Cultural and academic investments such as the Williams College Museum of Art have demonstrated how institutions are also reinvesting in assets that support teaching, community engagement, and donor interest. | Photo Credit: SO II in collaboration with Perry Dean Rodgers
By Lindsey Coulter
Higher education construction is entering a period defined by financial pressure, shifting enrollment patterns and rising expectations around sustainability and student experience. Institutions are reevaluating how capital projects support long-term value, flexibility and campus identity, while navigating cost volatility and complex stakeholder demands. In this environment, the owner’s representative perspective is increasingly critical to project success.
George Swetz, Executive Vice President and General Manager of Skanska Integrated Solutions, has served in this critical role across multiple high-profile projects and is well versed in guiding institutions through these challenges. Swetz brings more than four decades of experience across program management, construction and real estate to higher education projects, and spoke with School Construction News (SCN) about how colleges and universities are prioritizing investments, managing risk and aligning capital projects with institutional goals. His perspective as an owner’s representative offers a behind-the-scenes view of decision-making, emphasizing long-term value, stakeholder alignment and financial stewardship.
SCN: Which types of projects are receiving the most investment today, and why?
Swetz: Some of the investments we see today are in projects that support student wellness, institutional identity and campus vitality. Facilities like the Brimmer and May School New Recreation & Wellness Center in Newton, Mass., as well as the College of the Holy Cross Hart Center at the Luth Athletic Complex reflect a growing emphasis on athletics, health, and student wellbeing as core components of the academic experience.
Cultural and academic investments such as the Williams College Museum of Art have demonstrated how institutions are also reinvesting in assets that support teaching, community engagement, and donor interest. In each case, these projects are about strengthening the full campus, not just adding space. As owner’s reps, Skanska helps institutions prioritize investments that align their mission, student impact and long-term financial stewardship.
SCN: How are enrollment trends and evolving academic programs influencing capital planning decisions?
Swetz: Fluctuating enrollment and evolving academic priorities are pushing institutions to be more strategic in capital planning. This is where Skanska gets to help translate institutional priorities into capital plans that remain resilient as students’ needs and programming evolve. Owners are increasingly tapping us to better understand how they can focus on buildings that can serve multiple functions and adapt over time rather than highly specialized, single use spaces. At the College of the Holy Cross Hart Center at the Luth Athletic Complex, the integration of practice facilities, sports medicine, strength training and shared meeting spaces reflects that need for multifunctional programming. Similarly, the Williams College Museum of Art supports academic instruction, research and public engagement within one flexible cultural facility.
SCN: How are institutions structuring partnerships to better manage risk and control costs?
Swetz: Institutions are placing greater emphasis on stakeholder engagement. Including faculty, athletics leadership, facilities teams, and administration has become essential to managing the project, but also its reputation. Owner’s representatives act as the central liaison, ensuring feedback is translated into clear project direction and risks are addressed early. This approach helps owners maintain control while avoiding costly changes or reputational damage.
SCN: With continued cost volatility in materials and labor, what strategies are helping institutions maintain project budgets?
Swetz: Early planning and proactive cost management are critical in today’s uncertain market. Owner’s reps rely heavily on early cost modeling and tracking during preconstruction. Disciplined change management with the general contractor is also key to protecting budgets. The goal is not just to stay on budget today but also to avoid decisions that create financial strain on the customer.
SCN: Where are you finding opportunities to achieve long-term operational savings?
Swetz: Long-term operational savings are often realized through early design decisions. Investments in efficient mechanical systems, durable materials and programs that are the appropriate size can significantly reduce lifecycle costs. The Brimmer and May Recreation & Wellness Center reflects how facilities that are focused on wellness can also be designed for high performance and long-term efficiency. At the Williams College Museum of Art, Skanska is embedding sustainability through Passive House design principles and additional strategies that track toward Living Building Challenge certification, setting a strong foundation for long-term energy and operational savings. We have a team of dedicated sustainability experts who are supporting this and can help institutions evaluate these types of decisions through a lifecycle lens, not just cost.
SCN: How are life-cycle cost analyses influencing material selection and long-term campus planning?
Swetz: Lifecycle cost analysis is increasingly central to how institutions evaluate materials and overall projects. Owners are weighing long term maintenance and energy performance alongside initial construction costs. At the Williams College Museum of Art, this perspective impacts decisions around architectural quality and operational efficiency. At the College of the Holy Cross Hart Center at the Luth Athletic Complex, life-cycle evaluation is especially important given the intensity of use in athletics and training spaces.
Read more in the Higher Education issue of School Construction News.