��

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PRESCOTT, Ariz. — Construction recently commenced at Embry-Riddle Aeronautical University’s (ERAU) Prescott Campus on the new T-3 Residence Hall and the Strategic Academic Flight Education (S.A.F.E.) Building. The two-part project will further enhance educational offerings and student life at ERAU, which is the one of the world’s largest fully accredited aviation and aerospace universities. ��

The $80 million T-3 Residence Hall component of the project will establish two 80,000-square-foot, four-story student housing complexes on the campus, while the $10 million S.A.F.E Building on the Prescott Airport grounds will be a 20,000-square-foot space supporting the university’s flight training program. The new facilities will tackle both the growing demand for skilled pilots and the crucial need for student housing in the Prescott area.��

“The construction of the T-3 Residence Halls and the S.A.F.E. Building is a pivotal step in Embry-Riddle’s mission to educate the next generation of aviation and aerospace professionals,” said Ken Witcher, Ph.D., chancellor of Embry-Riddle Prescott, in a statement. “These new facilities will enhance the learning experience and provide state-of-the-art resources that are essential for students’ education and training.”��

The Project Takes Flight��

Both project sites are located in the heart of the existing (and fully operational) campus, presenting unique hurdles in design and construction.����

“In the case of the T-3 Residence Halls, the location of the site required a large amount of excavation and relocation of existing earth and utilities,” said Shawn Blubaum, project executive at Tempe, Ariz.-headquartered Sundt Construction, the project’s builder.����

Once completed, the buildings, designed by PQH Group, headquartered in Jacksonville, Fla., will add 300 beds and 75 suites to the existing campus. Residents will enjoy energy-efficient lighting and HVAC systems, modern technology, full kitchens and large windows for ample natural light.��

Built on a hill, the T-3 Residence Halls are conveniently designed to offer various points of entry. To embed the buildings within the landscape, crews installed soaring retaining walls alongside a large braced structural-steel frame after conducting deep excavations and setting large mat foundations. Construction will be completed in staggered phases, according to Larry Kurtz, senior project manager at Sundt.��

Building at an Active Airport ��

Prescott Airport, located three miles from the campus, is also undergoing new construction and will soon serve as the home for ERAU’s S.A.F.E Building, designed by Houseman Architecture. The facility will complement a previous project that established 42 airplane parking spots on the grounds. However, building on grounds of an active airport required constant collaboration and communication between Sundt, airport personnel and ERAU to ensure continuity of operations, explained Blubaum. ��

“The [goal during] the construction process is to not build in a vacuum, but to overcommunicate while tying into existing utilities, both landside and airside, and keep total separation from airside operations while erecting the concrete tilt panel structure adjacent to the new airside parking,” said Kurtz. ��

Inside, the facility is equipped with light operation rooms, debriefing rooms, state-of-the-art flight simulators and hangar space for multiple Cessna aircraft to support ERAU’s aeronautical science, air traffic management and aerospace engineering programs.��

“A student could conceivably receive classroom instructions, log practice flight hours, get debriefed on performance, practice in a simulator and work on flight maintenance in the same all-inclusive facility,” said Blubaum.����

A Continued Partnership��

The projects, which are being built concurrently, are part of an ongoing collaboration between Sundt and ERAU. In 2017, Sundt completed the university’s STEM Education Center and Planetarium, which features multiple research labs supporting exotic propulsion systems, optics, robotics, energy and forensics instruction as well as a cutting-edge dome theater equipped to project clear images of space. The following year, Sundt built and completed ERAU’s T2 Residence Hall within a 14-month timeframe. The three-story, 73,000-square-foot facility is home to 282 students and offers study rooms, game areas, common use kitchens and a fitness room. ��

“Embry-Riddle is a worldwide leader in aviation, and Sundt is extremely proud to have the opportunity to build our third and fourth projects for the University,” said Blubaum. “As a 135-year-old Arizona-based contractor and national leader in aviation construction, it’s a natural fit between ERAU and Sundt. The core values, mission, and vision of Embry-Riddle are perfectly aligned with Sundt’s core values and our mission and purpose.”

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