• TennesseeĚýGeneral 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 anĚýadditionalĚý$50 million in philanthropic support; construction is targeted to begin in late fall 2026, with substantial completionĚýanticipatedĚýin 2029.

MEMPHIS, Tenn. —ĚýState 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.Ěý

The funding, recommended by Gov. Bill Lee, supports a $350 million facility planned for the Memphis campus on Madison Avenue.ĚýThe 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.Ěý

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.Ěý

“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 toĚý.Ěý

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.Ěý

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 toĚý.Ěý

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.Ěý

As Tennessee’s only statewide academic health science center, UT Health Sciences said it expects the new building to enable the university to graduate anĚýadditionalĚý1,450 health care professionals practicing in various fields during its first five years of operation.Ěý

The state’s allocationĚýrepresentsĚýthe lead investment, but UT Health Sciences said it must raise anĚýadditionalĚý$50 million in philanthropic support to complete the project. That total includes $39 million toward building costs, plusĚýadditionalĚýfunding for specialized equipment and program support.Ěý

UT Health Sciences said HOK conductedĚýa strategicĚýspace inventory and developed programming for the building. The university has selected Memphis-based brg3s architects to design the facility in collaboration with HOK. AfterĚýremainingĚýstate approvals are received, the university said it aims to begin construction in late fall 2026, with substantial completionĚýanticipatedĚýin 2029.Ěý

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

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What You Need to KnowĚý

• Miami University’s Board of Trustees approved a resolution authorizingĚýthe constructionĚýof a new multipurpose arena at Cook Field.ĚýĚý

• The university estimates arena construction at aboutĚý$242 million, with up toĚý$281 millionĚýauthorized for the arena and related ancillary costs.

• The arena is expected to be ready for the start of the athletic season inĚýfall 2028, addressing space and building-system challenges at the existing Millett Hall.

• Miami University also outlined intramural and recreation upgrades at the Millett Hall site and at Chestnut Fields, with construction expected to run May–September 2026.

Learn MoreĚý

OXFORD,ĚýOhioĚý—ĚýMiami University’s Board of Trustees has approved plans to build a new multipurpose arena at Cook Field, a project the university says will expand event capacity, modernize athleticĚýoperationsĚýand support a broader campus events district.Ěý

University officials estimated arena construction at approximately $242 million, with trustees authorizing up to $281 million for the arena and related ancillary costs. Ěý

In a statement, the university said the venue is expected to be ready for the start of the athletic season in fall 2028 and is intended to address space limitations and building-system operations and maintenance challenges at Millett Hall, the current arena.ĚýMillett Hall opened in 1968 and initially housed men’s basketball, with volleyball and women’s basketball added in 1974. Miami said renovating Millett Hall to add practice courts and a dedicated volleyball court wouldĚýrequireĚýat least $175 million and would take the facility offline for multiple years.ĚýĚý

Miami University leaders also framed the new facility as a campuswide event venue, saying it would support concurrent student activities and other major events such as commencements, concerts, creative arts performances and career fairs. Ěý

“We are in a unique and dynamic time for Miami University Athletics. It is time to innovate, invest, and inspire. A new arena benefits all of Miami and will serve as a gateway and beacon for the university,” according to an article from Miami University.ĚýĚý

President Gregory Crawford tied the project to student experience and local economic goals. “This is a student-centered project that will create a vibrant new space intended to bring people together and support and engage our students. A new arena will provide the foundation for an events district in the heart of campus to benefit students, reinvigorate the community, and strengthen our local economy,” he said in an article published by the University.Ěý

Beyond the arena, Miami said the project will also advance recreation upgrades elsewhere on campus. Planned work includes intramural soccer and flag football fields at the Millett Hall site, along with a walking path and exercise stations. At Chestnut Fields, the university described a multipurpose complex supporting full-size soccer fields, softball fields, flag football fields, a rugby field, a lacrosse field and intramural soccer fields. Ěý

Construction of new recreation facilities at Millett and Chestnut Fields is expected to begin in May 2026 and be completed in September 2026, allowing Cook Field to go offline in September 2026 to begin arena construction, according to the university.ĚýĚý

This article is based on reporting originally published byĚýMiami UniversityĚýonĚýFeb. 27, 2026.Ěý

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• Washington and Lee University’s Williams School building received LEED Gold certification from the U.S. Green Building Council.ĚýĚý

• The facility opened in August 2025 and is the first W&L structure to achieve the LEED Gold level, according to the university.ĚýĚý

• The project team pursued strategies tied to energy savings, indoor air quality, sustainableĚýmaterialsĚýand construction waste diversion.ĚýĚý

• W&L said the building supports broader campus sustainability goals, including a climate action plan targeting carbon neutrality by 2050.ĚýĚý

Learn MoreĚý

LEXINGTON, Va. —ĚýWashington and Lee University’s newĚý$38.3 millionĚýWilliams School buildingĚýhas been awarded LEED Gold certification, marking the institution’s first structure to reach the rating system’sĚýGoldĚýtier.Ěý

TheĚý44,500-square-footĚýacademic buildingĚýdesigned by Boston-based architectural firm Goody ClancyĚýand built byĚýKjellstrom-Lee Construction, houses the School of Commerce, Economics and Politics. The facilityĚýopened at the start of the 2025-26 academic year, according to the university.Ěý

LEED (Leadership in Energy and Environmental Design) is administered by the U.S. Green Building Council and evaluates building performance across categories that include energy and water efficiency, materials, indoor environmentalĚýqualityĚýand innovation. The university said the Williams School building received “100% of the LEED points for which it applied” during the review process.ĚýĚý

“LEED Gold certification confirms that in both material quality and operational efficiency, this building meets an incredibly high standard of long-term value,” said Steve McAllister, vice president for finance and treasurer at W&L, according toĚý.Ěý

University Facilities Project Manager Rachel Rowland said sustainability was built into the project from the beginning and reflected the institution’s approach to new construction. “From the outset, the Williams School building was designed with sustainability as a core value,” Rowland said, according toĚý.Ěý

Among the building’s exterior measures, W&L cited adaptive landscaping intended to reduce irrigation needs and chemical inputs, exterior lighting designed to reduce light pollution, and stormwater controls meant to manage runoff and reduce impacts on nearby Woods Creek.ĚýĚý

Inside, W&L reported use of a heat recovery chiller and other systems that contributed to a 37% building energy savings over standard code. The university also connected the building’s heating and cooling strategy to a broader campus utility upgrade intended to transition heating resources from natural gas to a low-temperature hot water system.ĚýĚý

The university said it prioritized certified wood products and indoor air quality measures, including low- or no-VOC interior paints, entry mats to capture contaminants, and CO2 monitors that increaseĚýfresh-airĚýintake when spaces are fully occupied.ĚýAdditionalĚýfeatures cited include low-flow water fixtures, bird-safeĚýglassĚýand centralized waste management systems intended to improve recycling.ĚýĚý

During construction, the university reported a 96.5% landfill diversion rate.ĚýĚý

W&L said the Williams School is the seventh building on campus to receive LEED recognition, and the university is also pursuing LEED review for the Lindley Center for Student Wellness that opened in August.ĚýĚý

This article is based on reporting originally published by The Columns (Washington and Lee University) on Feb. 16, 2026.ĚýĚý

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By Lindsey CoulterĚý

FULLERTON, Calif. — California State University Fullerton has reached a major construction milestone on its Engineering and Computer Science Innovation Hub, marking the topping out of structural steel work onĚýthe $54 million project. The building is being constructed next to the college’s existing Engineering Building and is expected to open by fall 2027.Ěý

C.W. Driver Companies is leading construction of theĚýGensler-designedĚýInnovation Hub,Ěýa 45,000-square-foot facility designed to support the next generation of engineers, computerĚýscientistsĚýand technology leaders. University leaders and project team members broke ground on the project in June.Ěý

The Innovation Hub is intended to serve as a collaborative, hands-on learning environment and a catalyst for discovery and industry innovation in Southern California. Planned features include dry labs supporting disciplines such as computing, robotics, materials testing and cybersecurity; makerspaces and equipment rooms to promote collaboration and efficiency; and student lounges and a wellness area designed to support student well-being.Ěý

Cal State Fullerton leaders said the project is aimed at shaping the future of engineering and computer science education while strengthening ties between the university and regional industries.Ěý

“The ECS Innovation HubĚýrepresentsĚýmore than concrete and beams. It is a bold promise to our entire university and across all majors,” CSUF President Ronald Rochon saidĚýin a statement. “It is a promise that we will equip our students with not only the technical skills, but also the collaborative spaces, real-world experiences and the mentorship needed to thrive in today’s world and lead in tomorrow’s world.”Ěý

Susan Barua, former dean of the College of Engineering and Computer Science, said the project reflects a broader vision for education and innovation. Barua, who retired earlier this year after a 37-year career at the university, now serves as strategic adviser for the $85 million project supported by state,ĚýcampusĚýand philanthropic funding.Ěý

“We break ground not just on a building, but on a vision for what education, innovation and collaboration can achieve,” Barua said. “This hub will prepare our students not just to participate in the workforce, but to shape it.”ĚýĚý

The university received a $67.5 million investment from the state for the project’s first phase, withĚýadditionalĚýphilanthropic efforts underway to expand and enhance programming.ĚýA 2018 university-commissioned space feasibility study found the college neededĚýadditionalĚýinstructional space due to enrollment growth. Since then, enrollment has increased by 30%, and the number of degrees conferred has risenĚýnearly 250%Ěýover the past decade, BaruaĚýadded.Ěý

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By Neall Digert, Ph.D., MIES Ěý

Developing athletic facilities in dense, urban environments can present a unique set of challenges. While these types of projects are often constrained by surrounding development and environmental barriers, design teams are still expected to deliver safe, high-performance spaces that support rigorous activities. At the same time, designs must anticipate the realities of climate change by embedding resilience and sustainability at every level.Ěý

Columbia University’s Philip & Cheryl Milstein Family Tennis Center stands as a model of resilient design, demonstrating how to successfully overcome these challenges. Perched on the northern tip of Manhattan between the Hudson and Harlem Rivers, the state-of-the-art facility employs a vertical building strategy, advanced daylighting solutions and flood-resilient design concepts to create one of the most forward-thinking collegiate athletic centers in the country.ĚýĚý

This project also reflects broader industry trends: . With showing that 88% of metropolitan areas gained population between 2023 and 2024, and the projecting increasingly severe storms from climate change, the importance of space-conscious, adaptive design will only continue to rise.Ěý

Meeting the Urban ChallengeĚý

When Perkins&Will set out to design the Milstein Family Tennis Center, the firm faced the dual challenge of replacing an aging structure within Columbia University’s Baker Athletics Complex while also reflecting the institution’s commitment to resilient, high-performance design. Given the site’s proximity to two major waterways in one of the nation’s most densely populated areas, the project required a facility that met NCAA standards with six indoor and six outdoor courts, plus training areas, locker rooms and social spaces.Ěý

Adding to the complexity, the building had to maintain strong visual and physical connections to the surrounding park and waterfront, despite the site’s vulnerability to flooding.Ěý

“The motto for this project was fitness for all, and our team needed to create both a functional athletic facility and a community space within a constrained footprint, on land that has narrowly escaped severe flooding in the past and faces ongoing risk in the future,” said Stephen Sefton, Design Director, Principal, Perkins&Will.Ěý

Building Up, Not OutĚý

To surmount the site’s restrictions, the design team implemented a vertical building strategy: elevating six indoor courts above the 100-year floodplain surrounded by resilient support areas with six more courts stacked above on the roof, with six more on the roof. This tiered design supported spatial and functional needs without compromising the surrounding landscape.ĚýĚýĚý

By building vertically, Perkins&Will was able to incorporate social gathering areas and training amenities while also creating opportunities for more strategic integration of daylighting features and view corridors.Ěý

Harnessing Natural DaylightĚý

Daylighting was a central design driver for the Milstein Family Tennis Center. To enhance visibility, comfort and energy efficiency, the design team specified Kingspan Light + Air’s with Verti-Lite grid pattern and integrated windows for the indoor courts. The translucent panels allow for abundant, diffused natural daylight while minimizing glare and thermal hotspots, key factors in .ĚýĚý

“Natural daylight was essential for this project, not only to reduce reliance on electric lighting, but to create an environment where athletes can perform at their best,” Sefton continued. “The UniGrid system gave us the ability to balance soft, even daylight with clear sightlines, ensuring the space feels bright, comfortable and connected to its surroundings.”Ěý

Research continues to validate these benefits. from the Lighting Research Center demonstrate that exposure to daylight influences serotonin levels and alertness, helping reduce fatigue and sharpen cognitive performance, critical in high-intensity environments such as athletic training and competition. Similarly, a peer-reviewed published in the Journal of Clinical Sleep Medicine found that workers with greater exposure to daylight reported higher vitality, better sleep quality and longer rest duration than those in windowless spaces. In athletic facilities, these findings reinforce the role of daylighting as a performance strategy, supporting sharper concentration, faster reaction times and improved overall well-being.Ěý

Framed windows integrated into the translucent wall system build on this approach by introducing curated views of the Hudson and Harlem rivers. The façade’s vertical rhythm of metal fins and white cladding references Manhattan’s maritime and industrial heritage while delivering a clean, contemporary aesthetic.Ěý

Read the full article, including more on designing for resilience and efficiency, in the .

Neall Digert, Ph.D., MIES, is Vice President, Innovation and Market Development, for Kingspan Light + Air North America.Ěý

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By Lindsey Coulter

DETROIT — Wayne State University has broken ground on its new $200 million Health Sciences Research Building (HSRB), a 160,000-square-foot facility designed to accelerate biomedical discovery and strengthen the university’s ties to the Detroit community.

The five-story building will house research programs in oncology, neurosciences, systems biology and immunology, and metabolism and infectious diseases. University officials said the design emphasizes collaboration and flexibility, with dedicated laboratories, shared amenities and connections to surrounding health and academic facilities.

“This new building represents Wayne State’s deep and enduring commitment to improving the health and economic strength of Detroit, our region and the state of Michigan,” said Dr. Kimberly Andrews Espy, WSU president, in a statement. “Here, our world-class biomedical researchers, clinicians, students and community partners will come together to solve some of the most pressing health challenges of our time, and to ensure discoveries more quickly reach the people who need them most.”

The HSRB will support Wayne State’s long-standing clinical partnerships with Karmanos Cancer Institute/McLaren Health, the Detroit Medical Center and other community organizations. Designed with green infrastructure, landscaped gathering areas and outdoor seating, the project also aims for LEED Silver certification.

Dr. Bernard Costello, senior vice president for health affairs said that the project represents the University’s dedication to improving health through collaboration — not just within the university, but across the entire community. “We are creating a space where research meets real-world impact and where our strong relationships with clinical partners and community organizations can continue to support discoveries that will shape the future of health care,” Costello said.

Funding includes a $100 million commitment from the State of Michigan, with the balance provided through university resources and philanthropy. Gov. Gretchen Whitmer said the project will attract talent and spur economic growth. “This new building will help Michigan attract and retain some of the brightest minds to make breakthrough medical discoveries that make a real difference in peoples’ lives and help them get better,” she said.

The facility’s design calls for a pedestrian bridge connecting to Scott Hall and a dedicated walkway to the Elliman Research Building, creating a research corridor between basic scientists, clinicians and students. Interiors will be configured for adaptability, supporting both current and emerging technologies.

“The Health Sciences Research Building will be a powerful catalyst for advancing cancer research and care,” said Dr. Boris Pasche, chair of Wayne State’s Department of Oncology and president and CEO of the Barbara Ann Karmanos Cancer Institute.

The project team includes Kramer Management as owner’s representative, HKS Architects & Designers, Osborn Engineering, the Christman Company as construction firm, and Wayne State University’s Facilities Planning and Management.

“A project of this magnitude is only possible because of the skill, vision and dedication of the many tradespeople, engineers and architects who are bringing it to life,” said Bethany Gielczyk, Wayne State’s senior vice president for finance and business affairs and chief financial officer.

Design development is complete, with construction underway. Completion is targeted for early 2028.

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By Charlie Lange

Earlier this month, leaders from the life sciences and biotechnology fields, along with experts in architecture and engineering, real estate and finance, convened in San Diego for Bisnow’s International Life Sciences & Biotech Conference.

Held Sept. 10–11, the event featured speakers, panel discussions and keynote sessions focused on the relationship between scientific institutions and the development and construction teams and strategies necessary to build research facilities.

The “Universities Driving Innovation and Biotech Growth: Attracting, Retaining and Supporting Top Talent, Developing Incubators for Startups and Driving Growth through Partnerships” discussion brought together life science department heads from different California colleges with architects responsible for designing and building the research facilities on their campuses.

The conversation covered how research institutions can work in tandem with A/E firms in securing funding, conceptualizing multi-purpose lab and research spaces, and giving students the resources they need to succeed in the field after graduation.

Moderated by Julie Kilpatrick, Senior Managing Director, Southwest Region, for project management consulting firm Turner & Townsend Heery, the panel included:

• Carmen Domingo, Dean of the College of Science and Engineering, San Francisco State University
• Robert Fagnant, Associate Partner, Syska Hennessy Group
• Tracy Johnson, Dean of Life Sciences, University of California, Los Angeles
• Vlad Pajkic, Partner, ZGF Architects
• Corrine Peek-Asa, Vice Chancellor for Research & Innovation, University of California San Diego
• Jeffrey Roberts, Dean of the College of Sciences, San Diego State University

Building for Flexibility

One common topic was the shift from building department-specific facilities to flexible, shared spaces that can host a variety of disciplines and purposes.

“Everybody always asks for flexibility and modularity,” said Pajik, citing recent projects at Johns Hopkins University and UC Davis, where primary spaces were designed as “core labs” with a variety of equipment and purposes in one place. He said these spaces offer room for collaboration between the sciences and are less expensive than building separate facilities.

Peek-Asa added that such facilities allow for institutions to “solve multiple problems at once.”

“It takes the cardiologist sitting next to the engineering student to understand how we can integrate [solutions],” she said.

“We need to have the flexibility to organize people not around what their Ph.D.s are, but around shared problems of interest,” added Roberts. “When you do that, you can make more efficient and more impactful use of space.”

And that flexibility makes for a better investment, as developments in AI and other new technologies will factor into future needs and functions.

“Listening to researchers, they’re young and fired up on using AI,” said Fagnant. “We’re going to have to parlay our data center experience into some of these facilities. AI integration is going to take a lot of interconnectability between building on campus and the outside world.”

New Ways to Find Funding

Exploring the unknown is foundational to scientific research, but with expansive cuts to federal education funding over the past year, universities have been forced into uncharted territory in securing the money to build or renovate facilities to meet ever-evolving needs.

Johnson brought up how challenges with federal funding have led UCLA to seek investment from private sources, including the companies that will eventually be employing the university’s graduates.

Domingo echoed this sentiment. “One of the important things is for industry to realize that the university systems around them will help create the environment for them to be successful. We’re the backbone of the workforce. Investing in a university like ours and in infrastructure that allows us to train students in the types of skillsets they need is important.”

Roberts added that universities could even find positive new opportunities in the current funding environment.

“It’s going force our faculty to think more creatively and broadly about who they need to reach out to, who they need to work with, and what kinds of problems they need to work on,” he said. “Current challenges from a funding perspective will have some positive impact in terms of building deeper, more meaningful and authentic collaborations with industry.”

Setting Students Up for Success

The panelists also stressed the importance of not only building facilities for learning and research, but also for preparing students to apply what they learn in the market after leaving campus.

“One of the keys in our new building was the ability to teach science differently, with studio-style instruction,” Domingo said. “Instead of going to lecture, then going to the lab afterwards, the space allows us to integrate lab and lecture together, so they’re putting into practice what they’re learning.”

Meanwhile, Johnson spoke about UCLA’s incubator programs, which allow students to work directly with startups.

“We are thinking about what it means to build a culture where our students can see the bridge between what they do in the university, in their classrooms and their labs, to ultimately taking their ideas into industry,” said Johnson.

On the topic of real estate, Peek-Asa added how UCSD’s status as the largest residential campus in the nation has kept students closer to their classrooms and has had positive effects in preserving housing in the local market.

“It’s important, because we’re trying to move our students onto campus so they’re not competing in our real estate market for affordable housing,” she said.

Ultimately, the conversation came back to the importance of public-private partnerships in helping universities develop industry leaders of tomorrow.

“Students are local, so if you invest in your local students, they don’t have to move into the area to be part of your workforce — they’re already there,” said Domingo.

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By Denzil D’Sa and Jack Carter

Across California, universities are racing to meet the evolving demands of today’s students — none more urgent than the need for on-campus housing. Once considered “commuter colleges”, many public institutions are now experiencing a seismic shift as more students seek a residential university experience. This change is reshaping campus master plans and challenging school leaders to rethink how student housing is delivered — faster, smarter and with less disruption.

For example, California’s CSU (California State University) and UC (University of California) systems are facing a mounting student housing crisis fueled by rising enrollment, limited on-campus housing, and unaffordable rental markets surrounding many campuses. Combined, these pressures have left tens of thousands of students without stable housing options. UC campuses report a shortfall of more than 20,000 beds, while CSU estimates its gap to be over 14,000. This has left many students on lengthy waitlists, commuting extreme distances, or facing housing insecurity that directly impacts their ability to succeed.

Responding to the Housing Crisis with Innovation

Enter Progressive Design-Build (PDB), a collaborative, solutions-forward delivery method that’s helping universities break ground faster and open doors sooner, all while maintaining quality and cost control. This design-build model has reshaped what’s possible, allowing companies like McCarthy, a long-standing partner in California’s higher education landscape, to deliver more than 5,000 student beds in the last four years.

From Concept to Completion in Record Time

At San Francisco State University (SFSU), the clock was ticking. The campus urgently needed student housing to support its growing population and improve the student experience. Thanks to the Progressive Design-Build (PDB) delivery method, project stakeholders were engaged from the very first design workshop through to ribbon-cutting — enabling the construction and delivery of 700 beds in just 17 months. That pace makes it the fastest-delivered housing project in the California State University (CSU) system to date.

Early alignment with the university, designers — EHDD Architecture, and trade partners allowed the team to evaluate options, control costs and iterate in real time — rather than waiting for full design completion before pricing and procurement. This approach built deep trust between the university and the design-build team, a critical element for making decisions at speed.

Speed was supported not just by process, but by purpose. The team prioritized minimizing disruption to ongoing campus life, particularly since construction occurred during active school sessions. Deliveries and site activities were coordinated around academic calendars to reduce noise, traffic and student impact — especially during finals and move-in weeks.

Student-centered thinking also influenced material selection and scheduling. The design and preconstruction teams worked closely with SFSU to choose materials that supported the campus vision while navigating the constraints of an occupied site. “Through the early partnership with SFSU, we were able to release long lead items — like electrical equipment — early to ensure timely delivery,” shared McCarthy Building Companies Senior Project Engineer Lana Jarnutowski.

Operations personnel were brought in early to contribute to design decisions and foster strong collaboration with the broader team. According to Jarnutowski, that trust laid the groundwork for seamless field execution. “Together, we designed and built a place where 700 people can call home. That is something we should all be proud of.”

The result? A state-of-the-art student housing community delivered not just on time, but ahead of expectations. Today, SFSU has a signature facility that reflects its evolving identity, enhances student success, and supports a vibrant living-learning environment.

The success of this project demonstrates the power of early collaboration and flexible delivery models — an approach that’s now being used to accelerate other projects across California.

Scaling the Model Across California

Following the success at SFSU, McCarthy’s approach is scaling across multiple campuses. At UC Riverside, a similar progressive design-build model is being combined with prefabricated Cold Form Steel (CFS) panels to deliver 1,500 student beds in just 23 months. This evolving delivery method — Progressive Design-Build + Prefab = Accelerated Results — is now being applied at UC Davis, where the team is building on lessons learned to enhance speed, quality and efficiency on its next major student housing project.

This kind of “rolling expertise” is critical for higher education systems managing multiple projects across different locations. Rather than starting from scratch each time, institutional leaders can rely on proven delivery partners to bring transferable knowledge, repeatable systems and a tested playbook for success.

The Shift from Commuter to Campus Community

Behind all these housing projects lies a deeper story. Once known as commuter schools, institutions like SFSU and UC Riverside are now embracing a residential campus identity, providing students with immersive, community-oriented environments. This is not just about beds; it’s about creating spaces where students can thrive, learn and grow.

Amenities such as study lounges, wellness spaces, community kitchens, and outdoor courtyards are no longer “nice to have” — they are expectations. And because design-build teams are engaged early, these features can be designed, priced, and integrated efficiently into the plan without creating late-stage cost overruns or schedule delays.

Driven by student needs and supported by delivery innovation, this shift is shaping a new era of campus development. Institutions are turning complexity into clarity and crisis into opportunity. They’re reimagining the college experience not as a logistical challenge, but as a chance to create spaces that reflect their mission and meet the real needs of their students.

As funding opportunities like California’s $2 billion Higher Education Student Housing Grant Program continue to drive new projects forward, the importance of smart, student-centered delivery models will only grow.

Denzil D’Sa is Preconstruction Director and Jack Carter is Vice President, Project Executive with

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By Clay Phillips, AIA

Higher education buildings often have more stakeholders than other projects. Architects are tasked with integrating input from deans, department heads, faculty, facilities staff, and even students and donors. Lab-intensive health sciences facilities further intensify client coordination—universities are looking for 50-, 75-, even 100-year buildings, and the constantly evolving simulation technology for health sciences education requires us to consider current needs and future possibilities. The benefit of working for universities is that they understand the investment it takes to create enduring, complex projects with high-quality design.

A prime example is a project that is currently under construction and one of the most complex of my 30-year career. The is a collaboration among two design firms— and —and three schools: Wichita State University (WSU), WSU Tech, and University of Kansas Medical Center (KUMC). The 350,000-square-foot, eight-story building will consolidate multiple interdisciplinary programs. WSU’s College of Health Professions and Speech-Language-Hearing Clinic, WSU Tech’s Health Professions program, and the Wichita campuses of KU School of Medicine and KU School of Pharmacy will collocate at the new campus. Future doctors, nurses, physical therapists, pharmacists, and medical technicians will learn alongside each other, foreshadowing real-world working conditions.

The COVID-19 pandemic propelled the collaboration between the three institutions after the schools initially investigated separate buildings. Increased local need for health sciences education paired with decreasing resources spawned “better together” conversations, leading to creation of a regionally significant shared campus in downtown Wichita.

Helix and CO were hired jointly to design Phase I of the WBC. The two firms have collaborated on several medical education buildings during the past decade and enjoy a productive working relationship. Creative alignment included a charette with team members from both firms to discuss big-picture ideas. Based on an enduring rapport and collaborative design rhythm, the combined team decided that CO would leverage its expertise in medical simulation spaces and lead the building’s overall design. Helix would lend its proficiency in university buildings and workplaces to oversee the interiors and add context-based local design insights throughout.

Apportioning Resources

Coordinating a project among three distinct clients with a two-firm design team required extensive front-end planning. The three schools formed a project steering committee of roughly a dozen representatives. Our design team hosted multiple sessions with the steering committee, both in person and virtually. Break-out sessions with more than 15 departments were also held, some with more than 30 people sharing opinions. Having a set end date helped keep the project on track, and we were able to release the project in multiple bid packages to accelerate the design schedule.

Each academic institution brought its own priorities to the table and wanted its respective school culture adequately represented. Early in the process, we presented multiple stacking diagrams to illustrate options and guide decision-making. The design consensus evolved from our initial approach of integrating the three users throughout to each having separate areas in addition to some common spaces.

Shared learning environments required compromise as well. The simulation and anatomy labs became the focal points of early planning discussions. These interdisciplinary learning spaces will feature advanced labs and cutting-edge simulation rooms for immersive, hands-on training—expensive learning tools that helped drive the institutions’ decision to do the joint venture.

Interior Palettes, Exterior Influences

Beyond school-specific spaces, the interior is designed as a collaborative, cross-disciplinary hub for all students. Thus, we wanted the interior palette to not favor one institution or another. KUMC and the WSU schools use bold, high-contrast school colors: red/blue and black/yellow, respectively. To unify shared spaces, our interiors team selected more restrained tones that subtly reference these palettes. Labs and conference rooms feature warm, modern hues, while brighter, more energetic colors appear in classrooms, student lounges and learning hubs. Staff lounges and offices incorporate vibrant accents for contrast.

Wayfinding strategies were key considerations in interior design. In addition to helping students and staff navigate the building, clear signage also supports the WBC’s public-facing functions, including a new third-floor clinic that will expand high-demand health services in Wichita.

For the WBC’s façade, the Helix/CO team drew inspiration from the nearby Flint Hills and their distinctive stair-step geology, juxtaposing terra-cotta panels and bands of glass on a stepped profile. Transforming Wichita’s skyline, a street-facing, three-story pavilion houses three 80-seat classrooms that can easily convert into an events venue, with an attached rooftop terrace overlooking a major city thoroughfare. To reinforce local connections, key community areas within the building were intentionally positioned to frame views of the city and surrounding landscape. This helps establish WBC’s downtown identity and showcases the role each higher education institution is playing in energizing the city.

Read more about how the project timeline and how it is projected to catalyze regional growth in the of ĐÓ°ÉÔ­°ćŇ•îl.

Clay Phillips, AIA, is a principal and the Higher Education Market leader for . He is also a member of the ĐÓ°ÉÔ­°ćŇ•îl Editorial Advisory Board.

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By Lindsey Coulter

TORONTO — Toronto Metropolitan University (TMU) broke ground May 6 on the new Student Wellbeing Centre, an 8-story tower that will establish a central hub at the heart of the urban campus. The building will house a variety of wellbeing programs and will consolidate numerous decentralized student support services. The move aims to improve access and service delivery for the university’s growing and diverse community of students, faculty and staff.

While TMU’s Student Wellbeing Centre will be a modern, sustainable and innovative hub that brings all well-being services together, it will also preserve a large piece of TMU’s historic campus. The Student Wellbeing Centre will be located on the same site as the existing O’Keefe House, a historic structure. Built in 1875, the building was originally the residence of Eugene O’Keefe, founder of O’Keefe Brewery Company of Toronto Limited. The building was offered to former TMU principal Howard H. Kerr in 1963 and until the 1991 completion of Pitman Hall, it operated as the university’s only residence hall. The house’s historical components will be integrated with a modern, mass timber addition on the south side of the property, also adjacent to the existing Heidelberg Centre.

The adaptive reuse project will preserve the heritage O’Keefe House, reimagining it as a cutting-edge facility for student services and engagement. To ensure the Student Wellbeing Centre properly preserves and honors the existing structures and built environment, it was designed in consultation with the City of Toronto’s Heritage Planning services as well as an independent heritage consultant. The project will be led by Mark Dettweiler, executive director of Campus Development for TMU. Dettweiler and university officials worked with Hariri Pontarini Architects as the prime consultant for the design and redevelopment of O’Keefe House and its new addition. Two Row Architect provided Indigenous design services, and Pomerleau was selected as construction manager.

The design integrates multiple aspects of biophilic design, including ample access to natural light, the natural materials and areas for Indigenous placemaking. The use of mass timber construction, multiple passive green roofs and adaptation of an existing building will also help to reduce the building’s overall carbon footprint, supporting TMU’s commitment to sustainable building practices and supporting ecological health.

The central location and thoughtful, accessible design underscore the important role the facility will have as an environment that focuses on health, openness and inclusiveness as cornerstones of wellbeing. When complete, the building will house multiple programs, including the Centre for Student Development and Counseling, health promotion programs, the university’s medical center, Academic Accommodation Support, the Tri-Mentoring Program and more.

“It’s so exciting to see this project underway and to know that we’ll soon have another landmark building on campus that is completely tailored to students’ needs,” said Jen McMillen, vice-provost, in a statement.

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