Drew combines architectural training, construction management expertise, and over two decades in the design and construction industry. As Program Director for the Alamo Colleges District 2017 Bond, he has guided teams through complex projects that deliver modern, inspiring learning environments. His leadership is marked by a personal connection to education, deep roots in San Antonio, and a commitment to building stronger communities through collaboration, innovation and client partnership.

Tell us about your role at ArchTam and the markets you serve.

I serve as Program Management Director and Market Sector Lead for San Antonio, Austin and Houston. In this role, I oversee major programs — including the $450 million Alamo Colleges District Bond Program — while also supporting several clients in the Austin and Houston areas. My day-to-day includes guiding teams, building strong client relationships and creating new opportunities for growth across these regions.

What inspired your career path in program and construction management?

I began my career as a licensed architect in the state of Texas. While I love design, I was drawn to the construction management side of the industry, where I found my skill set and leadership style really aligned. Making the transition opened doors to working with a diverse range of stakeholders, including contractors, architects and clients, on projects that truly make a difference. Today, I get the best of both worlds: the ability to apply my design background while leading diverse teams to deliver impactful results.

You have a special connection to Alamo Colleges. Can you share more about that?

Yes, this program is especially meaningful to me because of my family’s ties to Alamo Colleges. My mother took night classes at San Antonio College while raising me as a working parent. Seeing her dedication gave me a personal appreciation for the role community colleges play in changing lives. To now lead a program that strengthens these institutions in my hometown of San Antonio feels like coming full circle. It’s both a personal and professional chance to give back to the community that shaped me.

What makes the Alamo Colleges program unique?

Scale and impact. We are managing 24 construction and renovation projects across five colleges and three education centers. These projects range from advanced science and technology labs to first responder academies, digital libraries and student support spaces. The work touches every corner of the community, creating opportunities for students from all walks of life to succeed. The program also reflects Alamo’s national recognition for serving Hispanic and working-parent populations — something I saw firsthand through my mom.

Can you share your successful experience with Austin Independent School District’s (ISD) bond program?

We have a wonderful team at Austin ISD. I support our program director and her team of managers and coordinators to successfully deliver a great program. This role has allowed me to work closely with our team to deliver both new and renovated learning environments for Austin ISD’s staff, teachers, students and their families. It’s rewarding to know that these projects directly shape the educational experience of thousands of students in Austin and strengthen the broader community.

What advice would you give to young professionals starting in this field?

Stay flexible and open to opportunities. Don’t be afraid to step outside what you think your role should be. My own transition from architecture to construction management ended up being one of the best career decisions of my life. Say yes to opportunities, dive in and learn as you go — you never know where they may lead.

What do you enjoy most about your work?

The people. Every day brings new challenges, new collaborations and new solutions. No two days are alike, and that variety keeps me energized. I value the strong teams I get to work with, both within ArchTam and alongside our clients and partners. Together, we’re building not just facilities but environments for work and education within our communities.

Finally, what do you love most about your hometown of San Antonio?

San Antonio is a big city with a small-town feel. It’s rich in culture, history and community. From elementary school through college, my career and family, I have always loved this city. It’s home — and that makes the work I do here even more rewarding.

Drew’s leadership stands out as a powerful blend of technical expertise and personal dedication — driving transformative projects that uplift higher education and strengthen communities across Texas.

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Dana brings a unique blend of architectural vision, engineering expertise and strategic leadership to her role. With a career rooted in both design and delivery, she has built a reputation for guiding complex projects that make a lasting impact on communities. Her commitment to collaboration, sustainability and client success shines through in every phase of her work, from concept to completion.

Tell us a bit about yourself – your career journey and current role as Market Sector Lead.

My interest in the built environment took root early on. I was drawn to the idea that every structure begins as a vision and, then through a blend of creativity, coordination and technical skill, becomes something tangible and lasting. That curiosity led me to study architecture, but as my understanding of the industry deepened, I found myself increasingly drawn to the engineering side of construction. I transitioned into construction engineering at Arizona State University, and later earned a Master of Business Administration from the University of Phoenix to strengthen my leadership capabilities and broaden my strategic business perspective.

Over the years, I’ve discovered that my greatest strength lies in helping clients bring their capital improvement and facility expansion goals to life. As a market sector lead, I take pride in building strong teams and delivering strategic growth through thoughtful leadership and collaboration. I am deeply committed to fostering meaningful partnerships with small, local and diverse suppliers, recognizing the vital role we play together in shaping a more inclusive and resilient industry. By working side by side, we deliver projects that reflect our clients’ values and create lasting benefits for the San Diego community.

Talk to us about a project that has impacted or been a major highlight of your career.

One of the most meaningful projects I’ve worked on has been during my time as a project manager with the San Diego Unified School District (SDUSD). My relationship with SDUSD spans decades — from 2001 to 2007, and again since 2013. What keeps drawing me back is the impact. It’s a place where strategic planning meets real, lasting community transformation. As a project manager for SDUSD, I’ve had the opportunity to lead efforts across more than a dozen campuses, overseeing modernization, new construction, and infrastructure upgrades under multi-billion-dollar bond programs. Our work has helped SDUSD expand access to safe, inclusive and future-ready learning environments for charter schools and traditional campuses. These projects like whole site modernizations, new student union buildings, and improved security features, incorporated solutions that helped schools better accommodate growing student populations, refresh aging facilities, and foster more inclusive learning environments. Revitalizing these school facilities has increased community safety and engagement as well as created shared spaces that serve families beyond the classroom.

Helping ensure that schools are equipped to meet both current and future demands has been incredibly rewarding. Walking through a completed site and seeing it come to life with activity and purpose, knowing it directly benefits students, educators and families, is deeply fulfilling. Every time I step onto a campus or attend a ribbon-cutting ceremony, I’m reminded that our work matters. We’re helping shape the places where the next generation will learn, dream and grow.

How do you incorporate community engagement into your design process to support sustainable practices and enhance health and well-being outcomes?

For me, community engagement isn’t optional, it’s essential.

Every project starts with listening. We prioritize understanding the unique needs and values of the people we serve, which allows us to design spaces that are not only environmentally responsible but also supportive of health and well-being of the community.

The San Diego community’s top concerns in education include equitable access, safe and inclusive learning environments, and long-term sustainability. These priorities shape every project we undertake. To address them, as a project manager, I have the opportunity to lead a process grounded in early and ongoing engagement with stakeholders, including district staff, school leaders, families, and community advocates.

Community input informs planning and design from the start, ensuring each project reflects local values. Through transparency and collaboration during construction, we deliver outcomes that are functional, resilient, and deeply connected to the communities they serve. This approach is especially important in a place like San Diego, where the vibrant, collaborative spirit of the city shapes everything we do. The city’s diversity, creativity and innovation create a dynamic environment where partnerships can truly flourish. It’s a privilege to work alongside people who care deeply about their city and its future. Our shared commitment drives more thoughtful, inclusive and sustainable outcomes.

Share a piece of career advice:

One of the most valuable lessons I’ve learned is the importance of being intentional with your time and energy. It’s easy to get caught up in the pace of a demanding career, especially when you’re passionate about the work, but staying grounded requires more than just good time management. It takes self-awareness, clear priorities, and the ability to pause and reset when needed.

I often say my life runs on 15-minute calendar blocks, and while that’s partly a joke, it reflects how structured my days can be. What keeps me balanced is making space for the things that matter outside of work. Whether that’s volunteering with ACE Mentor program or Construction Management Association of America (CMAA), leading a Girl Scout troop, or spending time outdoors hiking, skiing or golfing. A fulfilling career isn’t just about what you accomplish professionally, it’s about how you stay connected to your values and your community along the way.

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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.

The post Delivering vital infrastructure upgrades: American University’s McDowell Hall appeared first on Blog.

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​.

The post Suzanne Klein elevated to AIA’s College of Fellows appeared first on Blog.

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

The post Optimizing the student-life experience: American University’s McDowell Hall appeared first on Blog.

Through our collaboration with Tatweer Buildings Company (TBC) and the Ministry of Education in Saudi Arabia, we have developed a new approach for designing schools for SEND. This initiative forms part of the Ministry of Education’s Schools Programme under Vision 2030 to create inclusive educational environments that meet diverse needs.

Embracing adaptability in SEND school design

Adaptability is the foundation of our design philosophy. SEND schools need to be flexible spaces that can evolve to meet the changing needs of pupils and cohorts. The approach was to follow a simple narrative, to guide the user through the essential steps of creating a building without dictating outcomes. The process is descriptive rather than prescriptive allowing the designer flexibility and autonomy while retaining necessary design priorities.

Our design guide introduces the concept of cluster arrangements, offering investors ‘bite size’ clusters which group key spaces together. It is intended to make the design process more approachable and allows a ‘pick n mix’ approach: easily selecting groups of spaces which suit the pupil track expected to occupy them. By arranging spaces into clusters, schools can balance functionality with flexibility, ensuring adaptable, purpose-built environments that cater to students’ diverse needs.

Furthermore, every potential room in the SEND school has had a bespoke room data sheet. The design guide gives detailed examples of all spaces from specialist hydrotherapy spaces, to rebound therapy rooms, to varying toilet requirements. These sheets offer suggested layouts based on international best practices, but allow designers and clients the freedom to adapt to specific contexts.

Flexibility for clients in SEND school design

One of the greatest strengths of this approach is the flexibility and cost-effective solutions it offers to clients, especially those in the private sector. Clients are empowered to innovate and design SEN schools that meet their specific project needs while still adhering to worldwide best practice, sustainability principles, and local standards, such as Saudi Arabia’s Universal Accessibility Guidelines and Grean Code. This balance between regulatory compliance and creative flexibility enables the creation of bespoke SEND schools tailored to the unique needs of the SEND cohort, staff requirements, and support required for the wider community.

Our collaboration with international experts has been critical in developing this flexible approach. By integrating global best practices with local requirements, we have developed a guide that meets Saudi standards while advancing the design of SEND schools across the region.

Designing with SEND students in mind

Effective SEND school design must be based on a clear understanding of the educational, emotional, and physical needs of its students. A successful SEN school is not just about functionality; it is about creating a supportive environment that enhances the learning experience of every student. We have therefore also provided key SEND guidance on areas such as fire safety, acoustics, zoning, internal environments, and sustainability. 

Furthermore, we have created pupil profiles for each of the identified SEND tracks which help architects understand the varying needs of different student groups. These ‘tracks’ assist designers in creating spaces that support physical, complex, communication, cognitive, sensory, and emotional requirements. This deepened understanding should enable designers to create an environment which not only support the current needs but can adapt over time as students’ needs evolve or cohorts change.

Zoning strategies ensure that learning and support spaces are well-organised, creating clear transitions between areas to enhance both functionality and creating a sense of place for students. Moreover, the guide encourages the creation of inclusive environments that promote independence and social interaction. SEND school design should integrate spaces for both learning, socialising and provide support for the whole family and wider community. This focus on inclusion not only supports students’ academic growth, social and emotional development but also nurtures community acceptance.

Lessons learned and the future of SEND school design

Our experience developing this design guide has reinforced the importance of adaptability, collaboration, and a deep understanding of SEND students’ needs. By working closely with TBC, the MoE and international experts, we have reimagined traditional approaches to SEND school design, creating a flexible framework that aligns with both local regulations and global best practices.

Effective SEND school design must not only address current needs but also anticipate future changes. By creating adaptable, flexible environments, we ensure that schools are equipped to evolve alongside their students’ requirements. Our design guide is a reflection of our commitment to fostering inclusive educational spaces where every student can thrive.

Our work on this SEND design guide has challenged pre-conceptions and long-held beliefs by providing a viable blueprint for change.  Through ArchTams leadership we have provided the framework to provide a better future for some of the most vulnerable in society.   

We look forward to continuing to shape the future of SEND school design, ensuring every student has the opportunity to succeed.

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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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Sarah Crowley is the client account manager for the UK Department of Education and, as the leader of ArchTam’s School Technical Advisory team, advises internal teams and clients on best practices for delivering new and refurbishment school projects.

Tell us about what inspired you to join the industry

I remember drawing a house when I was a child and it was one with a typical window and door on the ground floor, two windows upstairs and smoke coming out of the chimney. As I drew on the brickwork, stacked one on top of the other, an adult explained to me how and why bricks are coursed and not stacked. It was this moment that sparked my interest in the built environment.

Growing up, I aspired to be an architect. However, my drawing skills didn’t improve from that six-year-old drawing of a house, so studying architecture wasn’t an option. Instead, I studied architectural technology, and ultimately, I realised my interest was for existing buildings. I decided to pursue a second degree in building surveying and was elected to the Royal Institution of Chartered Surveyors in 2007.

When I started my career, there were very few women in construction, particularly in building surveying. This often resulted in gender discrimination, both in career progression and derogatory comments due to being the only woman on site. Thankfully, this is changing both on site and in the workplace. I joined ArchTam as an associate director eight years ago and have been fully supported in my career progression to director and school sector lead and balancing being a mum.

What is your favourite ArchTam project that you’ve worked on and why?

Although I have been lucky enough to work on several great school projects during my time at ArchTam, I have a fond memory of a particular project that showcased the value of teamwork, not only in terms of project outcome but also team morale and wellbeing.

In early 2020, ArchTam was appointed to undertake the RIBA Stage 3 developed design for the UK Department for Education on behalf of Newham Collegiate. The project consisted of the remodelling of two historic listed buildings and the creation of a new teaching wing for the Newham Collegiate Sixth Form Centre. Receiving planning consent for this project was expected to be challenging, so we appointed a local architect who had previous experience with this particular local authority to work alongside our internal multi-disciplinary teams.

Unfortunately, COVID-19 had other plans, and we had to use technology to deliver a fully coordinated Stage 3 design without ever meeting as a team in person. I loved the team spirit. So many different disciplines came together, leaving their egos at the door, to develop the best solutions under new and difficult working conditions. The coordination of mechanical and electrical design was a particular challenge, especially considering the space constraints and requirement for mechanical ventilation over natural. Our structural engineers worked closely with the architects to ensure the maximum use of space while maintaining the structural integrity of the building, and our cost manager challenged each design decision to ensure the project returned value for money.

What made this project special was how the team supported each other through this unprecedented time. Each meeting was an opportunity to check in on each other’s emotional well-being, to share a funny story or a frustration. It helped to break down some of the social isolation that working from home and social bubbles had created.

For me, this project demonstrated teamwork at its absolute best.

Tell us a story of how your work positively impacted the community.

Currently, our school teams are developing two design guides for delivering new mainstream schools and Special Educational Needs (SEN) schools for the Ministry of Education in the Kingdom of Saudi Arabia (KSA), which will positively impact the delivery of schools across the region for generations to come. I am particularly excited about developing the new SEN schools design guide, as it will help support KSA’s vision of providing equal opportunities to educate and care for people with special needs — allowing them to develop skills to reach their full potential. 

In the UK, we have seen central government, private companies, and charities research and develop a set of best practice design standards. It’s extremely rewarding to contribute to this collective effort. We know how great buildings complement the efforts of staff, enabling students to experience the best learning environment and ensuring the most vulnerable have access to education.

 Share a piece of career advice

Your success will depend on your resilience to challenges and your willingness to work hard and develop new skills despite setbacks.

Rather than becoming discouraged, accept the emotions that came with a setback and explore why things went wrong and how you can improve in the future. Career progression is founded on hard work but underpinned by self-belief rather than entitlement. If you can demonstrate your capabilities but are not recognised for them, do not be afraid to move on.  

Learn from a mentor or senior colleagues — chances are they have also experienced the frustration, setbacks or imposter syndrome you are experiencing.  

The post People Spotlight: Meet Sarah Crowley appeared first on Blog.

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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