Al-Ahly Football Club broke ground in February of 2025 on a world-class stadium in the Sheikh Zayed City district of Cairo. The 42,000-seat venue will serve as Al-Ahly’s permanent home and carries an estimated cost of up to EGP 9 billion ($180 million).
Lee Health broke ground in January of 2025 on a 416,000-sf acute care facility in Fort Myers that will replace Lee Memorial. Representing an investment of approximately $434 million, the five-story, 168-bed hospital will accommodate 10 inpatient operating rooms, a 44-bed emergency room, and 24 intensive care unit beds. Patient rooms will integrate the latest smart technology for connected care to optimize scheduling, clinical support, and personalized interventions.
Virginia Tech opened the first building on its Innovation Campus in Alexandria in January of 2025. SmithGroup designed the 300,000-gsf facility to provide leading-edge environments for academic and research programs in computer science and engineering, as well as space for the Pamplin College of Business. Featuring specialized laboratories, a drone testing cage, and a two-story maker space, the 11-story development houses 14 classrooms, wellness venues for students and faculty, and the 3,000-sf Boeing Auditorium.
The University of Maryland, Baltimore opened a 250,000-sf innovation center in January of 2024 to drive biomedical advances and accelerate the discovery of new health solutions. Developed and operated by Wexford Science + Technology, 4MLK serves as the gateway to the UM BioPark and will offer leasable space for life science and technology companies.
The University of Hawaii at Manoa will break ground in early 2025 on a major capital improvement project to foster collaboration, engagement, and community on its Honolulu campus. The first phase comprises the construction of the five-story, 77,575-sf Interdisciplinary Learning Facility. On the first two floors, the academic building will feature 16 classrooms of various sizes available for all departments and programs.
The fast-moving nature of biotechnology innovation means architects and designers for Regeneron have to plan for researchers’ requirements to change by the time new laboratories open on the Tarrytown, N.Y., campus. The campus is undergoing a $1.8 billion expansion, adding 900,000 sf of new laboratory and office space, along with additional parking, amenities, and infrastructure to support research and development.
Prior to the development of a master plan for expansion of research facilities at the University of Colorado Boulder (CU Boulder), campus facility planners conducted a 15-month strategic visioning initiative that resulted in the creation of a digital space planning and visualization tool called PREVIEW.
When Wayne State University in Detroit released its campus plan—the Wayne Framework—in 2018, no one could have guessed how prophetic the school’s new approach would turn out to be. Rather than creating a campus plan that sets a specific schedule of chronological tasks and building projects, the Wayne Framework instead focuses on how the school should evaluate priorities on an ongoing basis, allowing the facilities department to remain flexible enough to adapt to unforeseen circumstances. Within a few years of launching the Framework, those circumstances would include a global pandemic, catastrophic flooding, and numerous university leadership changes.
JLL’s Global Future of Work survey has explored the evolving world of corporate real estate since 2011. This year, it analyzes the key priorities, challenges, and strategies of more than 2,300 professionals and decision-makers from around the wold. Recent insights show that companies are adopting a cautiously positive outlook in this increasingly dynamic and ambiguous environment. With plans to increase and rebalance organizational headcount in the coming years, many are ready to invest in their real estate as they expect to increase their budget and footprint.
The University of California has selected Flad Architects as executive architect for the UCLA Research Park Master Plan Study, a roadmap for the transformation of the former Westside Pavilion shopping mall in Los Angeles into a nexus for discovery and innovation. Leasable lab and office environments will enable industry, academic, and government partners to benefit from collocation with two multidisciplinary research centers.
East Los Angeles Community College District is planning to construct the $145 million Kinesiology, Wellness, and Athletic Complex in Monterey Park, Calif. Designed by HED, the 110,000-sf structure will act as a prominent campus gateway where students can connect with their peers, the local community, and the therapeutic power of nature. The biophilic facility will showcase the college’s health science programs to those attending sporting events, while catalyzing the evolution of the west campus as a destination for personal and social wellbeing.
Mayo Clinic in Rochester, Minn., is a highly collaborative organization at the forefront of both research and clinical care, with 20% of clinical faculty supporting research studies and 12,000 studies under way at any given time. A central paradigm of its translational research workplace is a “condo” model, where a group of investigators with a well-defined mission elect to share research space and equipment to foster collaboration and innovation. Now, a recent initiative is harnessing data in new ways to build upon and expand the power of the condo to advance Mayo Clinic’s mission for decades to come.
UNC Charlotte has plotted a course for the future that prepares the campus for an 11% enrollment increase overall, with a 13% increase in STEM disciplines. The priority is student success, a UNC systemwide performance-based metric for a new funding model that ties funding to student success and graduation rates rather than just enrollment numbers. The goal is for more students to graduate on time with less debt. The strategy to achieve that goal includes creating the kinds of spaces that students need and want in order to succeed, with more opportunities for active, hands-on learning.
The University of Connecticut has spent 10 years and $1.5 billion expanding and modernizing its science, technology, engineering, and math offerings, and increasing the number of STEM students by 4,000. The initiative, called Next Generation Connecticut (NextGenCT), included the construction of a new 198,000-sf facility and the renovation and expansion of the largest STEM building on the main campus in Storrs. The approach to both projects was to focus first on modernizing the way those subjects are taught and then on designing the space itself.
University Health Network of Toronto, Canada’s largest research healthcare system, increased space efficiency and improved employee morale by reengineering its practices and workspaces to accommodate a hybrid work model. Of the 6 million sf occupied by the network, 1 million sf was office space, 200,000 sf of which was used by people who could be hybrid workers. The transition required a concentrated change management strategy, an investment in technology, and a reconfiguration of space and the way it was managed.
