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The University of Alabama at Birmingham’s (UAB) Altec/Styslinger Genomic Medicine and Data Sciences Building (ALGEN) is the product of a down-to-the-concrete renovation that transformed an aging, nondescript health sciences research facility into a modern, light-filled home to seven floors of four different dry lab phenotypes. The building is topped by an executive floor that, for the first time, brings together key leadership of the university’s health system and Heersink School of Medicine (HSOM). Fresh glazing on an expanse stretching over a busy downtown street creates a striking double helix pattern that telegraphs the building’s mission. A newly constructed conference center adjoins the renovated structure.

An overall trend toward lower admission rates, paired with a rise in online learning, is leading many universities to question whether they are carrying excess classroom and research space. Undergraduate enrollment at U.S. universities fell by almost 15% between 2012 and 2022, and studies suggest that this number could continue to drop each year by as much as 100,000, perhaps more if international students do not return to U.S.-based programs. A study published by Inside Higher Education states that “if the U.S. lost 15% of its international student population, a substantial number of colleges could experience financial repercussions.” The actual number is higher. Using 2022 enrollment statistics, Vermeulens, a construction economist firm, estimates that as much as 38 million sf of existing higher ed academic classroom and lab space could be unnecessary or would be better off repurposed.

To maximize scientific synergies and encourage innovation, The Sherwin-Williams Company made the decision to combine two of its largest R&D organizations into a new global R&D center in Brecksville, Ohio. The 600,000-sf facility, named the Morikis Global Technology Center, began hosting some 900 Sherwin-Williams employees—including chemists, engineers, technicians, and support teams—upon opening in December 2025. One of the big goals is to take people from disparate business units that have been historically scattered across multiple buildings and bring them together into a space designed to maximize collaboration and spark creativity.

The 1,235-acre University of Maryland (UMD) campus in College Park sits just eight miles from the nation’s capital. Founded in 1856 as a land-grant institution, the university offers 300 degree programs through 12 colleges serving 41,000 students and—together with the University of Maryland, Baltimore—has $1.4 billion in sponsored research expenditures. Over the past decade, the school has experienced many shifts, including joining the Big Ten Conference and receiving its largest donation in university history.

In a higher education landscape facing shifting enrollment trends, rising costs, and an uncertain future, institutions must rethink how they use their physical spaces—not just as real estate, but as engines of purpose. And rather than traditional return on investment (ROI), they should employ “Return on Mission” to evaluate their success rather than metrics like net-to-gross ratios, utilization rates, and physical occupancy to assess their spaces. Relying solely on ROI falls short of capturing what truly matters: the activity inside the space and the value it generates.