By Aaron JobsonÌý

During the post-World War II populationÌýboom,Ìýschool construction accelerated across the countryÌýasÌýschool systems swelled with new students. As many of theseÌý1950s- and 60s-eraÌýcampusesÌýare now 60Ìýto75 yearsÌýold,Ìýthey present schoolÌýdistrictsÌýwithÌýseveralÌýchallenges.ÌýÌý

ManyÌýagingÌýschoolÌýfacilitiesÌýare in need ofÌýrepair,Ìýfailing toÌýmeet current building code and safetyÌýstandards,ÌýandÌýrequiringÌýsignificant investment.ÌýCoinciding with this need,Ìýthe modernÌýapproach to educational and community programs,ÌýandÌýtheÌýunderstanding of the impact of learning environment quality on educational outcomesÌýhas changedÌýdramatically.ÌýOlder buildings may not provide the flexibility needed for next-generation learning,Ìýor the daylight, ventilation,Ìýand other features that support learning andÌýwellbeing.ÌýThis leaves manyÌýdistrictsÌýwithÌýthe complicated challenge ofÌýdeciding whether to modernize or replace existing campus buildings,Ìýall while continuing toÌýoperateÌýan active school.ÌýÌý

For each schoolÌýfacing theseÌýchallenges,Ìýit is best toÌýstart with a master-planning level analysis of modernization and replacement options. For eachÌýoptionÌýit is important to consider a variety of parameters,Ìýincluding:Ìý

• Existing building conditions,Ìýincluding needs forÌýcode andÌýstructural upgradesÌý
• ConstructionÌýbudgetÌý
• ScheduleÌýandÌýphasingÌý
• CampusÌýoperationsÌýandÌýsafetyÌýduring constructionÌý
• LearningÌýenvironmentÌýqualityÌýÌý
• Community impactÌý

Taking this holistic view ensures that the available funding is used to provide maximum benefit to education.ÌýÌýÌý

Looking at theÌýLong Term:ÌýLos Altos High SchoolÌý

In some cases, the best course of action is a combination of modernization and building replacement projects phased overÌýseveralÌýyears. At Los Altos High SchoolÌýinÌýCalifornia’sÌýSilicon Valley,Ìýa carefully planned sequence of projects over aÌý10-yearÌýperiodÌýreimagined a legacy mid-century campus into a flexible, student-centered learning environment that supports academic innovation, student wellness, career technical educationÌý(CTE),ÌýathleticsÌýand community engagement.ÌýÌý

Guided by a comprehensive campus-planning strategy with multi-layered community engagement,ÌýtheÌýmaster plan strengthened the relationships between academic buildings, student-centered outdoorÌýspacesÌýand shared community resources.ÌýSeveralÌýexisting buildings that could continue to support theÌýschool’s academicÌýprogramsÌýwere renovated to update worn-out finishes and systemsÌý—Ìýand someÌýmore extensivelyÌýto address code complianceÌýissuesÌýand reconfigure learning environments to provide more flexible and modern spaces.ÌýNew facilities include a classroom building, CTE building, student servicesÌýcenterÌýand auxiliary gym.ÌýPrioritizing flexibility and connections to the outdoors, these spaces expandÌýopportunitiesÌýfor learning and support student health and wellness.Ìý

The project was designed to achieveÌýa high levelÌýof sustainability with major projects achieving LEED certification.ÌýAll-electric HVAC systems and an extensive solar array combineÌýto significantly lower the environmental footprint of the campus.ÌýCareful project planning wasÌýrequiredÌýtoÌýallow construction to continue in phasesÌýwhile continuing operations of the schoolÌýwith as little disruption as possible.ÌýTogether, these projects haveÌýsignificantly transformed the campus into a high-performing, future-ready learning environment that directly supports student achievement,ÌýwellnessÌýand long-termÌýeducationalÌýgoals.Ìý

A Fresh Start:ÌýLake Elementary SchoolÌý

There are also manyÌýcasesÌýwhereÌýit makesÌýtheÌýmost senseÌýtoÌýcompletelyÌýstartÌýover. AtÌýLake Elementary School in San Pablo,ÌýCa.,Ìýthe buildingsÌýwere old and undersized and no longer supported the school’s educational programs or the needs of the surrounding community.ÌýThese challenges,Ìýand theÌýcost of upgrading the existingÌýfacilities,Ìýresulted inÌýa plan for a two-phase replacement of the existing campus on the same site.ÌýÌýÌý

The new elementary schoolÌýnowÌýservesÌý470 students inÌýgradesÌýtransitional kindergarten (TK) throughÌýgrade six. A welcoming front entrance provides administrative services and library space that can also accommodate community events after school hours.ÌýNewÌýclassrooms forÌýthe first through thirdÌýgradesÌýare housed within aÌýlearningÌýsuite; a conceptÌýin whichÌýeach classroom opens to a large, sharedÌýflexible spaceÌýto support a variety of teaching and learning approaches. A separate, similarÌýlearningÌýsuiteÌýsupportsÌýstudents in gradesÌýfour through six.ÌýFurther, aÌýdistinctÌýearly-childhood education cluster provides dedicated learning environmentsÌýand outdoor gathering and play areasÌýfor theÌýcampus’Ìýyoungest students.ÌýThe multi-purpose building,ÌýlocatedÌýin the heart of the campus, provides food service, indoorÌýandÌýoutdoor dining, and performance and gathering space.ÌýÌý

LakeÌýElementary School’sÌýnew campus was designed with significant input from the staff and community and features bright colors andÌýa strong senseÌýof identity to engage with theÌýcommunity and foster pride.ÌýÌý

Constructing the new campus while continuing to welcome students every dayÌýrequiredÌýcareful planning and collaboration. The first phase of construction built the new administration,ÌýlibraryÌýand classrooms on the existingÌýfields,Ìýleaving most of the existing buildings operational.ÌýFollowing this completion,ÌýtheÌýprojectÌýteam removed the remaining original buildings and constructed the new multi-purposeÌýroom, early childhood classrooms,ÌýplaygroundsÌýandÌýathleticÌýfields in their place.ÌýThe end resultÌýis a completely new campus that will serve the community many years into the future.ÌýÌýÌý

Read more in the Design & Construction Issue of ÐÓ°ÉÔ­°æÒ•îl, available now.

Aaron Jobson is president and CEO of Quattrocchi Kwok Architects in Santa Rosa and Oakland, Ca., and Castle Rock,ÌýColo.ÌýHeÌýis a member of the ÐÓ°ÉÔ­°æÒ•îl Editorial Advisory BoardÌýandÌýcan be reached atÌýaaronj@qka.com.Ìý

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By Lindsey CoulterÌý

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,ÌýflexibilityÌýand campus identity, while navigating cost volatility and complex stakeholder demands. In this environment, the owner’sÌýrepresentativeÌýperspective is increasingly critical to project success.ÌýÌý

George Swetz,ÌýExecutive Vice President and General ManagerÌýof Skanska Integrated Solutions,Ìýhas served in this critical role across multiple high-profile projects andÌýis well versed inÌýguiding institutions through these challenges.ÌýSwetzÌýbrings more than four decades of experience across program management,ÌýconstructionÌýand real estate to higher education projects, and spoke with ÐÓ°ÉÔ­°æÒ•îl (SCN)ÌýaboutÌýhow colleges and universities are prioritizing investments, managingÌýriskÌýand 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, stakeholderÌýalignmentÌýand financial stewardship.Ìý

SCN:ÌýWhich types of projects are receiving the most investment today, and why?Ìý

Swetz:ÌýSome of the investments we see today are in projects that support student wellness, institutionalÌýidentityÌýand 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.ÌýÌý

Cultural and academic investments such as the Williams College Museum of Art haveÌýdemonstratedÌýhow 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. AsÌýowner’sÌýreps, Skanska helps institutions prioritize investments that align their mission, studentÌýimpactÌýand long-term financial stewardship.Ìý

SCN:ÌýHow are enrollment trends and evolving academic programs influencing capital planning decisions?Ìý

Swetz:ÌýFluctuating 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 thatÌýremainÌýresilient 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,Ìýsingle useÌýspaces. At the College of the Holy Cross Hart Center at the Luth Athletic Complex, the integration of practice facilities, sports medicine, strengthÌýtrainingÌýand shared meeting spaces reflects that need for multifunctional programming. Similarly, the Williams College Museum of Art supports academic instruction,ÌýresearchÌýand public engagement within one flexible cultural facility.ÌýÌý

SCN:ÌýHow are institutions structuring partnerships to better manage risk and control costs?Ìý

Swetz:ÌýInstitutions 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.ÌýOwner’s representativesÌýact as the central liaison, ensuring feedback is translated into clear project direction and risks are addressed early. This approach helps ownersÌýmaintainÌýcontrol while avoiding costly changes or reputational damage.ÌýÌý

SCN:ÌýWith continued cost volatility in materials and labor, what strategies are helping institutionsÌýmaintainÌýproject budgets?Ìý

Swetz:ÌýEarly planning and proactive cost management are critical in today’s uncertain market.ÌýOwner’sÌýrepsÌýrelyÌýheavily on early cost modeling and tracking during preconstruction. DisciplinedÌýchangeÌýmanagement 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.ÌýÌý

SCN:ÌýWhere are you finding opportunities to achieve long-term operational savings?Ìý

Swetz:ÌýLong-term operational savings are often realized through early design decisions. Investments in efficient mechanical systems, durable materials and programs that are theÌýappropriate sizeÌýcan 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 andÌýadditionalÌýstrategies that track toward Living Building Challenge certification, settingÌýa strong foundationÌýfor 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.Ìý

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

Swetz:ÌýLifecycle cost analysis is increasingly central to how institutions evaluate materials and overall projects. OwnersÌýare weighingÌýlong term maintenance and energy performance alongsideÌýinitialÌýconstruction costs. At the Williams College Museum of Art, this perspectiveÌýimpactsÌýdecisions 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.Ìý

Read more in the Higher Education issue of ÐÓ°ÉÔ­°æÒ•îl.

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