Estate Strategy 2011–2015 - University of Portsmouth
Estate Strategy 2011–2015 - University of Portsmouth
Estate Strategy 2011–2015 - University of Portsmouth
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<strong>Estate</strong> <strong>Strategy</strong><br />
<strong>2011–2015</strong>
Document title<br />
<strong>Estate</strong> <strong>Strategy</strong><br />
<strong>2011–2015</strong><br />
Document author and department Responsible person and department<br />
Andrew Cardy,<br />
Director <strong>of</strong> <strong>Estate</strong>s<br />
Approving body<br />
Pr<strong>of</strong>essor John Turner,<br />
Pro Vice-Chancellor,<br />
Directorate<br />
Date <strong>of</strong> approval<br />
Board <strong>of</strong> Governors 16 June 2010, Min 80.2<br />
Review date Edition no. ID code<br />
June 2015<br />
EITHER<br />
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External queries relating to the document to be referred in the first instance to the <strong>University</strong> Secretary:<br />
telephone +44 (0)23 9284 3195 or email university.secretary@port.ac.uk
Contents<br />
Page no.<br />
1. Introduction and overview<br />
1.1 Introduction and history . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4<br />
1.2 Planning and future purchases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4<br />
1.3 Aspirations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4<br />
2. <strong>Estate</strong> data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5<br />
2.1 Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5<br />
2.2 Age . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5<br />
2.3 Ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5<br />
2.4 Condition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5<br />
2.5 Space utilisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6<br />
2.6 Running costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6<br />
2.7 Functional suitability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6<br />
2.8 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6<br />
3. Out-turn from the 2006–2010 <strong>Estate</strong> <strong>Strategy</strong> . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6<br />
4. Overview <strong>of</strong> requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6<br />
5. Planning the future estate<br />
5.1 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7<br />
5.2 Overview <strong>of</strong> future development opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7<br />
5.3 Planning studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8<br />
5.4 Other development opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8<br />
5.5 Future needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9<br />
5.6 Other considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9<br />
5.7 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9<br />
6. <strong>Estate</strong> maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9<br />
7. Health and safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10<br />
8. Environmental management<br />
8.1 Policy and legislation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10<br />
8.2 Carbon reduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10<br />
8.3 Sustainable construction and refurbishment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11<br />
9. Funding the <strong>Estate</strong> <strong>Strategy</strong> . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11<br />
10. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11<br />
Appendix 1 Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13<br />
Appendix 2 Maps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15<br />
Appendix 3 Out-turn from the 2006–2010 <strong>Estate</strong> <strong>Strategy</strong> . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17<br />
UNIVERSITY OF PORTSMOUTH ESTATE STRATEGY <strong>2011–2015</strong> 3
1. Introduction and overview<br />
1.1 Introduction and history<br />
The <strong>University</strong> Strategic Plan 2007–2012 identifies<br />
four headline aims:<br />
a) To give an excellent student experience focused<br />
on knowledge and skills essential for roles in the<br />
global workforce.<br />
b) To raise aspirations and to promote access to the<br />
<strong>University</strong>.<br />
c) To promote the discovery, development and<br />
application <strong>of</strong> knowledge through high quality<br />
research.<br />
d) To contribute to sustainable economic, social,<br />
cultural and community regeneration and<br />
development.<br />
The aim <strong>of</strong> this <strong>Estate</strong> <strong>Strategy</strong> is to facilitate delivery<br />
<strong>of</strong> these Aims. Providing excellent buildings (and<br />
removing the remaining poor-quality estate) makes<br />
a major contribution to improving the student<br />
experience. Student recruitment benefits substantially<br />
from the fact that our estate is accessible and <strong>of</strong><br />
high and improving quality. Research and knowledge<br />
transfer also benefits from fit-for-purpose facilities.<br />
The <strong>University</strong> has, through its own efforts,<br />
regenerated a large part <strong>of</strong> the city (now known as<br />
the <strong>University</strong> Quarter). The City Council recognises<br />
this gain and is generally supportive <strong>of</strong> our planning<br />
applications. The <strong>Portsmouth</strong> Society and others<br />
have recognised the <strong>University</strong>’s contribution to<br />
regenerating the city by several awards, including<br />
the <strong>University</strong> Library (Best New Building 2007),<br />
the Students’ Union (Best New Building 2003),<br />
and the Portland Building (Best New Building<br />
1997). In 2007 Ravelin Park won five awards in the<br />
‘<strong>Portsmouth</strong> in Bloom’ competition 1 . The <strong>University</strong><br />
Library and Dennis Sciama buildings were awarded<br />
a Commendation in the 2009 and 2010 Civic Trust<br />
Awards respectively.<br />
The last decade has seen big improvements in the<br />
<strong>University</strong> estate. Several new buildings have been<br />
constructed, including a major enlargement <strong>of</strong> the<br />
<strong>University</strong> Library, a new Student Centre and the<br />
Dennis Sciama Building. Significant additional student<br />
residences have also been provided and extensive<br />
refurbishment undertaken in most other buildings.<br />
With the disposal <strong>of</strong> the former Milton Campus and<br />
consequent re-housing <strong>of</strong> the Business School,<br />
the <strong>University</strong> has now achieved spatial coherence<br />
with most academic and support facilities located<br />
on a single campus. The remaining ‘outliers’ are<br />
the Eastney marine laboratory, a small facility at<br />
Petersfield for environmental technology, Sigma<br />
Research in south London, and the Langstone sports<br />
facilities, none <strong>of</strong> which can or should be moved to<br />
the main campus.<br />
The co-location <strong>of</strong> almost all academic activities within<br />
a relatively small area has improved efficiency and<br />
has led to improved interaction between previously<br />
dispersed parts <strong>of</strong> the <strong>University</strong>. With the exception<br />
<strong>of</strong> the outlying sites discussed in the previous<br />
paragraph, when planning future development the<br />
<strong>University</strong> should aim to preserve this geographical<br />
focus and resist any temptation to move to areas<br />
outside the ‘<strong>University</strong> Quarter’.<br />
The success <strong>of</strong> all this activity is demonstrated by the<br />
assessment <strong>of</strong> estate quality derived as part <strong>of</strong> the<br />
annual <strong>Estate</strong>s Management Statistics (EMS) return<br />
to HEFCE. <strong>Portsmouth</strong>’s estate was last assessed in<br />
2009 and 92% <strong>of</strong> it was found to be in either category<br />
A or B condition 2 . The remaining 8% largely consists<br />
<strong>of</strong> the Wiltshire Building, Mercantile House and<br />
Burrell House. Remedial action for these buildings is<br />
proposed in the current Capital Plan.<br />
1.2 Planning and future purchases<br />
Student numbers are unlikely to increase significantly<br />
during the life <strong>of</strong> this <strong>Strategy</strong>. Individual Faculties<br />
have, however, experienced changes in recruitment<br />
patterns, giving rise to accommodation pressures in<br />
some areas. In many cases the solution lies in better<br />
use <strong>of</strong> our teaching space, including greater flexibility<br />
on the part <strong>of</strong> Faculties regarding the time and<br />
location <strong>of</strong> teaching, rather than new building projects.<br />
Even though the campus is fairly compact, Faculties<br />
are <strong>of</strong>ten reluctant to disperse activities beyond their<br />
‘core’ buildings.<br />
As noted earlier the <strong>University</strong>’s strategy should be to<br />
preserve the current geographical focus and resist any<br />
temptation to move to areas outside the ‘<strong>University</strong><br />
Quarter’.<br />
There are a number <strong>of</strong> sites within the ‘<strong>University</strong><br />
Quarter’ that may become available, and the<br />
<strong>University</strong> should always be prepared to consider<br />
acquiring sites <strong>of</strong> strategic importance within or<br />
adjacent to the campus.<br />
Our strategy should continue to be that we will<br />
investigate and consider site acquisitions within the<br />
<strong>University</strong> Quarter as possibilities arise and in the light<br />
<strong>of</strong> <strong>University</strong> needs and finances at the time.<br />
1.3 Aspirations<br />
Most <strong>of</strong> our estate is in category A or B condition as<br />
noted earlier. Our aim is to have all <strong>of</strong> our facilities in at<br />
least the B category.<br />
The cost <strong>of</strong> energy continues to rise and is now a very<br />
significant part <strong>of</strong> the <strong>Estate</strong>s budget. A further<br />
1 Community and Neighbourhood Award. Best Environmental Project. Best Historic Garden. Best Newcomer. Best Environment Project for Wildlife<br />
Conservation.<br />
2 EMS Condition measures A to D; A = being as new, B = sound, operationally safe and exhibiting only minor deterioration, C = in need <strong>of</strong> significant<br />
refurbishment and D = unserviceable.<br />
4 ESTATE STRATEGY <strong>2011–2015</strong> UNIVERSITY OF PORTSMOUTH
aspiration therefore is to ensure that all buildings<br />
are as energy-efficient as possible. For all new<br />
construction we will specify a ‘BREEAM 3 excellent’<br />
rating when tendering.<br />
We will also follow current best practice for<br />
sustainable construction and refurbishment work.<br />
Finally, we will continue to undertake sufficient<br />
preventive work to avoid creating problems for the<br />
future (‘long term maintenance’). Our strategy will<br />
be to ensure that a sufficient and adequate annual<br />
budget is allocated for long-term maintenance.<br />
2. <strong>Estate</strong> data<br />
This section looks in some detail at the estate and provides<br />
key data upon which decisions for the future can be made.<br />
The original data from which this information is obtained<br />
can be found in the appendices and is taken from the<br />
institutional return to HEFCE for the EMS relating to 2009.<br />
2.1 Areas<br />
2.3 Ownership<br />
At 79% the majority <strong>of</strong> the <strong>University</strong>’s property is<br />
held under freehold ownership. The remaining 21%<br />
is split between leasehold (2%) and long leasehold,<br />
exceeding 25 years (19%).<br />
The leasehold properties are a mix <strong>of</strong> academic,<br />
research and pr<strong>of</strong>essional services use. Of the long<br />
leasehold properties the majority are residential<br />
buildings on the Guildhall Campus which provide<br />
approximately 45% <strong>of</strong> the overall study bedrooms<br />
managed by the <strong>University</strong>.<br />
2.4 Condition<br />
The condition <strong>of</strong> the estate is assessed internally<br />
as part <strong>of</strong> the annual EMS return to HEFCE with<br />
properties placed in one <strong>of</strong> four condition categories,<br />
A to D (refer to paragraph 1.1, footnote 2).<br />
The <strong>University</strong> has a rolling five year planned<br />
preventative maintenance strategy which is further<br />
explained in paragraph 6.<br />
The overall <strong>University</strong> estate amounts to a little under<br />
26 hectares. Of this total approximately 10.5 hectares<br />
are playing fields at the Langstone Campus and just<br />
over four hectares are parkland at Ravelin Park on the<br />
Guildhall Campus.<br />
The estate comprises 91 buildings <strong>of</strong> which 23 are<br />
halls <strong>of</strong> residence providing c3,000 bedspaces. The<br />
gross internal area <strong>of</strong> these buildings equates to<br />
207,000m 2 with c137,000m 2 <strong>of</strong> this being academic<br />
and support facilities and the remaining 70,000m 2<br />
residential.<br />
2.2 Age<br />
The buildings which make up the <strong>University</strong>’s estate<br />
vary in age from the mid 1800s through to buildings<br />
still under construction with just over half <strong>of</strong> the total<br />
area being constructed since 1980. The percentage<br />
distribution is shown in Figure 1 below.<br />
Figure 2. Condition <strong>of</strong> the estate (2009)<br />
100%<br />
B – 65%<br />
A – 27%<br />
C –<br />
8%<br />
D – 0%<br />
60<br />
80%<br />
D<br />
% <strong>of</strong> estate<br />
50<br />
40<br />
30<br />
20<br />
60%<br />
40%<br />
20%<br />
0%<br />
Non-residential<br />
Residential<br />
C<br />
B<br />
A<br />
10<br />
0<br />
Pre<br />
1914<br />
1915–<br />
1939<br />
1940–<br />
1959<br />
1960–<br />
1979<br />
1980<br />
on<br />
Figure 3. Condition <strong>of</strong> the estate by function<br />
Figure 1. Age <strong>of</strong> buildings<br />
3 BREEAM (Building Research Establishment Environmental Assessment Method) is an environmental assessment method for buildings. It sets the<br />
standard for best practice in sustainable design and has become the de facto measure used to describe a building’s environmental performance.<br />
UNIVERSITY OF PORTSMOUTH ESTATE STRATEGY <strong>2011–2015</strong> 5
2.5 Space utilisation<br />
The <strong>University</strong> aims to use teaching space as<br />
efficiently as possible, whilst <strong>of</strong>fering students<br />
convenient, reasonably spacious and fit for purpose<br />
facilities. There is, <strong>of</strong> course, a conflict between these<br />
two aims: raising utilisation (defined as the product<br />
<strong>of</strong> frequency <strong>of</strong> use and room occupancy) inevitably<br />
generates complaints <strong>of</strong> overcrowding and less than<br />
convenient timetables. Therefore, applying too much<br />
pressure on space utilisation can have undesirable<br />
consequences.<br />
During 2008–09 the <strong>University</strong> appointed SUMS 4 to<br />
review its timetabling processes, which are <strong>of</strong> course<br />
closely related to space utilisation. In their report<br />
SUMS notes that ‘space utilisation [at <strong>Portsmouth</strong>] is<br />
so good that it can be compared with the best [in the<br />
sector]’.<br />
These Key Performance Indicators are in line with the<br />
<strong>University</strong>’s EMS Peer Group.<br />
2.7 Functional suitability<br />
The functional suitability <strong>of</strong> each building is also<br />
assessed as part <strong>of</strong> the annual EMS return to HEFCE<br />
using four categories from excellent through to poor.<br />
The majority <strong>of</strong> the estate achieves an excellent<br />
rating which, together with the results achieved<br />
under the assessment <strong>of</strong> condition, reflect the level<br />
<strong>of</strong> investment the <strong>University</strong> has made in the estate<br />
and the level <strong>of</strong> importance it places on having a good<br />
quality learning and working environment.<br />
General teaching space is categorised as either<br />
pooled or dedicated, pooled space being generally<br />
managed and timetabled centrally and dedicated<br />
space being departmentally managed and timetabled.<br />
However, the final timetable coordination is<br />
undertaken centrally by the Central Timetabling Unit.<br />
Excellent<br />
79%<br />
Good<br />
20%<br />
Fair<br />
1%<br />
Utilisation statistics are produced each semester, the<br />
average results for the first semester 2008–09 are<br />
given in the table below.<br />
Poor 0%<br />
Table 1. Space utilisation summary<br />
Pooled<br />
space<br />
Dedicated<br />
space<br />
Frequency Occupancy Utilisation<br />
79% 55% 44%<br />
68% 50% 37%<br />
Overall occupancy rates for the halls <strong>of</strong> residence are<br />
monitored on a regular basis and consistently report<br />
high levels <strong>of</strong> space efficiency. Average occupancy<br />
levels across all halls for the 2008/2009 academic<br />
year is reported as 98.76%<br />
2.6 Running costs<br />
As previously mentioned, the <strong>University</strong> submits data<br />
to the HEFCE backed EMS data collection exercise.<br />
Key outcomes from the 2009 submission are noted<br />
below.<br />
• Total property costs<br />
per m 2 (NIA) – £95<br />
per student head – £782<br />
• Maintenance costs<br />
per m 2 (GIA) – £21<br />
• Energy costs<br />
per m 2 (GIA) – £9.74<br />
Gas as a percentage <strong>of</strong> total energy costs – 29%<br />
Electricity as a percentage <strong>of</strong> total energy costs –<br />
71%<br />
• Energy consumption<br />
kW/h per m 2 (GIA) – 192<br />
kW/h per student FTE – 2518<br />
Figure 4. Functional suitability <strong>of</strong> the built estate<br />
2.8 Summary<br />
During the course <strong>of</strong> the outgoing Plan the <strong>University</strong><br />
has been able to maintain its estate at an overall<br />
good standard and achieve space utilisation levels<br />
in line with the best in the sector. Projects currently<br />
underway or scheduled for this plan period should<br />
see an end to the poorer quality estate either by<br />
refurbishment or replacement.<br />
3. Out-turn from the 2006–2010<br />
<strong>Estate</strong> <strong>Strategy</strong><br />
The outgoing <strong>Estate</strong> <strong>Strategy</strong> set the <strong>University</strong> some key<br />
goals in terms <strong>of</strong> improvements to the estate, many <strong>of</strong><br />
which have been achieved. These goals and their outcomes<br />
are highlighted in Appendix 3.<br />
4. Overview <strong>of</strong> requirements<br />
Through the implementation <strong>of</strong> its previous Capital Plan and<br />
<strong>Estate</strong> <strong>Strategy</strong> the <strong>University</strong> has made good progress<br />
towards the strategic objectives <strong>of</strong> replacing poor quality<br />
space, refurbishing existing buildings, ensuring that learning<br />
spaces are fit for purpose, meeting the needs <strong>of</strong> new<br />
subject areas (e.g. Dentistry and Law), and providing new<br />
student accommodation.<br />
We still have some poor quality space which it is<br />
uneconomic or impractical to refurbish (particularly the<br />
Wiltshire Building and Eldon West). We also have two<br />
4 Southern Universities Management Services.<br />
6 ESTATE STRATEGY <strong>2011–2015</strong> UNIVERSITY OF PORTSMOUTH
uildings that require extensive refurbishment if we are to<br />
retain them for the medium to long term (Mercantile House<br />
and St. George’s). Finally, we have one student hall which is<br />
outdated and cannot easily be updated (Burrell Hall). There<br />
is a significant and persistent unmet demand for student<br />
housing.<br />
The <strong>University</strong>’s home/EU student numbers are likely to<br />
remain fixed for the next few years. There may be some<br />
growth in international student numbers (for example from<br />
ICP), and this may have implications for student housing<br />
needs. However, it does not seem likely that any major<br />
expansion <strong>of</strong> the <strong>University</strong>’s academic space will be<br />
needed during the lifetime <strong>of</strong> this <strong>Strategy</strong>.<br />
Two Faculties (CCi and HSS) suffer from having their<br />
activities dispersed across more than one separated site.<br />
An aim <strong>of</strong> this <strong>Strategy</strong> is to co-locate Faculties as far as<br />
possible. This aim will be largely met by moving the School<br />
<strong>of</strong> Architecture and SCAFM to the proposed Eldon West<br />
and NTR buildings (see later), and also by moving SECS<br />
and ICJS to the new Victoria Building (again see later).<br />
Thus, the <strong>University</strong>’s likely space requirements and strategy<br />
can be summarised as follows:<br />
• We need to provide space for academic activities (i.e.<br />
teaching and research) at about the current level.<br />
• We must work to ensure that our teaching and research<br />
spaces (laboratories, lecture theatres, seminar rooms<br />
etc) meet current and future Faculty requirements for<br />
size, configuration, facilities and equipment. This may<br />
mean re-configuration <strong>of</strong> room sizes and layouts has to<br />
take place as teaching/research needs change.<br />
• There is a continuing demand from academic staff for<br />
individual cellular <strong>of</strong>fice space. However, this demand<br />
is unsustainable in terms <strong>of</strong> general provision for<br />
academic and support staff. The design <strong>of</strong> any new<br />
build or major refurbishment project will be based on<br />
sensitively designed shared <strong>of</strong>fice areas accompanied<br />
by adequate and appropriate provision <strong>of</strong> private<br />
interview rooms. This should lead to a more cost<br />
effective and efficient use <strong>of</strong> space resources. Where<br />
it is considered there is supportable justification<br />
to deviate from this policy this will require the prior<br />
approval <strong>of</strong> the Directorate.<br />
• Our aim is to maintain the quality <strong>of</strong> our existing stock<br />
<strong>of</strong> student accommodation, and as finances and<br />
opportunities permit make available further student<br />
bedrooms. As a very rough estimate we may need<br />
another 1500 bedrooms in addition to the number<br />
available in 2009/10. We should not necessarily aim<br />
to own or lease additional student housing – seeking<br />
development partners may be a more effective way<br />
to secure additional student housing and reduces the<br />
financial risk to the <strong>University</strong>.<br />
• The <strong>University</strong>’s Pr<strong>of</strong>essional Services and Support<br />
Departments are dispersed across a number <strong>of</strong><br />
buildings, some <strong>of</strong> which are not well optimised for<br />
their current use. As opportunities arise we should<br />
consider co-locating Pr<strong>of</strong>essional Services and Support<br />
Departments in larger, more energy-efficient and betterquality<br />
buildings – especially where this allows us to<br />
dispose <strong>of</strong> or terminate leases on some <strong>of</strong> our smaller<br />
and less desirable properties.<br />
5. Planning the future estate<br />
5.1 Background<br />
Recent years has seen the <strong>University</strong> invest heavily in<br />
its estate with transformational results. The estate has<br />
been transformed from one with a disparate collection<br />
<strong>of</strong> buildings spread across a number <strong>of</strong> areas <strong>of</strong><br />
the city in varying states <strong>of</strong> condition and functional<br />
suitability to one predominantly located in the heart<br />
<strong>of</strong> the city comprising buildings in good condition<br />
and providing a high level <strong>of</strong> functional suitability. This<br />
has been achieved by a mix <strong>of</strong> property acquisitions,<br />
disposals, refurbishments and a number <strong>of</strong> new<br />
purpose-built buildings.<br />
This process has been guided by previous <strong>Estate</strong>s<br />
Strategies building on an initial framework set out in<br />
1992, updated in 1999/2000 and a master plan which<br />
set out a vision for the future <strong>of</strong> the <strong>University</strong> in 1992.<br />
Most <strong>of</strong> the aspirations <strong>of</strong> that plan have now been<br />
achieved.<br />
In 1995 a detailed planning study <strong>of</strong> Ravelin Park was<br />
undertaken to inform possible future developments in<br />
that location as it was clear that the available land for<br />
future development was limited. The amenity value <strong>of</strong><br />
the park was recognised and therefore the resultant<br />
plan was landscape driven which maintained the<br />
amenity value whilst identifying a number <strong>of</strong> sites,<br />
predominantly to the north <strong>of</strong> the park, which could<br />
be developed. The plan was formally adopted by<br />
<strong>Portsmouth</strong> City Council as planning guidance for<br />
future planning decisions.<br />
Langstone Campus had the benefit <strong>of</strong> a planning<br />
consent for a further 680 study bedrooms, however,<br />
the decision was taken in 2002 not to pursue a<br />
renewal due to the strengthening <strong>of</strong> planning policy<br />
relating to open spaces, playing fields and housing,<br />
coupled with the difficult planning history <strong>of</strong> the site.<br />
5.2 Overview <strong>of</strong> future development<br />
opportunities<br />
As intimated previously in this document the<br />
<strong>University</strong> has limited opportunities for undertaking<br />
developments on land in its existing freehold<br />
ownership. Where such opportunities do exist they<br />
generally require demolition <strong>of</strong> existing building stock<br />
as part <strong>of</strong> the development. There are however a<br />
small number <strong>of</strong> possibilities for such developments<br />
which are expanded upon later in this <strong>Strategy</strong> but in<br />
summary they are:<br />
• Anglesea-Burnaby area on land released as a<br />
result <strong>of</strong> previous or future demolition <strong>of</strong> poorer<br />
quality buildings.<br />
• The remaining undeveloped sites identified in<br />
the Ravelin Park development plan referred to in<br />
paragraph 5.1 above and consisting mainly <strong>of</strong><br />
the site <strong>of</strong> the previous Student Union building,<br />
Alexandra House.<br />
• Wiltshire Building site.<br />
UNIVERSITY OF PORTSMOUTH ESTATE STRATEGY <strong>2011–2015</strong> 7
Two other possibilities which were not in <strong>University</strong><br />
ownership were identified in the previous <strong>Estate</strong><br />
<strong>Strategy</strong>, namely the site <strong>of</strong> the Tennis Dome in<br />
Cambridge Road (currently in MOD ownership<br />
and leased to <strong>Portsmouth</strong> City Council) and the<br />
site <strong>of</strong> the Swimming Pool in Victoria Park (owned<br />
by <strong>Portsmouth</strong> City Council). Whilst the former <strong>of</strong><br />
these two remains a possibility in the future, at the<br />
time <strong>of</strong> drafting this <strong>Strategy</strong> the <strong>University</strong> is in the<br />
final stages <strong>of</strong> negotiations to acquire the site <strong>of</strong> the<br />
swimming pool in Victoria Park for a mixed student<br />
residential and academic space development.<br />
In addition to these two sites, land to the rear <strong>of</strong> and<br />
in the ownership <strong>of</strong> the New Theatre Royal (NTR) has<br />
also been identified as a possible future development<br />
site for the location <strong>of</strong> certain aspects <strong>of</strong> the various<br />
performing arts departments.<br />
5.3 Planning studies<br />
In order to provide a realistic basis for the satisfaction<br />
<strong>of</strong> future development needs the <strong>University</strong><br />
commissioned studies <strong>of</strong> the North Campus,<br />
the southern end <strong>of</strong> Ravelin Park and the site at<br />
Eastney in an effort to establish acceptable levels <strong>of</strong><br />
development in these areas.<br />
5.3.1 North Campus<br />
The removal <strong>of</strong> temporary buildings at the<br />
rear <strong>of</strong> the Anglesea and Burnaby Buildings<br />
was undertaken using HEFCE Poor <strong>Estate</strong>s<br />
Initiative funding from 1999 onwards. This led<br />
to the creation <strong>of</strong> a number <strong>of</strong> development<br />
opportunities in this area, and architects<br />
Stubbs Rich were commissioned to examine<br />
the options for its future and that <strong>of</strong> the North<br />
Campus more generally.<br />
The study concluded that it would be possible<br />
to undertake a phased redevelopment <strong>of</strong> five<br />
buildings on the area between Anglesea and<br />
Burnaby buildings which when completed<br />
would provide over 15,800m 2 <strong>of</strong> new space<br />
whilst demolishing approximately 8,350m 2<br />
resulting in a net addition <strong>of</strong> approximately<br />
7,450m 2 . These proposals were supported by<br />
the local planning authority and approved by<br />
the Board <strong>of</strong> Governors as the preferred route<br />
for future development <strong>of</strong> the North Campus.<br />
The Dennis Sciama Building is the first building<br />
<strong>of</strong> this plan, possible without significant<br />
demolition, and was completed and opened<br />
for use in January 2009 and provided a new<br />
home for the Institute <strong>of</strong> Cosmology and<br />
Gravitation, a variety <strong>of</strong> general purpose<br />
teaching spaces and new staff and student<br />
catering facilities.<br />
5.3.2 Ravelin Park South<br />
The Ravelin Park plan previously mentioned<br />
established the principle that developments<br />
could be undertaken on the site <strong>of</strong> a<br />
demolished building. This principle has been<br />
adopted for the Student Centre building and<br />
the Dental Outreach Centre. The previous<br />
Students’ Union building, Alexandra House,<br />
was located in the south west corner <strong>of</strong><br />
the Park and this site, together with the<br />
adjacent Rotunda building site were reviewed<br />
to establish the scale <strong>of</strong> buildings that<br />
would be acceptable to the local planning<br />
authority. This review, supported by the local<br />
planning authority, concluded that buildings<br />
<strong>of</strong> approximately 3,350m 2 and 1,750m 2<br />
respectively were likely to be acceptable. The<br />
Alexandra House building site is currently<br />
being utilised as a car park under a temporary<br />
planning permission.<br />
5.3.3 Institute <strong>of</strong> Marine Sciences, Eastney<br />
The site at Eastney was acquired from<br />
the MOD in the mid 1990s and consists<br />
<strong>of</strong> a collection <strong>of</strong> separate buildings on an<br />
exposed site on a spit <strong>of</strong> land in Langstone<br />
Harbour. Whilst the buildings provide adequate<br />
accommodation in most respects there is<br />
a need for additional space and the ability<br />
to move between facilities in comfort when<br />
the weather is inclement would be a distinct<br />
advantage. A basic development plan was<br />
produced in 2004 in order to demonstrate<br />
how the site could be developed on a phased<br />
basis whilst remaining operational. This was<br />
undertaken to inform the location etc. <strong>of</strong> a<br />
new building which has subsequently been<br />
constructed and which effectively forms the<br />
first phase <strong>of</strong> a development plan.<br />
In 2009 architects were appointed to produce<br />
a more detailed development plan which<br />
satisfied the local planning authority and<br />
enabled the <strong>University</strong> to progress the next<br />
phase. The resulting document proposes<br />
a further three phases <strong>of</strong> development<br />
comprising individual buildings linked by a<br />
common atrium/link which will enable users<br />
to move between facilities in comfort. These<br />
three phases provide a total <strong>of</strong> 2,231m 2<br />
(GEA) <strong>of</strong> new space whilst demolishing some<br />
1,107m 2 (GEA) <strong>of</strong> existing accommodation<br />
thus providing a net additional 1,124m 2 (GEA)<br />
<strong>of</strong> space. It is anticipated that the first <strong>of</strong> these<br />
three phases will commence on site in 2010.<br />
5.4 Other development opportunities<br />
5.4.1 Wiltshire Building<br />
The Wiltshire Building currently houses<br />
performing arts and music activities and is<br />
in many ways less than ideal. Should the<br />
joint development with the NTR referred to<br />
in paragraph 5.3 above come to fruition this<br />
site is likely to be disposed <strong>of</strong>. However,<br />
should this not turn out to be the case the<br />
site provides a possible opportunity for<br />
development in the future, ideally in connection<br />
with the acquisition <strong>of</strong> adjacent properties to<br />
create a more rational footprint. Initial thoughts<br />
are that a development <strong>of</strong> approximately<br />
3,500–4,500m 2 would be possible on the<br />
rationalised site.<br />
8 ESTATE STRATEGY <strong>2011–2015</strong> UNIVERSITY OF PORTSMOUTH
5.4.2 Swimming Pool Site, Victoria Park<br />
The <strong>University</strong> is currently working with<br />
a development partner to acquire and<br />
develop this site to provide approximately<br />
600 bedrooms <strong>of</strong> student residential<br />
accommodation together with approximately<br />
4,300m 2 <strong>of</strong> academic space. This will assist<br />
with the shortfall <strong>of</strong> student bedrooms<br />
identified in paragraph 4 and enable the<br />
potential disposal <strong>of</strong> the St George’s Building<br />
and Burrell House located on the southern<br />
edge <strong>of</strong> the Guildhall Campus.<br />
5.4.3 Tennis Dome Site<br />
An initial assessment is that this site, located<br />
adjacent to the Nuffield Sports Hall and<br />
Spinnaker buildings could accommodate a<br />
building <strong>of</strong> approximately 4,000m 2 . Due to<br />
the current ownership status <strong>of</strong> the site any<br />
potential acquisition is likely to be a lengthy<br />
process and is also unlikely to become<br />
available in the near future. At this stage it has<br />
been considered for completeness sake but<br />
has not been taken into account in current<br />
plans.<br />
5.4.4 New Theatre Royal back lot<br />
At the time <strong>of</strong> drafting this <strong>Strategy</strong> the<br />
<strong>University</strong> is working with the NTR to jointly<br />
develop this site for both <strong>University</strong> activities<br />
and much needed additional facilities for the<br />
theatre which they lost in a fire in 1972. This<br />
development will enable the co-location <strong>of</strong><br />
performing arts and music with a working<br />
theatre and the probable disposal <strong>of</strong> the<br />
Wiltshire Building where these activities are<br />
currently based.<br />
5.4.5 Milldam House<br />
Milldam house is an in-lier in the <strong>University</strong>’s<br />
property portfolio which is currently owned<br />
by <strong>Portsmouth</strong> City Council. It is unlikely to<br />
<strong>of</strong>fer a future development opportunity, but<br />
its acquisition could provide an additional<br />
250m 2 <strong>of</strong> space and rationalise the <strong>University</strong>’s<br />
boundary in this part <strong>of</strong> the North Campus.<br />
5.5 Future needs<br />
It is not anticipated that the <strong>University</strong> will grow<br />
significantly either in terms <strong>of</strong> student numbers or<br />
overall size <strong>of</strong> estate during the period <strong>of</strong> this <strong>Estate</strong><br />
<strong>Strategy</strong>. It will therefore more likely be a period <strong>of</strong><br />
consolidation and rationalisation as opportunities arise<br />
rather than expansion. However, should expansion<br />
become necessary it would be possible to build<br />
additional facilities on existing <strong>University</strong> sites.<br />
5.6 Other considerations<br />
As mentioned in paragraph 1.1 Mercantile House<br />
falls within the small percentage <strong>of</strong> the estate<br />
that is considered to be in condition category C.<br />
The completion <strong>of</strong> the Eldon, NTR and Victoria<br />
developments and the subsequent vacation <strong>of</strong> St<br />
George’s Building will provide decant space for the<br />
activities remaining in Mercantile House. This will<br />
enable Mercantile House to be refurbished thereby<br />
removing a significant portion <strong>of</strong> the category C space.<br />
Three sites currently have temporary planning<br />
consents, Milldam Nursery, Ravelin Car Park and<br />
Montgomery Building at Eastney. The Nursery,<br />
currently housed in a temporary building in the<br />
Milldam Courtyard, is due to move into new facilities<br />
in LA Block at Milldam following its refurbishment and<br />
conversion. The temporary nursery building will then<br />
be removed.<br />
The Ravelin Car Park consent has been renewed for<br />
a further three years expiring in 2010. This is proving<br />
to be a beneficial asset to the <strong>University</strong>, and the City<br />
who make use <strong>of</strong> it at weekends, and attempts will<br />
be made to secure a permanent consent if possible.<br />
However, this will not be a straightforward exercise<br />
due to the City’s transport policies. The site does,<br />
<strong>of</strong> course, remain as one <strong>of</strong> the <strong>University</strong>’s possible<br />
development sites.<br />
The Montgomery Building at Eastney will be removed<br />
as part <strong>of</strong> the last phase <strong>of</strong> development on this site<br />
(see paragraph 5.4.3 above) and until such time as<br />
this is instigated further renewals will be required.<br />
5.7 Summary<br />
The various planning studies that have been<br />
undertaken have identified a number <strong>of</strong> development<br />
opportunities on sites currently in <strong>University</strong><br />
ownership. There are also two site acquisitions, NTR<br />
and Victoria Pool, which are currently being pursued.<br />
Due to the anticipation that the <strong>University</strong> will not grow<br />
significantly during this plan period it is believed that<br />
further site acquisitions will not be necessary to meet<br />
the <strong>University</strong>’s strategic aims. However, the exception<br />
to this would be if opportunities arise to acquire sites<br />
that would be <strong>of</strong> strategic importance in terms <strong>of</strong><br />
their location or if such an acquisition would enable<br />
further consolidation and rationalisation <strong>of</strong> activities,<br />
particularly in terms <strong>of</strong> the Pr<strong>of</strong>essional Services<br />
departments.<br />
6. <strong>Estate</strong> maintenance<br />
One <strong>of</strong> the strategic aims <strong>of</strong> the <strong>University</strong> is to give an<br />
excellent student experience. There are many things that<br />
combine to provide this but one essential ingredient is to<br />
<strong>of</strong>fer a well maintained estate in good condition and fit for<br />
the purpose. As has been mentioned previously the majority<br />
<strong>of</strong> the estate falls with condition categories A or B but to<br />
achieve and maintain this level <strong>of</strong> quality requires a pro<br />
active maintenance programme which is adequately funded.<br />
The day-to-day maintenance <strong>of</strong> the estate can be<br />
subdivided into reactive and planned preventative activities.<br />
Reactive maintenance is reported through the <strong>Estate</strong>s<br />
Helpdesk and formally logged into the works order<br />
management system. The aim is to increase the level<br />
<strong>of</strong> planned preventative maintenance and, as a result,<br />
reduce the level <strong>of</strong> reactive activities required by the early<br />
identification and rectification <strong>of</strong> problems.<br />
UNIVERSITY OF PORTSMOUTH ESTATE STRATEGY <strong>2011–2015</strong> 9
A programme <strong>of</strong> annual condition surveys is used to inform<br />
a rolling five year Long Term Maintenance (LTM) plan<br />
which identifies and schedules the more major items <strong>of</strong><br />
expenditure as opposed to the day-to-day maintenance<br />
referred to above. The LTM is reviewed on a regular basis<br />
and revised in accordance with the surveys and available<br />
budgets.<br />
7. Health and safety<br />
The <strong>University</strong>’s central Health and Safety Office has overall<br />
responsibility for ensuring the activities <strong>of</strong> the <strong>University</strong><br />
are carried out in accordance with relevant legislation etc.<br />
Management <strong>of</strong> the estate in general clearly falls within this<br />
overall remit but there are specific, and increasingly more,<br />
sections <strong>of</strong> legislation which relate to the wide range <strong>of</strong><br />
activities that constitute estate management. The <strong>University</strong><br />
will integrate Health and Safety into all <strong>of</strong> these activities,<br />
taking all reasonable and practical steps to ensure the<br />
health and safety <strong>of</strong> all persons affected by them.<br />
The <strong>University</strong> uses s<strong>of</strong>tware to manage many <strong>of</strong> its estate<br />
related activities and will work towards incorporating the<br />
management and coordination <strong>of</strong> health and safety into the<br />
existing s<strong>of</strong>tware systems to ensure compliant safe systems<br />
<strong>of</strong> work are used for all <strong>of</strong> its activities and the activities <strong>of</strong><br />
third parties employed to undertake estate management<br />
tasks on its behalf.<br />
8. Environmental management<br />
8.1 Policy and legislation<br />
Continuing to improve the overall environmental<br />
management and performance <strong>of</strong> the estate is key to<br />
achieving standards and reducing operational costs.<br />
To support this, the <strong>University</strong> has created a policy<br />
structure which includes controls on the impacts <strong>of</strong><br />
the buildings, starting with the environmental policy<br />
and concluding with codes <strong>of</strong> practice for sustainable<br />
construction, and energy and carbon reduction.<br />
Within this policy context it is expected that design<br />
teams will consistently use the BREEAM approach to<br />
sustainable building design in order to drive the need<br />
for energy efficient buildings which are cheaper to run.<br />
HEFCE has introduced carbon management<br />
policy which expects Universities to have carbon<br />
management plans in place and to report annually<br />
on carbon reductions in order to satisfy CIF2.<br />
From a legislation perspective there are increasing<br />
demands on the estate to be publicly accountable<br />
for energy consumption and associated carbon<br />
emissions. The introduction in 2008 <strong>of</strong> Display Energy<br />
Certificates (DEC) for existing larger buildings, Energy<br />
Performance Certificates (EPC) for new, sold or rented<br />
buildings and the introduction <strong>of</strong> the CRC Energy<br />
Efficiency Scheme are pressing the <strong>University</strong> to<br />
acknowledge and reduce its carbon emissions.<br />
The estate also has to simplify its approach to the<br />
management <strong>of</strong> new waste management legislation<br />
that covers site waste management plans for<br />
construction/refurbishment projects over a certain<br />
value and disposal controls on waste electrical and<br />
electronic equipment (WEEE) and batteries.<br />
Ultimately, to install safeguards and proper controls,<br />
accreditation to the international standard for<br />
environmental management systems (ISO14001) by<br />
2013 is essential as it will provide external scrutiny <strong>of</strong><br />
our compliance with environmental policy, legislation<br />
and procedures. The first stages <strong>of</strong> accreditation<br />
are being implemented by a joint Health, Safety and<br />
Environment project board which is aiming to expand<br />
the use <strong>of</strong> the existing estate management s<strong>of</strong>tware,<br />
Maximo, to host system records.<br />
8.2 Carbon reduction<br />
The CRC Energy Efficiency Scheme is a compelling<br />
reason to reduce carbon emissions from energy<br />
consumption as the <strong>University</strong> is subject to full<br />
compliance and is having to carefully manage its<br />
participation and performance within the scheme.<br />
From April 2011 carbon allowances will have to be<br />
purchased for the year ahead with some return <strong>of</strong><br />
this expenditure depending upon performance in the<br />
annual league tables.<br />
In recognition <strong>of</strong> the carbon reduction obligations<br />
there are already in place schemes to reduce carbon<br />
emissions from energy use. The <strong>University</strong>’s success<br />
in obtaining funding from the HEFCE/Salix Revolving<br />
Green Fund has enabled the creation <strong>of</strong> a fund for<br />
energy efficiency projects which is now saving up<br />
to 400t CO2 per annum and producing significant<br />
reductions to energy bills. The fund is continually<br />
topped up from energy savings and will be used to<br />
drive carbon emissions down. In addition the whole<br />
estate has been covered by a radio-based energy use<br />
monitoring system which can in most cases monitor<br />
and record gas and electricity consumption per<br />
building each half hour <strong>of</strong> every day. This automatic<br />
monitoring and targeting system (AM&T) will be used<br />
to identify where energy usage can be reduced.<br />
Participation in the Carbon Trust’s HE Carbon<br />
Management Programme will culminate in a detailed<br />
carbon management plan being available in the first<br />
half <strong>of</strong> 2011. The plan will provide a long-term carbon<br />
reduction strategy from energy use but will also cover<br />
carbon emissions from fleet vehicles, recycling and<br />
waste, water consumption and commuting, all areas<br />
influenced by management <strong>of</strong> the estate. It is likely<br />
that a strategic rethink <strong>of</strong> energy supply to buildings<br />
will be required in order to meet long-term carbon<br />
reduction targets.<br />
Reliable data collection systems are proving vital in<br />
the reporting <strong>of</strong> carbon emissions and in improving<br />
environmental performance generally. Systems will be<br />
extended to cover all scopes <strong>of</strong> carbon emission and<br />
existing relationships maintained to monitor water use<br />
and provide monthly weight data for recycling and<br />
general waste. Carbon reduction will be overseen by<br />
the work <strong>of</strong> the Carbon Management Group chaired<br />
by a Pro Vice-Chancellor which will continue to<br />
guide the <strong>University</strong> through its carbon management<br />
obligations.<br />
10 ESTATE STRATEGY <strong>2011–2015</strong> UNIVERSITY OF PORTSMOUTH
8.3 Sustainable construction and<br />
refurbishment<br />
The <strong>University</strong> has successfully achieved an<br />
‘Excellent’ BREEAM rating for the library extension<br />
in the past and this approach will be included in the<br />
specification for all new buildings. To compliment<br />
this approach use <strong>of</strong> the BRE Green Guide to<br />
Specification will be used as a valuable asset in the<br />
selection <strong>of</strong> materials with low environmental impact.<br />
Ideally a standard specification for sustainable<br />
construction will be developed for use in tendering<br />
which will ensure in particular the procurement <strong>of</strong> low<br />
energy use buildings. The specification could be used<br />
for the refurbishment <strong>of</strong> buildings too.<br />
Waste weight data from construction and<br />
refurbishment projects will be collected from<br />
contractors site waste management plans (SWMP)<br />
and incorporated within annual statistics.<br />
The estate needs to recognise its role in adapting<br />
to climate change. Over the course <strong>of</strong> this <strong>Strategy</strong><br />
a climate change risk assessment needs to be<br />
undertaken and a plan put in place which influences<br />
a range <strong>of</strong> services including building design to cope<br />
with changes in our climate.<br />
9. Funding the <strong>Estate</strong> <strong>Strategy</strong><br />
Since 1999 the <strong>University</strong> has produced a Capital Plan<br />
which is updated every 4–5 years. The Capital Plan runs<br />
in parallel with the <strong>Estate</strong>s <strong>Strategy</strong> and is intended to<br />
demonstrate that the <strong>University</strong>’s capital expenditure<br />
ambitions are achievable.<br />
The current Capital Plan covers the period from 2009–2014.<br />
The detailed Plan was presented and discussed at the<br />
meeting <strong>of</strong> <strong>Estate</strong>s and IT Committee held on 26 May<br />
2009. The total expenditure proposed (including 10% for<br />
contingencies and an allowance for inflation over the life <strong>of</strong><br />
the Plan) is £64m. This expenditure is partially funded by a<br />
number <strong>of</strong> planned property disposals.<br />
The Capital Plan is focussed almost entirely on<br />
improvements to the <strong>University</strong> <strong>Estate</strong>. New and refurbished<br />
academic buildings and the provision <strong>of</strong> additional student<br />
accommodation are planned. A key aim is to improve the<br />
student experience by eliminating the remaining poorerquality<br />
accommodation. Funding is drawn from a variety <strong>of</strong><br />
sources, including:<br />
• Disposals (Wiltshire, Burrell, Halpern, St George’s,<br />
Guildhall Walk)<br />
• HEFCE Teaching and Learning Capital Funding<br />
• HEFCE Strategic Development fund<br />
• NHS (for Dental Outreach)<br />
• the <strong>University</strong>’s own resources.<br />
The 2009 Capital Plan was written during 2008–9 and<br />
property prices have changed substantially in the last 18<br />
months. The outlook for HEFCE (and other public sector)<br />
funding is far more uncertain than was the case at the time<br />
the Plan was drafted. Nevertheless, work has continued on<br />
most <strong>of</strong> the projects reported in the Plan. In most cases<br />
substantial progress has been made with planning and<br />
design, and in some cases site work is underway or has<br />
been completed.<br />
A refurbishment <strong>of</strong> Mercantile House (estimated cost around<br />
£10m) has been deferred until other major projects (Eldon<br />
and Victoria) are complete. Mercantile is a stand alone<br />
project and is one where deferral due to funding delays<br />
would impact least severely on student experience <strong>of</strong> the<br />
three main projects in the Plan. A structural survey has been<br />
undertaken to confirm that this building requires no urgent<br />
remedial action.<br />
For similar reasons the planned refurbishment <strong>of</strong> the St<br />
George’s Building has also been deferred.<br />
The major building projects included in the Plan are:<br />
• development <strong>of</strong> the Victoria Pool site;<br />
• development <strong>of</strong> the Eldon West site and a linked<br />
development on the New Theatre Royal ‘back lot’;<br />
• replacement <strong>of</strong> marine science laboratories at Eastney;<br />
• construction <strong>of</strong> a security lodge and refurbishment <strong>of</strong><br />
the changing rooms at Langstone;<br />
• conversion <strong>of</strong> the Students’ Union nightclub into a<br />
social learning area;<br />
• conversion <strong>of</strong> the former refectory in Anglesea into<br />
facilities for the School <strong>of</strong> Law.<br />
The current Capital Plan does not envisage any<br />
further building in Ravelin Park. No other development<br />
opportunities are currently being considered (as discussed<br />
in section 5). However, as discussed in section 5.7 the<br />
<strong>University</strong> will consider and investigate any sites that may<br />
become available within the ‘<strong>University</strong> Quarter’ on a caseby-case<br />
basis.<br />
The Victoria Pool site development involves a partner who<br />
is co-funding much <strong>of</strong> the building work. This approach<br />
is likely to be used again should further residential<br />
development opportunities arise.<br />
10. Conclusion<br />
• The <strong>University</strong> is committed to delivering the <strong>Estate</strong><br />
<strong>Strategy</strong> against the current background <strong>of</strong> financial<br />
and academic uncertainty.<br />
• It is not anticipated that the <strong>University</strong> will grow<br />
significantly during the period <strong>of</strong> this <strong>Estate</strong> <strong>Strategy</strong>.<br />
It will therefore more likely be a period <strong>of</strong> consolidation<br />
and rationalisation as opportunities arise rather than<br />
expansion. However, should expansion become<br />
necessary it would be possible to build additional<br />
facilities on existing <strong>University</strong> sites.<br />
• The <strong>University</strong>’s strategy is to preserve the existing<br />
geographical focus and resist any temptation to move<br />
outside the ‘<strong>University</strong> Quarter’.<br />
• There are a number <strong>of</strong> sites within the ‘<strong>University</strong><br />
Quarter’ that may become available, and the <strong>University</strong><br />
should always be prepared to consider acquiring<br />
sites <strong>of</strong> strategic importance within or adjacent to the<br />
campus.<br />
UNIVERSITY OF PORTSMOUTH ESTATE STRATEGY <strong>2011–2015</strong> 11
• The majority <strong>of</strong> the estate is in condition category A<br />
or B and our aim is to maintain this level <strong>of</strong> quality<br />
and have all <strong>of</strong> our facilities in at least category B. The<br />
completion <strong>of</strong> the developments and refurbishment<br />
projects identified in this <strong>Estate</strong> <strong>Strategy</strong> should achieve<br />
this aim.<br />
• The co-location <strong>of</strong> dispersed activities will be pursued<br />
as far as possible/practical. Academically this will be<br />
achieved with the completion <strong>of</strong> the Victoria, Eldon and<br />
NTR developments.<br />
• There is a continuing demand from academic staff for<br />
individual <strong>of</strong>fice space. However, this demand may be<br />
unsustainable and serious consideration should be<br />
given to increasing the amount <strong>of</strong> shared or open-plan<br />
<strong>of</strong>fice space in any new or reconfigured buildings.<br />
• There is a significant and persistent unmet demand<br />
for student residential accommodation. The current<br />
Victoria development will meet a proportion <strong>of</strong> this<br />
demand but the <strong>University</strong> will be open to the provision<br />
<strong>of</strong> further bedrooms through partnership arrangements.<br />
• The <strong>University</strong> will continue to undertake sufficient<br />
preventive work to avoid creating problems for the<br />
future. Our strategy will be to ensure that a sufficient<br />
and adequate annual budget is allocated for long-term<br />
maintenance.<br />
• There is a significant challenge to be met in terms <strong>of</strong> the<br />
reduction in energy use and carbon emissions which<br />
the <strong>University</strong> is committed to meeting.<br />
• Finally, this <strong>Strategy</strong> is being drafted at a time <strong>of</strong><br />
economic and, to an extent, academic uncertainty.<br />
Therefore the <strong>Strategy</strong> set out may need to be revised<br />
to take account <strong>of</strong> events that may unfold as a result <strong>of</strong><br />
this uncertainty.<br />
12 ESTATE STRATEGY <strong>2011–2015</strong> UNIVERSITY OF PORTSMOUTH
Appendix 1<br />
Data<br />
Building Gross Condition Main Tenure<br />
area (m 2 ) category use<br />
Guildhall Campus<br />
Anglesea Building (+ Lodge) 9,656 B Ac FH<br />
Buckingham Building 4,118 B Ac FH<br />
Burnaby Building 5,612 C Ac FH<br />
Burnaby Building Huts 216 B Ac FH<br />
Burnaby Terrace 812 B Ac FH<br />
Dennis Sciama 3,280 A Ac/Re/Pr FH<br />
Durham Street 181 B Pr LH<br />
Eldon Building (incl ext) 9,979 B Ac FH<br />
Guildhall Walk 1,076 B Pr FH<br />
Halpern House 954 B Pr FH<br />
Hampshire Terrace 1,107 B Pr LH<br />
James Watson – Ground Floor 2,424 A Pr/Ac LH<br />
King Henry Building 6,278 B Ac/Re FH<br />
Lion Gate Building 2,708 B Ac FH<br />
Mercantile House 4,848 C Pr/Ac FH<br />
Middle Street (36–40) 624 B Ac LH<br />
Middle Street (56) 506 B Pr LH<br />
Milldam Site 3,651 B Ac FH<br />
Nuffield Centre 3,881 B Pr FH<br />
Nuffield Sports Hall 1,625 A Pr FH<br />
Park Building (+ Annexe) 8,863 B Ac FH<br />
Port Royal Street 642 B Pr LH<br />
Portland Building 6,715 B Ac FH<br />
Ravelin House (+ Annexes) 824 B Ac FH<br />
Richmond Building 6,799 A Ac FH<br />
Rotunda 314 C Pr FH<br />
Spinnaker Building 1,805 A Ac/Re FH<br />
St George’s Building 5,360 B Ac FH<br />
St Andrew’s Court 462 A Pr LH<br />
St Michael’s Building 5,822 B Ac/Re FH<br />
St Michael’s Building Extn 6,697 B Ac/Re FH<br />
St Paul’s Road 1,801 B Pr FH<br />
Student Centre (Gun House) 779 B Pr FH<br />
Student Centre (Main) 3,576 B Pr FH<br />
<strong>University</strong> House (+ Lodge) 3,102 B Pr FH<br />
<strong>University</strong> Library 10,373 A Pr FH<br />
William Beatty 1,223 A Ac FH<br />
Wiltshire Building 1,901 C Ac FH<br />
Langstone<br />
Amenities Block and Sick Bay 1,232 B Pr FH<br />
Changing Rooms 401 B Pr FH<br />
Langstone 2,124 B Pr FH<br />
Service Buildings 226 C Pr FH<br />
Sundry Other Buildings<br />
Eastney 1,303 B/C Ac/Re FH<br />
Montgomery Building 113 B Ac FH<br />
Petersfield 313 B Re LH<br />
Tradescant 223 C Re LH<br />
Key: Ac – Academic; Re – Research; Pr – Pr<strong>of</strong>essional Services; Res – Residential.<br />
UNIVERSITY OF PORTSMOUTH ESTATE STRATEGY <strong>2011–2015</strong> 13
Building Gross Condition Main Tenure<br />
area (m 2 ) category use<br />
Halls <strong>of</strong> Residence<br />
Barnard Tower 2,317 B Res FH<br />
Bateson Hall 5,343 B Res FH<br />
Burrell House 2,437 C Res FH<br />
Harry Law Hall 7,719 B Res FH<br />
James Watson Hall 17,942 A Res LH<br />
Langstone Flats 3,973 B Res FH<br />
Margaret Rule Hall 8,820 B Res LH<br />
Rees Hall 6,422 B Res FH<br />
Trafalgar Hall 9,985 A Res LH<br />
Trust Block 1,586 B Res FH<br />
QEQM – A/B 681 B Res FH<br />
QEQM – C/D 681 B Res FH<br />
QEQM – E/F 808 B Res FH<br />
QEQM – G/H 680 B Res FH<br />
QEQM – White/Dymond 705 B Res FH<br />
QEQM – Bungalows & Lodge 369 C Res FH<br />
QEQM – Ker/St James 495 B Res FH<br />
Key: Ac – Academic; Re – Research; Pr – Pr<strong>of</strong>essional Services; Res – Residential.<br />
14 ESTATE STRATEGY <strong>2011–2015</strong> UNIVERSITY OF PORTSMOUTH
Appendix 2<br />
Maps<br />
<strong>Portsmouth</strong><br />
UNIVERSITY OF PORTSMOUTH ESTATE STRATEGY <strong>2011–2015</strong> 15
<strong>University</strong> Quarter (Guildhall)<br />
16 ESTATE STRATEGY <strong>2011–2015</strong> UNIVERSITY OF PORTSMOUTH
Appendix 3<br />
Out-turn from the 2006–2010 <strong>Estate</strong> <strong>Strategy</strong><br />
(only applicable paragraphs have been included)<br />
Paragraph<br />
reference<br />
Item<br />
Brief resume<br />
2.6 Running costs • Through use <strong>of</strong> the HEFCE/Salix Revolving Green Fund it has been possible<br />
to invest in a number <strong>of</strong> energy efficiency projects.<br />
• A Carbon Management Group has been formed to steer the institution’s<br />
activities relating to the Carbon Reduction agenda.<br />
4.1 Academic space requirements • Joint project with the New Theatre Royal being progressed to provide<br />
replacement accommodation for the Wiltshire Building.<br />
4.3 Support accommodation • Requirement has not been as great as anticipated but a small amount <strong>of</strong><br />
replacement/additional space has been acquired at St Andrew’s Court.<br />
4.4 Residential accommodation • Applications for halls places have exceeded available places in recent years<br />
and therefore additional spaces are being progressed in conjunction with<br />
third party providers.<br />
• When developments referred to above come online serious consideration<br />
will be given to the disposal <strong>of</strong> Burrell House.<br />
5.3 An overview <strong>of</strong> future development<br />
opportunities<br />
• Negotiations are currently ongoing regarding the acquisition and<br />
development <strong>of</strong> the site <strong>of</strong> the former swimming pool in Victoria Park.<br />
5.4 Recent planning studies • Dennis Sciama Building on the North Campus was opened in January<br />
2009.<br />
5.5 Other development opportunities • See resume for 5.3 above.<br />
5.7 Other considerations • Redevelopment <strong>of</strong> existing space in Milldam to provide permanent nursery<br />
facility currently nearing completion.<br />
• Renewed temporary planning consent for the car park in Ravelin Park<br />
obtained.<br />
6 <strong>Estate</strong> maintenance • PPM system using Maximo s<strong>of</strong>tware in place.<br />
• Maximo upgraded to latest version in 2009 and Archibus currently being<br />
reviewed.<br />
• 8% <strong>of</strong> all buildings fall below condition category B.<br />
• Not all <strong>Estate</strong> record drawing yet in electronic format.<br />
7.1 Funding the <strong>Strategy</strong> • All major building projects identified in the second phase capital plan have<br />
been completed.<br />
UNIVERSITY OF PORTSMOUTH ESTATE STRATEGY <strong>2011–2015</strong> 17
<strong>University</strong> <strong>of</strong> <strong>Portsmouth</strong><br />
<strong>Estate</strong>s Department<br />
1 Guildhall Walk<br />
<strong>Portsmouth</strong> PO1 2RY<br />
United Kingdom<br />
T: +44 (0)23 9284 2679<br />
F: +44 (0)23 9284 2742<br />
E: estates@port.ac.uk<br />
W: www.port.ac.uk<br />
MD5730 0910