This is the second article in a two-part series highlighting our partnership with American University to transform McDowell Hall.

American University’s (AU) 2024 upgrade of McDowell Hall naturally cast a spotlight on the enhanced student experience. The renovation breathed new life into the residence hall by unveiling a dynamic interior and incorporating flexible common areas designed to foster interaction and build community.

Yet, these inviting spaces are just the visible side of the transformation. Behind the scenes, a strong collaboration between the client and the design team made the renovation possible.

A partnership built on communication and transparency

Originally constructed in the early 1960s, the nine-story residence hall was burdened by aging building systems that required costly maintenance. Recognizing an urgent need for change, AU tasked ArchTam with an aggressive design and construction schedule that required all work to be completed during the 2024 summer recess.

A productive working relationship between the design team and AU’s facilities staff was vital to this project’s success. From the outset, the design team worked closely with university representatives to establish clear goals, fostering an environment of transparency and open dialogue. This collaborative approach ensured that AU’s vision was effectively translated into actionable design solutions that could be achieved within the tight construction timeline.

“Not only are ArchTam’s project team members highly knowledgeable in the industry, but they also make great team partners,” said Kelvin Richardson, AU’s Assistant Director of Capital Program Management. “We met to go over the scope of the renovation design and to share our vision with the team. They immediately hit the ground running, adhering to our timelines as agreed upon and our vision just as imagined.”

Executing a time-sensitive renovation

The project’s schedule was extremely demanding to ensure all renovations were completed within a single summer break. Maintaining progress was paramount with such a tight construction window. The design team was highly responsive to client and contractor questions — typically answering RFIs and reviewing submittals within 24 hours — to keep the project on track.

“From their initial proposal, ArchTam has been an advocate and trusted advisor to American University, including all of its myriad stakeholders,” said Tony Cortes, AU’s former Director of Capital Program Management. “With an aggressive design schedule, ArchTam took the reins and coached the team through the planning, design and preconstruction phases, never missing a deadline and communicating with the university’s project team throughout.”

Enhancing building systems for sustainability and efficiency

Guiding the university through various infrastructure-related challenges — especially the introduction of unisex toilet rooms — was a top priority. This initiative aimed to enhance flexibility within McDowell Hall, with individual ‘pods’ offering students private access to a shower, toilet and sink, eliminating the need for duplicate facilities. The design team optimized the plumbing layout to promote cost efficiency and expedite the construction schedule. Over half of the new toilet rooms were designed to be handicapped-accessible, supporting AU’s commitment to inclusivity.

Beyond these functional improvements, the renovation also prioritized sustainability and long-term system operational effectiveness. Notable upgrades included an energy-saving cooling system, a new hot water system for improved temperature control and humidity management, and an energy recovery unit designed to precondition outside air — reducing energy consumption while easing the overall load on the building’s infrastructure.

A proactive approach to risk mitigation played a crucial role in keeping the project on track. Given the lengthy lead times for mechanical and electrical equipment, the design team worked closely with AU to identify and procure critical components early in the process. Their experience with supply chain issues allowed for seamless coordination with mechanical and electrical engineers, verifying that long-lead items were identified and managed efficiently.

Strategic cost management and quality documentation

The cost estimating team was heavily involved throughout the project. Rather than limiting construction cost feedback to milestone phases, they provided AU with real-time cost data, which allowed for more efficient financial planning. This approach resulted in building optimization without compromising quality or project scope.

Another key to the project’s success was the quality of the construction drawings. The design team delivered a clear, comprehensive set of documents that ultimately minimized change orders and provided clarity for AU and the contractors in the field.

A model for future collaboration

The McDowell Hall renovation exemplifies the impact of a strong partnership between a university and its design team. Through effective communication, proactive risk management and careful budget oversight, ArchTam helped AU achieve a sustainable, on-time and cost-effective renovation that revitalized McDowell Hall for years to come.

In our first article about the renovation of McDowell Hall, we discuss in greater detail the student life improvements including flexible lounges, common rooms and kitchenettes, as well as vibrant furniture and custom wall graphics.

Special thanks to the architecture and interior studios, the engineering team and the project management staff for their great work on this project.

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The American Institute of Architects (AIA) has elevated Suzanne, who leads our Buildings + Places Education Practice in the U.S. East and Latin America, to its prestigious College of Fellows. This distinction is the AIA’s highest membership honor, recognizing architects who have made significant contributions to the field and achieving a standard of excellence in their profession.

We invited Suzanne to tell us more about her career, the lessons she’s learned along the way and what she sees for the future of the industry.

What does it mean to you to receive this distinction from the AIA?

Receiving Fellowship in the AIA is a profound honor that represents not just personal achievement, but also recognition of the collective impact of my work on the profession, educational institutions and the broader community. I have committed to advancing architectural practice in higher education throughout my career, from fostering innovative design solutions that enhance learning environments to mentoring emerging leaders in the field. This distinction affirms the value of that work and reinforces my responsibility to continue shaping the profession by sharing knowledge, elevating design excellence, and championing sustainability and inclusivity in academic architecture​.

Over the course of your career, what has been your most memorable moment as an architect, or what moment has shaped your approach/philosophy?

One of the most defining moments in my career was leading the McLeod Tyler Wellness Center project at the College of William & Mary. This project challenged me to rethink how architecture can holistically support student well-being, blending clinical, counseling and wellness spaces into a seamless, welcoming environment. By integrating evidence-based design strategies — such as biophilic elements, natural light and adaptable spaces — we created a facility that actively reduces the stigma of seeking support while fostering a sense of belonging and resilience. Seeing students embrace this facility and knowing it has a measurable impact on their mental and physical well-being reinforced my belief that architecture is not just about buildings — it is about shaping experiences that empower individuals and communities to thrive​.

How do you define successful architecture in the context of educational facilities? Is that definition changing as we look toward future trends?

Successful architecture in educational settings is about more than just function — it must foster a sense of belonging, inspire intellectual curiosity and enhance student outcomes. A well-designed academic environment seamlessly integrates flexibility, sustainability and technology while supporting diverse pedagogical approaches. The definition of success is evolving as campuses adapt to shifting learning models, emerging technologies and the growing emphasis on well-being. Today, the best educational facilities prioritize adaptability, interdisciplinary collaboration and inclusivity, ensuring that spaces not only serve immediate needs but also remain relevant for future generations. My work at institutions like James Madison University, Prince George’s Community College and The College of New Jersey exemplifies this forward-thinking approach, where strategic planning and evidence-based design create transformative environments that support both students and educators​.

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While academics have traditionally been the primary factor in students’ college selection, universities nationwide are increasingly acknowledging that the student life experience is just as essential to attracting today’s applicants. Now more than ever, students value comfortable housing options with flexible amenities that support a variety of lifestyles and activities.

American University (AU) is a private, federally chartered research university in Washington, D.C. One of AU’s priority projects in the summer of 2024 was renovating McDowell Hall, a residence hall constructed in the early 1960s. The university partnered with ArchTam to enhance resident life through major renovations to the building, transforming it into a desirable living and learning environment.

Step one — identifying vital improvements

McDowell Hall had become outdated and lacked the versatile and inclusive features to support vital student experiences. AU’s goal was not merely to update the facility, but to holistically improve the quality of student life and promote academic success.

ArchTam was tasked with completely redesigning the building’s interior, in addition to select exterior improvements. Major areas of focus included the building’s first floor, common spaces and lounges as well as improvements on the residential floors.

AU’s vision for the new McDowell Hall included an abundance of adaptable multi-purpose rooms to accommodate a wide range of activities. The design team worked closely with university personnel to establish their goals, reinforcing the importance of lifestyle optimization throughout the process.

Step two — creating common areas with uncommon functionality

The redesign transformed the residence hall from a drab facility to a place that students are excited to call ‘home.’ New common rooms and lounges are notably more flexible and comfortable than their predecessors. Much of the vibrantly colored furniture is movable, so students can adjust the layouts of the spaces to meet their needs. First floor rooms can now be used for anything from classes and academic collaboration to group meals, activities and relaxation.

Functional kitchenettes on each floor — including a dedicated kosher-friendly kitchen on the first floor — provide students with the requisite areas to prepare meals conveniently and host special occasions. A shuffleboard table in the pre-function space serves as an active recreational attraction, an escape for students to entertain themselves when they aren’t studying.

Step three — a beautiful end-product

Going beyond functionality, the renovations breathed new life into McDowell Hall’s interior. Prioritizing input from AU’s interior designer, ArchTam designed eye-catching custom wall graphics along with beautiful furniture and finishes to create high-impact visuals throughout the building. The result is that residents and visitors alike say “wow” upon entering the transformed residence hall.

AU’s student life representatives — who provided critical direction during the design phase — are thrilled with the results. The new McDowell Hall provides students all the essentials to comfortably study, collaborate, relax and refuel within steps of their rooms.

This extraordinary transformation showcases American University’s commitment to improving the student life experience. It opens the door for similar renovations in the future, going beyond visual improvements to make student living spaces more flexible, functional and equitable for all.

In our second article about McDowell Hall’s renovation, we will discuss in greater detail the non-student life related aspects of this transformative renovation, which include an upgrade of the building’s systems and delivering the project under the constraints of a tight schedule and budget.

Photo courtesy of Erin Kelleher Photography

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John C. Phillips is a vice president and the managing principal for ArchTam’s Buildings + Places market in New Jersey. He is leading the project team implementing Middlesex College’s CIO Plan.

This is the third article in a three-part series highlighting our partnership with Middlesex College and Middlesex County to develop the College’s strategic investment plan.

Middlesex County, located in central New Jersey, is uniquely positioned to support economic development and educational opportunities. Along with its proximity to major metropolitan areas, the population of the County is diverse — in fact, it is home to the state’s largest Asian population. Middlesex College, the two-year public institution located in the Township of Edison, adds to the County’s diversity with its majority minority student population. Realizing the almost limitless growth potential the County and College have through their partnership, they collaborated on a master plan that supports equity, diversity and inclusion (ED&I) from the classroom to the court.

Reaching these development goals requires a judiciously executed series of steps, which is where our team excels. Serving as the consultant for Middlesex College’s Community, Innovation and Opportunity (CIO) Strategic Investment Plan, we developed key recommendations referred to as the five “Big Moves” of the College’s master plan:

1. The Multipurpose Community Complex

2. The Spine

3. Pathways and Places

4. Campus Life

5. The Edison Park Destination Athletic Complex

In this final article of our Middlesex series, we will focus on the first and fifth Big Moves: the Multipurpose Community Complex and the Edison Park Destination Athletic Complex. Through these two proposed improvements, the County and College will offer welcoming access to equitable, inclusive spaces where all members of its diverse community — from students to the general public — can find their place and be supported through every step of their educational, professional and personal journeys.

Live, learn and grow

A major aspect of the master plan is to maximize professional, academic and personal connections —locally and regionally — by providing services that better support students during their educational experience. The new Multipurpose Community Complex serves this purpose. Consisting of approximately 33 acres at the “front door” of the campus, it will incorporate contemporary facilities and outdoor gathering places for the student population, visitors and the greater community.

The largest structure planned for this complex is the Multipurpose Community Venue, a new, open-air, 4,500-seat facility. The venue will accommodate an array of activities such as concerts, cultural gatherings, sports and recreation events, and more. Aligning with New Jersey’s “Garden State” mentality, the venue will also host a weekly farmers market, which will support small businesses and provide access to fresh food for students and locals. The new Student Center, discussed in our second article in this series, is also included in this complex and it, too, will provide on-campus food options for students and visitors during events.

Another addition to the complex is the new Middlesex County Park, which will feature an expansive playground, amphitheater and a comfort station, all connected by well-lit paths. The park will be an inclusive, safe space for casual recreation for the campus and local communities.

A destination for local and regional sports

Outdoor sports and recreation facilities inject energy, wellness and added revenue into a community. The County’s plans to redevelop the existing Thomas A. Edison Park into the Edison Park Destination Athletic Complex will provide a centralized place where local and regional athletes can compete. The complex will include combination baseball, soccer and lacrosse fields; tennis courts; a track; and a highly anticipated new cricket field. The complex will be built on a 95-acre site on the campus’s southeastern border where the Thomas A. Edison Park is currently located.

The new athletic complex also includes a pedestrian bridge that will connect the complex and the Multipurpose Community Venue to the College’s central pathway, called The Spine. This bridge will be a physical representation of the connection between Middlesex College and Middlesex County, embodying their dedication to becoming a more accessible destination and allowing students and the community to share resources and easily get involved in athletic events as players, officials, fans or volunteers. 

Bringing the community and campus together

Middlesex College’s mission is to provide access to a quality, affordable education for a diverse population, to support student success for lifelong learning, and to strengthen the economic, social and cultural life of the community. The five Big Moves of the Middlesex College’s strategic investment plan pave a clear path forward for the College and the County. The Multipurpose Community Complex will fulfill the need as an inclusive space for students and non-students to share art and culture, while accessing resources and services that help them thrive. The Spine will connect with new pathways and gathering places to strengthen the campus’s accessibility and aesthetics. A focus on improving campus life inspired plans for a new Student Center, Academic Workforce Development Conference Center and on-campus magnet high school expansion. And the Edison Park Destination Athletic Complex will act as a central hub for athletics, promoting overall wellbeing and pride while generating revenue for maintenance of the County’s park system. Through their ongoing partnership, Middlesex College and Middlesex County continue to define what it means to be the heart of the community — a place where everyone belongs.

Read the first article in this series, Growing together: Thinking beyond the traditional college master plan, where we discussed how Middlesex College’s strategic investment plan was developed in concert with Middlesex County. The second article in this series, Growing together: Campus planning that advances a thriving diverse community, reviewed three of the five “Big Moves” identified in the College’s master plan: the Spine, Pathways and Places, and Campus Life.

Read more detailed information about Middlesex College’s CIO Strategic Investment plan here: CIO Strategic Investment Plan | Middlesex County NJ

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John C. Phillips is a principal and associate vice president for ArchTam’s Buildings + Places business line in the New York Metro. Focusing on higher education clients, he is leading the project team implementing Middlesex College’s CIO Plan.

This is the second article in a three-part series highlighting our partnership with Middlesex College and Middlesex County to develop the College’s strategic investment plan.

Creating a sense of belonging on a college campus isn’t a groundbreaking goal — but extending that vision into the greater community is. Middlesex College, a public institution in central New Jersey, worked in collaboration with Middlesex County to create a master plan called the Community, Innovation and Opportunity Strategic Investment (CIO) Plan to do just that — make the campus a welcoming, inclusive gathering place for students and the greater community. Our master planning team was brought in to advise the College and the County on how to turn their shared visions into reality. After thorough market research, evaluation, extensive stakeholder input and collaboration, we developed five innovative recommendations, referred to as “Big Moves” for the master plan:

1. The Multicultural Community Complex
2. The Spine
3. Pathways and Places
4. Campus Life
5. The Athletic Complex

In this article, we’ll focus on three of the moves: the Spine, Pathways and Places, and Campus Life.  

Establishing “The Spine”

Most of the College’s facilities and activities are currently located in the center of campus, so the first step was to create a literal pathway to connect students, faculty, residents and visitors to the entire length of the campus. This primary pathway, known as “The Spine,” is almost three-quarters of a mile long and will run north to south. It will span from the proposed Multipurpose Community Complex on the north side of the campus, through the West Quad, between what will be the new premier cricket field and extending to a future pedestrian footbridge that connects people to the center of the County’s Thomas Edison Park, located adjacent to the campus and future home of the new Athletic Complex. The Spine makes navigating the College campus much easier for students, faculty, staff and visitors.

Creating pathways and places

Along with The Spine’s centralized route, the College will develop a series of pathways connecting people to other areas of the campus, from academic and recreational facilities to greenspaces. One key connector will be “The Loop,” a multimodal, one-and-a-half-mile paved pathway around the campus that links to Thomas Edison Park, providing a safe thoroughfare for walkers, runners, wheelchair users, families with children in strollers, and cyclists. The Colt’s Concourse pathway will become the primary cross axis for pedestrian activity linking campus facilities from east to west.

Along with creating more efficient connections throughout campus, this network of pathways is designed to showcase the majestic oaks that are defining Middlesex characteristics. Other plans to enhance placemaking include new greenspaces with dedicated places for active gatherings or studying, and improved wayfinding, allowing visitors to safely navigate and enjoy the campus experience.

Supporting campus life

Enhancing campus life is an important consideration for the College’s administration, and it’s also an opportunity to create an integrated, inclusive experience for the greater community. Initiating this Big Move began with identifying educational experiences that can fill local and regional business and industry gaps, specifically in science, technology, engineering and math (STEM) fields, and developing a 106,000-square-foot Academic Workforce Conference Center to support those experiences. The two magnet schools on campus — one that is currently in operation, the Edison Academy, and another that will be added as a part of this CIO Plan — will provide direct access to college-level courses and expanded vocational education to prepare students for their future careers and better support the 21^st century workforce.

Further changes to better help students thrive academically, mentally and physically include a new 30,000-square-foot Student Center and renovations to the existing Physical Education Building, which upon completion will serve as a community wellness center. Outdoor gathering spaces will also be expanded, providing more areas for students and the community to learn, create and play. To support the large population of diverse cricket players and teams in the county, a new cricket field will be developed on the southern portion of the campus.  A concept for on-campus housing is also in the works, which if approved, will include residence halls for students and multifamily residential apartments that will include affordable housing options for non-students and families.

Turning ideas into impact

The College’s and County’s expansive aspirations to create inclusive communities, drive economic growth, maximize mobility and improve sustainability aren’t unique. But the power of the College and the County joining forces — working with unified, strategic goals to become a transformative difference-maker — makes a real impact.

The holistic approach applied by our master planning team takes all stakeholders into consideration, from students and faculty to neighbors and county residents, and government and political leaders, to successfully bring these big ideas to life. In partnership with the College and the County, we developed a clear, concise and collaborative path for redefining the campus environment, characterized by its accessibility, diversity and inclusivity — establishing a supportive, welcoming destination where students and community members alike will thrive.

Read the first article in this series, Growing together: Thinking beyond the traditional college master plan. In our third article, Growing together: Supporting equitable opportunities for all, we discuss two more Big Moves: the Multipurpose Community Complex and the Athletic Complex, and how they will support Middlesex College’s holistic vision for life, education and collaboration within Middlesex County and greater region.

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John C. Phillips is a principal and associate vice president for ArchTam’s Buildings + Places business line in the New York Metro. Focusing on higher education clients, he is leading the project team implementing Middlesex College’s CIO Plan.

Typically, a college and the municipality it’s located in have separate visions for their futures. But in 2021, Middlesex County, located in central New Jersey, saw an opportunity to bridge the gap between campus and community as part of their county-wide Destination 2040 Strategic Plan. The County requested that Middlesex College develop a master plan that would encompass opportunities for economic, educational and recreational growth beyond the traditional scope of campus planning. The resulting master plan — the Middlesex College Community, Innovation and Opportunity (CIO) Strategic Investment Plan — focuses on guiding the College’s growth and supporting the diverse needs of the student population alongside those of the surrounding community. The plan’s end goal is to make Middlesex County a regional destination by promoting development that benefits the College, the County and beyond.

The ArchTam team was brought on to provide professional consulting services to implement Middlesex College’s CIO Strategic Investment Plan, which was developed in two phases. The plan established recommendations and guidance for future campus development such as major and minor renovations, new buildings, relocations and demolition projects, which will also support growth across the County.

Phase one – laying the groundwork

Phase one focused on discovery — identifying the existing conditions and making recommendations intended to guide campus developments over the next decade. We conducted several market studies to determine regional economic growth and accompanying workforce and housing needs. These market studies demonstrated that the campus’s location and resources could be a catalyst to support Middlesex County initiatives and spur future collaboration opportunities across the region, further highlighting this unique partnership between the College and the County.

Phase two – taking action

Phase two began by understanding academic aspirations and future facility needs to support anticipated growth while simultaneously identifying opportunities to optimize land use that would serve the campus and the community. In this phase, we focused on identifying key areas for development and improvement to be implemented at Middlesex College over the next decade. These recommendations were categorized in the plan as the “Five Big Moves.”

A big step forward

The first of these Big Moves is developing the Multipurpose Community Complex, which will create an active and diverse community destination at the campus’ front door. The complex is an investment in creating a safe, inclusive gathering space for cultural events, job fairs, a farmers’ market and a variety of other activities that support overall community wellness.

“The Spine” is the second Big Move that will connect the campus and Thomas Edison Park, a community park located on the campus’s border, making the College more pedestrian-friendly and the park more accessible.

The third Big Move, “Pathways and Places,” encompasses several projects that will enhance mobility on the campus and strengthen placemaking. These pathways will connect the entire campus, providing gateways to academic and recreational areas and offering new greenspaces located throughout the grounds. There will also be increased access to public transit, better connecting the College to the County.

Big Move number four is “Campus Life,” which will focus on improvements that support a thriving student, faculty and staff population while creating a sense of connection and belonging among all, including visitors. This includes building a new residential complex, a student center and wellness center, alongside expanding vocational education through the Middlesex County Academy for Science, Mathematics and Engineering Technologies, a high school located on the College’s campus. A crucial goal within the fourth Big Move is providing education and experiences that will fill local industry gaps, especially within Science, Technology, Engineering and Math (STEM) fields; healthcare; and equity, diversity and inclusion (ED&I) positions.

The fifth Big Move focuses on the Athletic Complex located next to Thomas Edison Park. The biggest addition is the cricket field, which supports the plan’s commitment to ED&I by providing a central location for local cricket teams. The remainder of the complex will feature several multisport fields, a track and a playground available for student and community use.

Next steps – setting up success

This CIO Strategic Investment Plan, built around the Big Moves, advances the vision and goals of Middlesex College and Middlesex County — primarily to support the shared objective of improving campus visibility, increasing access to activities and facilities, and enhancing the overall campus experience to spur growth for the College, and stimulate economic growth for the County.

The collaboration between the College and the County has opened the door to comprehensive new ways of thinking about and planning for the future by “Leading Together” — to borrow from the County’s slogan — by providing accessible education offerings, alleviating industry skills gaps, improving quality of life, and nurturing a more inclusive, diverse community to ultimately become a sought-after destination in the northeastern United States.

In our second article about working with Middlesex College and Middlesex County, we discuss in greater detail the concepts that bring three of the Big Moves — “The Spine,” “Pathways and Places,” and “Campus Life” — to life, creating a sense of place on the campus where students and the local community can thrive. Our third article discusses two more Big Moves — “The Multipurpose Community Complex” and “The Edison Park Destination Athletic Complex” — that offer equitable, inclusive spaces for all members of the student body and the general public.

Photos courtesy of Middlesex College

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When we developed an urban framework study during an international design competition for Gallaudet University in Washington, D.C., designing for the world’s only liberal arts university for deaf and hard of hearing students required ED&I principles to be front and center. This was the impetus behind our vision to weave the university’s DeafSpace guidelines into urban corridors to create a more universally safe and culturally inclusive environment.

To promote ED&I in the landscape setting, we conceived design solutions to enhance visual readability and reduce eye fatigue of pedestrian corridors and building entrances along the Sixth Street corridor. By integrating soft corners on buildings, either transparent or rounded, we increased visibility and awareness of approaching pedestrians, bicycles and vehicles, an especially critical consideration when designing for the deaf community. Other design elements, such as tactile coding on the ground surface, signal proximity to intersections while also alerting pedestrians when they are near curbs or door swing areas. 

Public art also plays a significant role in visual wayfinding. Large, colorful murals enhance orientation throughout the district. These public murals also serve as connective tissue for the community by adding cultural and aesthetic value to the area and even serving to generate economic growth as anchor points for businesses and gathering spots for pedestrians.

Another aim of our design strategy was to connect the university to its wider neighborhood. Since the university’s inception in 1864, Gallaudet had been isolated from its bordering neighborhoods, including the Florida Market District with its underutilized alleyway between historic brick warehouses. We envisioned the alleyway as a restored, repurposed pedestrian corridor featuring retail and shared storefronts to spur economic growth. This warehouse district is connected to a pedestrian promenade that provides a safe, walkable connection from the heart of the university to a proposed metro entrance along Florida Avenue. 

As we continue to design with equity in mind, the Sixth Street mixed-use corridor is poised to become a new urban gateway of Gallaudet University, building a stronger connection from the campus to the Florida Market District. This project received the President’s Award for Excellence in Design from the Potomac Chapter of the American Society of Landscape Architects. Our consulting work at Gallaudet continues with the design and implementation of a new campus public space with Belfast, Ireland-based Hall McKnight, which is projected to be completed in 2026.

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Promoting sustainability initiatives, reducing energy consumption and minimizing carbon footprints are vitally important objectives when designing for climate mitigation — even more so for college and university campuses that consume large amounts of natural resources and expel greenhouse gases (GHG).

The University of Colorado at Boulder (CU Boulder) has always kept sustainability efforts at the forefront of their campus mission. In April 2021, the chancellor issued a call to climate action, which committed the university to achieving carbon neutrality by no later than 2050. We then partnered with CU Boulder to spearhead the development of the first campus-wide planning effort devoted to energy use and efficiency. The resultant Energy Master Plan (EMP)  details the campus’s energy vision and establishes an implementable roadmap to accomplish net-zero goals over the next 20 years.

The plan lays out the university’s strategic vision for energy infrastructure and operations to support emission reduction and resilience goals. The cumulative estimated energy cost savings from the implementation of this plan amount to more than US$50 million before 2035.

The strategies include implementing high-performance design codes and conservation measures along with continuous facility optimization, heating decarbonization, occupant engagement and renewable energy initiatives. Importantly, the EMP validates the campus’ GHG reduction goal of 50 percent by 2030 and a 30 percent decrease in energy use intensity of campus buildings by 2035.

A common challenge when planning for energy initiatives is access to reliable data. We addressed this issue at CU Boulder by modeling the expected energy loads based upon existing information collected from facility and occupancy data.Then we filled in gaps in the energy data set to get the most accurate baseline for analysis. The plan development utilized Rosetta, our web-based analytics platform, to facilitate a detailed modeling analysis in support of the goals and strategies in the EMP — a level of analysis that proved far more realistic and economical than using traditional energy modeling methods.

An EMP can be difficult to execute because it is typically a siloed, facilities-led effort. In the case of CU Boulder, we developed a strategy to solicit input from myriad stakeholders across the campus ecosystem. Our multifaceted outreach drew from areas as diverse as finance and athletics, and also sought broad input from the student body.

We fostered engagement by forming three distinct working groups. The Energy Master Plan Group was the centerpiece, built around a purpose of building consensus on the definition of energy resilience, setting goals and formulating an implementation road map along with two other working groups, the Energy Action Group and Campus Energy Teams. This collaborative, consensus-building approach resulted in a plan that is truly representative of a comprehensive strategy — recognizing the importance of each stakeholder’s role in the achievement of campus-wide goals.

The plan not only defines specific actions necessary to empower CU Boulder stakeholders, but it also maintains the legacy connections to ensure the measures laid out will remain at the forefront of future resiliency planning — which is critical in the rapidly changing environment of higher education. The adoption of the EMP ultimately reflects a commitment to good stewardship of the earth’s limited resources while providing economic, sustainable benefits to the CU Boulder campus.

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Higher education is experiencing a momentous upheaval. The coronavirus pandemic combined with numerous socio-economic issues related to higher education have created unprecedented challenges to not only executing the day-to-day tasks of in-person instruction but also fostering a meaningful on-campus experience for students and faculty.

In the wake of these challenges, administrators have acted nimbly while developing long-term design solutions that ensure the longevity of campus facilities, incorporating innovative problem-solving for today’s most pressing issues even as budget, climate and equity goals on campuses change.

Designing for the future

Academic programs housed on campus will evolve over time. Higher education spaces, then, must be flexible. An adaptable plan is critical for making rapid changes, maximizing existing space, optimizing utilization and stretching budgets.

Laboratory space in particular demands the ability to adapt to change. As research administrators rotate in and out of labs, research needs change along with resources, space availability and funding priorities. Flexible lab planning is a key driver in the design of laboratories that provide crucial research opportunities for undergraduate and graduate students embarking on careers in science and medicine.

When designing Robbins Hall for Case Western Reserve University’s (CWRU) Department of Neuroscience, we understood that flexibility had to be prioritized from the onset of laboratory planning.

Our project team worked within the existing structural grid of the 1960s-era building to achieve an optimal planning module of 11 feet, providing ideal flexibility for lab equipment and researchers. One significant improvement for the lab was to include overhead service carriers, which provide power and piped services such as gas and water, to the lab benches. Now, services can be easily connected or disconnected as research needs change.

In addition, mobile casework that houses laboratory equipment and supplies was incorporated. Mobile casework gives teaching faculty the ability to dynamically involve students in demonstrations regardless of where they are performed in the lab, in addition to significantly increasing the versatility of the lab to adapt with changes in personnel and funding without incurring costly renovations.

Enhancing collaboration through better design

Fostering collaboration was also a design driver at CWRU. The new laboratories were designed to promote collaboration among the students, both inside and outside of the labs, by creating a variety of spaces for interaction to promote interdisciplinary learning and research. By designing the department’s lobby to be an open, inviting space with ample light, tables and seating, gatherings and conversation were encouraged. Locating a break room close to the lobby also provided a convenient and popular space for faculty and students to gather.

For this renovation, another challenge was adapting the existing floor plan itself. The new layout had to work around an existing mechanical room in the middle of the floor plate, leaving a donut shape for the workable available floor area. To optimize the plan, we created designated neighborhoods for areas of study including electrophysiology, anatomy, biochemistry and molecular biology throughout the circular floor pattern. The corridor walls were designed to be inviting with transparent glass partitions between the corridors and the laboratories to allow researchers to easily view each other’s activities. In addition to promoting collaboration, clear partitions also brought natural light deeper into the building.

While designed for flexibility, the lab space never compromises on its intended function: supporting research with the latest technologies within collaborative, interdisciplinary spaces. Thanks to this flexible approach, CWRU’s Department of Neuroscience now boasts lab spaces fit for the next generation of researchers for decades to come.

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The Virginia Tech Carilion School of Medicine (VTCSOM) and the Fralin Biomedical Research Institute (FBRI) in Roanoke, Virginia, are two institutions designed by ArchTam that have incorporated key principles of collaborative learning, community engagement, and equity, diversity and inclusion (ED&I) values within the building design to enhance the typical student experience.

Designing a collaborative learning space at VTCSOM

Students who make the commitment to accept the academic rigors of medical school have intense and unique demands on their lives and learning experiences. These challenges must be addressed in novel ways as they train to become esteemed stewards of healthcare within our communities.

The design of the educational spaces in the VTCSOM is directly linked to the school’s teaching mission, which is based on small group learning and a curriculum which focuses on four domains: basic science, clinical science, research, and health systems science and interprofessional practice. The school’s unique design houses lecture and lab spaces, but most importantly, numerous smaller collaborative team rooms that maximize self-directed and experiential learning. A recent report from the Association of Public Land-grant Universities (APLU) found that this type of experiential learning is and will continue to be vital to student success.  At VTCSOM, smaller teams are a hallmark of the program, providing a critical component of student learning that allows students to analyze and evaluate patient cases, while colleagues and instructors continually assess student performance.  In addition, smaller group sessions are beneficial in fostering a more inclusive and engaged learning experience. This team-based approach to academics also translates to actual medical practice where many of today’s specialties rely on team interaction. Anecdotally, students often comment that the smaller class size is unique among medical schools and allows instructors to become invested in their academic success.

This carefully designed learning environment has directly contributed to the school’s extremely high match rate between students and their residencies of choice, a rate which is 99 percent for all eight of its graduating classes.

Engaging through art

The atrium is one of the many ways the building itself fosters engagement among the students, faculty and the surrounding community, and is a driving philosophy of the medical school.

Designed specifically to exhibit local and rotating art installations, the atrium allows artwork to be easily transported in and out of the building. This design feature has given birth to a unique Creativity in Health Education program that showcases curated pieces from members of the thriving local art scene in the New River and Roanoke River Valleys. As a key design component of the program, the atrium not only provides exhibit space for local artists but also a place for underrepresented voices throughout the community, a testament to the institution’s commitment to diversity.

The atrium is also emblematic of the WELL Building Standard, the first performance-based rating system to focus exclusively on measuring, certifying and monitoring features of the built environment that impact human health and wellness. One of the tenets of the WELL Building Standard is Beauty and Mindful Design that work to create “a beautiful and meaningful space in which design aesthetics are expressly considered have a positive impact on occupant morale and mood.”

The art space is used extensively and is intensely supported by the administration including Dr. David Trinkle, associate dean of community and culture. “Art can enhance a person’s adaption to illness as well as promote recovery,” he said. “We hope that the programs and shows that we feature at our school reinforce a holistic, patient-centered approach to healthcare that will benefit the students as well as the community as a whole.”

In 2013 Jane Lilian Vance, an acclaimed artist in Blacksburg, Virginia, was chosen as VTCSOM’s first artist-in-residence. During her residency, she painted in the hospital setting for three months, creating a series of paintings called the Trinity of Healing Hands, and her photo-realistic paintings became an integral part of the medical student’s curriculum.

Art has continued to be a centerpiece of the medical school’s outreach program. When the coronavirus outbreak occurred, the Creativity in Health Education program showcased an exhibit entitled “Hey There, How Was Your Pandemic?” The exhibit explored explore how some of the community’s local and regional artists channeled their creativity into artfully expressing the challenges of living through 2020.

FBRI at VTC ushers in a second decade of designing for the student experience

More recently, the Fralin Biomedical Research Institute (FBRI) at Virginia Tech Carilion formally opened on Oct.12, 2021, and is at the forefront of design that enhances the student experience while also promoting sustainability.

The LEED Silver-certified building boasts state-of-the-art sustainability features, including a green roof meadow garden that prevents flooding. Rainwater captured on the roof is recycled and reused, cutting the facility’s water consumption by two-thirds. The rainwater capture system is concealed beneath a paver system that creates a very useful exterior public space adjacent to the main lobby. This exterior public space is linked to the lobby by a two-sided fireplace that can be appreciated from both the interior lobby space and the terrace. Students and faculty can also revel in the flowers and plantings on the roof top garden in addition to the wildlife the flora attracts throughout the day.  This in turn enhances emotional and psychological health through a biophilic connection with the natural world. 

The lobby of the $90 million, 139,000 square-foot expansion is purposefully designed to promote strategic “collisions” and conversation, fostering cross-pollination of ideas, and indeed, this is a cornerstone of the design philosophy at FBRI.

The expansion gives students access to state-of-the-art biomedical research laboratories, high-end instrumentation and core facilities. The expansion also houses the Virginia-Maryland College of Veterinary Medicine Animal Cancer Care and Research Center. Designing the building to house a veterinary research and clinical care center not only allows for substantial translational research to occur between human and animal medicine, but also fosters the relationships between student researchers in vastly different fields such as cardiovascular disease, infectious disease, cancer and neurorehabilitation.

The state-of-the-art research facilities at FBRI also allow ample opportunities for undergraduate, medical and graduate students to engage in novel research in the biomedical field.

A goal of the curriculum is to develop scientist physicians and to that end, immerses all medical students in the language, culture and practice of research.

To cultivate the practice of research, the library is uniquely designed to support data analysis. There are no permanent bookshelves onsite. Students and researchers conduct information gathering online through an inter-university shared system that delivers books to the library if a hard copy is requested. Otherwise, students and researchers connect with materials online. Instead of holding books, the cutting-edge space accommodates the Data Visualization and Fusion Labs. Here, researchers and students receive assistance from data analytics support staff to translate the immense volumes of data into graphic and relatable material for lay, medical and academic audiences.

The research institute’s faculty currently provides training and mentorship to 130 Virginia Tech graduate and medical students who are conducting groundbreaking research.

As higher education increasingly needs to address the various dimensions of wellness of whole student development, designing spaces for learning will need to incorporate holistic practices that are grounded in collaborative, community-focused strategies for not only learning, but also living as part of the greater community.

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