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

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.听

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听maintaining听a safe, functional environment for everyone who continues to use the building.听Working on occupied educational facilities has reinforced an important lesson: construction planning must begin with the people who rely on听the space听every day.听

Start With the Campus Experience听

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.听

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

Communication Is as Important as Construction听

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

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.听

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.听The goal is not only to keep the project moving but also to听maintain听confidence among everyone affected by the work.听

Safety Extends Beyond the Jobsite听

Occupied campuses require contractors to think differently about safety.听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.听

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

Flexibility Is Essential听

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

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

Success Means More Than Completing the Project听

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

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

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

Building Relationships Alongside Buildings听

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

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

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

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

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

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

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

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

The Biophilic Advantage of Mass Timber听

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

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

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

Rethinking the Cost Conversation听

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

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

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

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

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

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

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

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

Read more and see additional project images in the 2026 Higher Education issue of 糖心少女.

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By Lindsey Coulter听

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,听flexibility听and campus identity, while navigating cost volatility and complex stakeholder demands. In this environment, the owner鈥檚听representative听perspective is increasingly critical to project success.听听

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

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

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

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

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

Swetz:听Fluctuating enrollment and evolving academic priorities are pushing institutions to be more strategic in capital planning. This is where Skanska gets to help translate institutional priorities into capital plans that听remain听resilient as students鈥� 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,听single use听spaces. At the College of the Holy Cross Hart Center at the Luth Athletic Complex, the integration of practice facilities, sports medicine, strength听training听and shared meeting spaces reflects that need for multifunctional programming. Similarly, the Williams College Museum of Art supports academic instruction,听research听and public engagement within one flexible cultural facility.听听

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

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

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

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

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

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

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

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

Read more in the Higher Education issue of 糖心少女.

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

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

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

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

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

Vice Chancellor for Finance and Operations Nate Knuffman told trustees the firm showed 鈥渟trong alignment鈥� with the University鈥檚 request for qualifications and will help develop a land-use plan for the site,听.听

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

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

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

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

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

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

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

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

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

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

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

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

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

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听By Maggie Marlin,鈥疘IDA听

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

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

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

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

Learning Without Lanes听

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

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

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

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

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

What AI Can’t Replicate听

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

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

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

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

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

Read more in the Higher Education Issue of 糖心少女.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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By Ryan Jang and Cecily Ng听

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

Shaped by an extensive programming process that included feedback from students, staff, and campus stakeholders, the project is rooted in DSP鈥檚 belief that 鈥渁n accessible environment universally benefits everyone.鈥澨齅ore than听4,000 students visit the听building regularly to receive services such as proctoring, alternative听media听and interpreting.听听

A Historic Building with Modern Barriers听

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

Restoring Character While Improving Performance听

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

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

A Ramp as the Building鈥檚 Circulation Spine听

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

Universal Design Beyond Code Requirements听

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

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

Designing for Choice, Agency, and Comfort听

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

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

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

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What You Need to Know

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

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

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

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

Learn More听

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

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

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

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

Students interviewed by TSTC pointed to larger labs and upgraded learning spaces. 鈥淚 love everything about it,鈥� Plumbing and Pipefitting student Zachary Miller said, according to听. 鈥淓verything is bigger, better and there is more of it.鈥�听

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

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

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

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

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What You Need to Know:

• University of Texas (UT) San Antonio is advancing five facility projects across its main campus and downtown footprint in 2026.听

• The investments include new student housing, a refreshed museum space, expanded downtown academic and business-support locations, and a major new academic building.听

• The largest project highlighted is San Pedro II, a $130 million, 180,000-square-foot building tentatively scheduled to open in spring 2026.听

• A new $35 million athletics training center is also expected to be completed this fall, with $5 million contributions from both Bexar County and the City of San Antonio.听

Read More:

SAN ANTONIO 鈥� UT San Antonio is heading into 2026 with a wave of facility investment that adds housing, expands downtown academic and business-support space, and upgrades athletics infrastructure. Five projects 鈥� some already in use, others nearing completion 鈥� highlight where the university is putting construction dollars to work.听

Blanco Hall (Main Campus residence hall)听

Blanco Hall听is welcoming听its first students and听expanding听on-campus housing for first-year students and sophomores. The 155,000-square-foot residence hall at Barshop Boulevard and Tobin Avenue adds capacity for听nearly 600听students and includes communal areas for study and collaborative learning. A dedicated kitchen space is also planned to support dietetics instruction as a shared nutrition research and practice lab.听

Institute of Texan Cultures (Frost Tower relocation and refresh)听

The Institute of Texan Cultures will reopen in its new home at Frost Tower, 111 W. Houston St., on Thursday, Jan. 29. UT San Antonio staff worked with design and museum partners to 鈥渞eimagine,鈥� according to听, the museum for a more modern, interactive experience in its new setting.听

The reopening will feature the main gallery exhibition, 鈥淐ommon Threads,鈥� organized around four themes: home and family life; heritage and traditions; arts and culture; and community.听

One Riverwalk Place (downtown footprint expansion)听

One Riverwalk Place is becoming a larger hub for UT San Antonio in the city鈥檚 urban core. After Spring Break, the Valdez Institute for Economic Development plans to move its听operations there, shifting business advising and training services closer to the downtown business community.听

In fall 2025, the building also became home to the听Klesse听College of Engineering and Integrated Design鈥檚 School of Architecture and Planning.听

San Pedro II (new $130 million academic building)听

San Pedro II is tentatively scheduled to open in spring 2026,听nearly two-and-a-half听years after its groundbreaking. The $130 million, 180,000-square-foot building on Dolorosa Street sits across from San Pedro I along the San Pedro Creek Culture Park and is planned as a business- and innovation-oriented facility.听

UT San Antonio says the building will expand immersive experiential learning and professional development opportunities and support training for careers in fields such as cybersecurity, AI, computing and data sciences. Alongside San Pedro I 鈥� home to the College of AI, Cyber and Computing and the National Security Collaboration Center 鈥� the new facility is intended to strengthen the university鈥檚 role in the city鈥檚 high-tech corridor and contribute to broader investment in the San Pedro Creek area.听

Training Center (new $35 million athletics facility)听

On the main campus, a new two-story, $35 million training center is expected to be completed this fall next to the Roadrunner Athletics Center of Excellence. The 53,000-square-foot facility will support daily operations for men鈥檚 and women鈥檚 basketball and volleyball, while games continue at the Convocation Center.听

Plans include two full-sized NCAA practice courts and program-dedicated support areas such as locker rooms, lounges, training and hydrotherapy space, meeting听rooms听and coaches鈥� offices. The project is backed by Bexar County and the City of San Antonio, which each invested $5 million.听

This article is based on reporting originally published by UT San Antonio Today on Jan. 5, 2026.听听

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