Annual Review - Campus Living Villages
Annual Review
For the year ended 30 June 2010
Campus Living Villages
09/10
Operational highlights
#1 on-campus accommodation
provider in Australia and
New Zealand
Total Gross Assets
AU $1.2billion
Record first semester
occupancy in Australia of 99.1%
Grown owned beds
by 2,286 (11%)
Breakdown of owned beds
07/08 08/09 09/10
19,212 20,958 23,244
Appointed group CEO and CFO
Implemented new residential life
program to support students as they
live, learn and grow
Second project announced in the UK
at the University of Bedfordshire
New UNSW Village achieved 100%
occupancy for semester 1, March 2010
Achieved occupancy turnarounds at key
US sites in Delaware and Florida
Annual Review 09/ 10 3
Contents
UNSW Village
Sydney, Australia
Campus Living Villages (CLV) comprises the student
accommodation operations and development business
owned by the Campus Living Villages Fund (Fund)
across the United States, Australia, New Zealand
and the United Kingdom. The Fund (which comprises
four stapled managed investment schemes)
is managed by the responsible entity Campus Living
Funds Management Limited (CLFM), a wholly owned
subsidiary of the Transfield Holdings group.
04
06
08
10
12
18
20
22
24
26
Chairman’s report
CEO’s report
The board
The executive team
Student experience
Operational highlights
United States
Operational highlights
Australia
Operational highlights
New Zealand
Operational highlights
United Kingdom
Brand story
4 Campus Living Villages
Chairman’s report
I am pleased to present our Annual Review
for the 09/10 financial year on behalf of the
Directors of Campus Living Funds Management
Limited (CLFM), the responsible entity of
the managed investment schemes comprising
the Campus Living Villages Fund (Fund).
In challenging economic times the true
strengths of businesses emerge. Over the past
financial year the Campus Living Villages (CLV)
model has proved to be reassuringly robust,
with the Fund delivering a number of pleasing
results, including revenue growth, high global
occupancy and an increased number of beds
in the portfolio. At 30 June 2010, the Fund
owns or manages 33,303 beds in 49 villages
in the United States, Australia, New Zealand
and the United Kingdom.
Professor John Niland, AC
Chairman and Independent
Director of CLFM
chairman’s
report
UNSW Village
Sydney, Australia
Annual Review 09/ 10 5
Chairman’s report
The key to our performance has
been a deep commitment at all levels
of the business to building strong, true
partnerships. This is most evident at the
village level in over 40 partner educational
institutions, extending from such cities
as Houston, Philadelphia and Champaign-
Urbana to Wellington and Christchurch,
from Manchester and Luton to Lismore,
Melbourne, Sydney and Perth.
Beyond this, our partnering
philosophy and practice also embraces
other stakeholders: investors, financiers,
residents, parents and suppliers, all of
whom make significant contributions to
the business. Through clear and transparent
communication, alertness to the importance
of feedback and a commitment to
understanding partners’ needs,
CLV continues to improve its offerings,
with corresponding success.
Leading the drive to build
sustainable relationships is the new group
Chief Executive Officer (CEO), Martin Earp.
Formerly CEO of CLV Australia, and acting
group CEO from August 2009, the Board
was pleased to appoint Martin to the role
from 1 January 2010 following an external
recruitment process. His experience in
leadership and business management,
as well as his knowledge of infrastructure
and project development, make him an
ideal appointment for the business. Martin
has been particularly involved in the global
implementation of our new Live, Learn, Grow
residential life framework, designed to meet
the needs of both education partners and
residents. This initiative, strongly endorsed
by the Board, has received excellent
feedback from staff both within universities
and across our villages. Examples of the
Live, Learn, Grow program are outlined
on pages 12-17.
The Board was also pleased to
appoint a new group Chief Financial Officer,
Paul Farrugia, in March 2010, further
enhancing a highly experienced
and professional executive team to lead
the next stage of development.
Governance arrangements and
systems development have also been given
priority by the Board in the past year. In April
2010 Gayle Tollifson joined the Board as
the third Independent Director and chair
of the newly established Audit, Compliance
and Risk Committee (ACRC). The inaugural
meeting of the ACRC was held on 28 April
2010 and its operation has further
enhanced governance and management
in this critical area.
In June 2010 Fund investors were
offered the opportunity to participate
in a voluntary Distribution Reinvestment
Plan (DRP). The DRP is enjoying a strong
response, reflecting the strength of the
relationship with investors.
Globally, the Fund has been focused
on refinancing 16 of the properties acquired
in the purchase of Century Campus
Housing in 2006 in the United States.
Despite a difficult financial climate progress
is evident, with a successful outcome
anticipated by the end of 2010.
The Fund has continued to perform
well over the past year. At the close of
this financial year, gross asset value was
AU $1.2billion, with an overall gearing of
68%. The number of owned beds increased
by 2,286 to total 23,244, mostly through
the acquisition of the Cottages of Lubbock
in Texas and new facilities at The University
of New South Wales (UNSW). Both villages
realised better than expected returns
in their first year, signalling that they will
be excellent assets for the Fund.
Investment in the United Kingdom
has also been a priority as CLV looks to
consolidate its presence in this market.
Although a new entrant in the region,
CLV presents an exciting alternative in
student accommodation. Our full-service
partnership approach, combined with unique
residential life program and an empowered
staffing model, provides a refreshing new
‘value-add’ approach in the sector. At the end
of the 09/10 financial year, the acquisition
and development of the University of
Bedfordshire’s accommodation in Luton
was nearing completion with CLV achieving
preferred bidder status. This deal has
subsequently reached financial close and
new construction is underway.
For me, personally, a highlight
of the past year was to participate in
the official opening of UNSW Village
in Sydney with the University’s Chancellor
David Gonski, AC and President and Vice-
Chancellor Professor Frederick G Hilmer, AO.
This landmark AU $127 million facility,
housing 1,02 1 students, sets a new standard
in high-density student accommodation.
Already the recipient of a number of building
and design awards, the response from
residents has been a ringing endorsement
of the facility. The Village achieved 100%
occupancy in the first semester 2010.
This is a significant achievement, reflecting
the hard work and commitment of many
people both within CLV and our partners
at UNSW. Our goal is to build on this
landmark as we move forward with carefully
planned further development, all the while
strengthening existing partner relationships.
Professor John Niland, AC
Chairman
Campus Living Funds Management Limited
6 Campus Living Villages
CEO’s report
Martin Earp
Chief Executive Officer
CLFM and CLV
Campus Living Villages (CLV) is
committed to setting the standard in
student accommodation and delivering
on our promises to stakeholders.
We aim not only to meet, but exceed
the expectations of our partners.
This requires a long-term commitment
to fully understanding the needs of
the people and organisations we work
with. CLV aims to build a foundation
of collaboration and communication
to help understand what is required
and deliver solutions that benefit
all parties. As part of our ongoing
commitment to partnership,
CLV implemented a number of new
initiatives over the past financial year,
designed to improve our services,
deliver memorable residential
experiences and further enhance
our ability to respond to the market.
Live, Learn, Grow
A highlight of the year has been
the implementation of our Live, Learn,
Grow residential life framework. Designed
to meet the needs of residents, parents
and universities, it delivers an exciting
experience, provides parents with
peace-of-mind and integrates with the
campus experience.
CLV has significantly upgraded the
level of resources put into the residential
life program, employing professional
residential life coordinators, upgrading
facilities, conducting training and developing
new tools and resources to support the
program. The response from partners has
been overwhelmingly positive, with many
offering their skills and resources to support
this initiative. The opportunity to further
integrate with campus activities has been a
particularly pleasing development, creating
opportunities to enhance collaboration and
provide a seamless experience for students.
ceo’s report
UWS Village
Sydney, Australia
Leadership
As the business seeks continually
to improve our services to stakeholders,
we have worked to increase expertise at
all levels. At the village level CLV has moved
towards creating leaders at each location,
who are empowered to manage their site
as a stand-alone business, thus avoiding
unnecessary layers of management and
bureaucracy. This model enables villages
to respond quickly and efficiently to
the needs of their clients and partners.
Piloted in Australia this year, the results
were dramatic, with improvements made
to physical infrastructure, occupancy,
cost control and the residential life program,
with resulting improvements in customer
satisfaction measures.
The United States (US) launched
‘Project Elevate’ in early 2010 with the focus
on rolling out the new business model
to villages in the region. This ambitious
change management project, along with
the increased focus on residential life, sets
a new benchmark in the highly competitive
student accommodation market in the US.
Annual Review 09/ 10 7
CEO’s report
Additional resources were added
to the business in the areas of asset and
facilities management, as well as tax and
compliance to support the Board’s new
Audit, Compliance and Risk Committee.
In the coming year increased emphasis will
be put on improving CLV’s human resource
management and business systems.
Global occupancy
Attaining our occupancy goal of
100% for in-term occupancy for the worldwide
portfolio requires a combination of
effective sales and marketing strategies,
high customer satisfaction and retention,
as well as a strong relationship with
education partners.
CLV continued to enhance its sales
and marketing over the past year, rolling
out the new ‘V-star’ branding globally and
embracing social media tools such as
Facebook. In addition the sophistication
of our marketing collaboration with partners
also improved, with enhanced referral and
cross-promotional activities. Of particular
note were occupancy improvements at a
number of our off-campus villages in the US.
Studio Green Florida, a recent acquisition,
achieved a remarkable turnaround in
the Halls of Residence with occupancy
increasing from only 27.6% in fall 2008
to 85.5% in fall 2009. Colony Club moved
from 77.6% to 95.2% and Studio Green
Delaware from 62.9% to 81.8% over the
same period. The Australian portfolio
achieved record occupancy of 99.1% and
all managed properties in New Zealand met
or exceeded budget.
Business performance
The CLV business model was set
up to provide long-term stable returns to
investors, which effectively means being
able to continue to perform in both good
and bad economic cycles. The impact of
the global financial crisis (GFC) over the
last year has provided a significant test
of the business model. The fact that
CLV has maintained high occupancy across
the portfolio, and continued to generate
positive returns has been pleasing.
CLV’s off-campus properties have
presented a challenge during this period
(predominantly in the US where the impact
of the GFC has been felt the most).
This has illustrated very clearly
the dual importance of the on-campus
location and the relationship with the higher
education institution. The challenge for CLV
over the next year and beyond is to continue
to grow the business in the core area of
on-campus developments and improve
the performance of the business to get the
long-term performance in line with
investors’ expectations. The fact that the
Australian business exceeded this level of
expectation during the last year means that
CLV are confident that the improvements
being rolled out to the other three countries,
along with improvements in systems, will
deliver the required up-lift in performance.
Business development
CLV continued to grow its owned
portfolio with new properties at the
University of New South Wales (1,021 beds),
Southern Cross University (468 beds),
the acquisition of the Cottages of Lubbock
(847 beds), the completion of the second
stage of extensions at the University
Canberra (172 beds) and the commencement
of work on new accommodation for
Edith Cowan University (357 beds).
The United Kingdom remained
a key market for expansion, as CLV looked
to build on its first operation at the
University of Salford. It was particularly
pleasing to be named as preferred bidder
for the management of 1,049 existing beds
and development of a further 853 beds for
the University of Bedfordshire. We achieved
financial close on 2 July 2010.
Management contracts are a very
important part of CLV’s business. This year
a thorough review resulted in a decision
to exit from contracts at a number of
properties, particularly in the US. This was
largely based on ensuring these contracts
were economically viable for the business,
located within existing regions of operation
and aligned with CLV’s business philosophy
- particularly our focus on the residential
experience and partnership. This financial
year saw CLV gain its first management
contract with a TAFE in Australia.
Foundations for the future
Reflecting on the highlights of
the past year I am proud of CLV’s many
achievements, particularly when set against
a challenging economic environment.
The projects we have implemented will
further enhance our partnership model
and bring long-term benefits for both
CLV and our stakeholders.
Through empowering and
resourcing staff, CLV has become more
responsive and has further enhanced the
professionalism of our operations. Our new
Live, Learn, Grow residential life program
has provided opportunities to engage with
campus partners and improved the quality
of the village experience. The new villages
in our portfolio have flourished through
effective marketing, strong leadership
and mutually beneficial relationships
with education institutions, with occupancy
high across all regions.
While there have been challenges
to overcome, CLV continues to go from
strength to strength. We remain focused
on delivering excellence in all aspects of
our operations and serving our stakeholders
effectively both now and into the future.
Martin Earp
Chief Executive Officer
CLFM and CLV
8 Campus Living Villages
The board
the board
Professor John Niland, AC
Chairman and Independent
Director, CLFM
BCom, MCom, Hon PhD (UNSW),
PhD (Illinois), DUniv (SCU)
John is a Professor Emeritus of the University of New South Wales (UNSW).
He was Vice-Chancellor and President of UNSW from 1992 to 2002, having joined UNSW
from ANU in 1973 as Professor of Economics. He was on the faculty at Cornell University
and served as President of the Australian Vice-Chancellors’ Committee from 1998 to 1999.
Professor Niland is currently an Independent Director on the Board of Macquarie
Group Limited. He is a member of the University Grants Committee of Hong Kong and
is Deputy Chairman of the Board of Trustees of Singapore Management University.
John is a Past President of the National Trust of Australia (NSW). He is a former
Chief Executive of the State Pollution Control Commission, Executive Chairman of the
Environment Protection Authority and Chairman of the Centennial and Moore Park Trust
in Sydney. He has served on the Australian Universities Council, the Prime Minister’s Science,
Engineering and Innovation Council, the Boards of realestate.com.au Limited (as Chairman),
St Vincent’s Hospital and the Sydney Symphony Orchestra Foundation, and the Sydney
Olympic bid’s Building Commission.
Professor Niland is a Fellow of the Australian Institute of Company Directors
and a Fellow of the Academy of Social Sciences in Australia. In 2007 he received the Royal
Australian Institute of Architects Prize for the 1990’s redevelopment of the UNSW campus.
Steve has extensive global management experience, previously holding the positions
of Managing Director of OTC, Group Managing Director of Telstra and Managing Director
of British Telecom Asia Pacific. In addition, Steve has experience as a non-executive director
on over a dozen private and public company boards in Australia, New Zealand, India and Japan.
He is currently a Visiting Professor of Management at the University of Technology Sydney
and CASS Business School London. He is a Fellow of the Australian Institute of Company
Directors, Australian Institute of Management (“AIM”), and Institution of Engineers
Australia respectively.
*Professor Steve Burdon is a Transfield nominated director however he also
meets the test of ‘External Director’ as defined in section 601JA of the Corporations Act
and the assessment of independence under the ASX Corporate Governance Council’s
‘Principles of Good Corporate Governance and Best Practice Recommendations’.
Professor Steve Burdon
Transfield Appointed Director
of CLFM*
MBA (Cranfield)
Annual Review 09/ 10 9
The board
Walter Carpenter commenced his career in 1980 with Price Waterhouse in Sydney,
before moving into merchant banking in 1983 with ABN Bank. He then worked with Lloyds
Bank and Jardine Fleming gaining a comprehensive understanding of corporate and
project finance.
Walter joined the First Pacific Davies Group as General Manager, Hong Kong
in 1989. In 1992, he returned to Sydney to establish a commercial real estate agency
and property management business. Under his leadership the business grew to employ
over 1,000 people across Australia. Walter sold his interest in the business to Savills Plc
in 2003 and continued as Chief Executive of the organisation until mid 2006.
Walter is currently a member of the World Presidents Organisation and is
Chief Executive Officer of Flat Glass Industries Ltd. He is the Chairman of Middle Harbour
Yacht Club in addition to being a director of Campus Living Funds Management Limited.
Walter Carpenter
Independent Director, CLFM
BEc (Syd)
Nicholas is Chief Financial Officer at Transfield Holdings. While at Transfield,
Nicholas has had responsibility for overseeing the financial performance of Campus Living
Villages and was closely involved in the acquisition of the US Student Accommodation
Portfolio and establishment of the Fund.
Nicholas has extensive experience in investment and transaction management
in infrastructure and property. Prior to joining Transfield in November 2005, Nicholas
was a Director of Deutsche Bank in London from 2004 to 2005. He was with Macquarie
Bank from 1993 to 2004, where he worked as a Division Director in Sydney, London and
New York. Nicholas was associated with or led many of Macquarie Bank’s landmark
infrastructure transactions, including the establishment of the Macquarie Infrastructure
Group (MIG) and the acquisition, financing and ongoing management of a number of
motorway assets for MIG.
Nicholas James
Transfield Appointed
Director and Responsible
Manager, CLFM
BCom (with Merit) (UNSW)
Gayle is a finance professional with extensive audit and risk management
experience. In 1994, she joined QBE Insurance Group Limited as group Financial Controller
and became the Group’s first Chief Risk Officer, a position she held until her retirement
from full-time employment in 2006.
Prior to joining QBE, Gayle spent 14 years in public accounting, qualifying
as a chartered accountant in Canada in 1981 and then working with Coopers & Lybrand
in Bermuda and Australia for 11 years.
Gayle was previously a director of many QBE subsidiaries in Australia, Bermuda
and Europe and until 2005 chaired the Insurance Council of Australia/Australian Prudential
Regulation Authority (APRA) Liaison Working Party, an industry committee that worked
closely with the APRA to develop prudential reforms for the general insurance industry.
Gayle is a Fellow of the Australian Institute of Company Directors (FAICD),
Fellow of the Institute of Chartered Accountants in Australia (FCA) and member
of the Canadian Institute of Chartered Accountants.
Gayle Tollifson
Independent Director, CLFM
BCom (Saskatchewan)
1 0 Campus Living Villages
The executive team
Martin Earp
Chief Executive Officer
BSc(Hons), MSc, MBA (AGSM)
Paul Farrugia
Chief Financial Officer
BBus, CA
the
executive
team
Martin is responsible
for the strategic management
and leadership of CLV globally.
He has extensive experience
in managing businesses and
project development, working
for Transfield Holdings for 10
years in a number of operational
roles including CEO of the
Australian Biodiesel Group
(an ASX listed company),
General Manager of Airtrain
and Business Development
Manager for Airport Rail Link.
Martin holds an MBA from
the Australian Graduate School
of Management.
He has also worked for
an English-based consultancy
firm that specialised in
providing advice for large
infrastructure projects, with
a focus on public-private
partnerships. Martin was also
seconded to work for the Chief
Scientist at the Department
of Transport, encouraging
increased private sector
involvement in Government
research projects.
Paul is responsible for
all of CLV’s financial matters,
including optimising the capital
structure of the business and
ensuring investment targets are
met within the risk framework
of the Fund.
Paul is a Chartered
Accountant with an extensive
background in business
development, finance and
strategy. His business
experience spans fund
management, infrastructure
and facilities management,
with a focus on business
evolution and systems.
Previously, Paul
was Chief Financial Officer,
then Head of Business and
Product Development for
CP2 Limited, and during this
time was instrumental in
the transformation of the
business from an independent
researcher to a fund manager.
He developed and managed
several of CP2’s infrastructure
funds and was involved in
investment due diligence and
the restructure of the business.
Paul was also a
Director of Airport Rail Link
and has experience in property,
gaming and professional
services industries.
Annual Review 09/ 10 1 1
The executive team
Rob Di Qual
Brigitte Murray
Liz Parsons
John Zappia
Fund Manager
MBA
Director of Sales and Marketing
BA, GradDipMgt, MCom(Hons)
Head of Risk and Compliance
BBus, DipProperty
Group General Counsel
BCom, LLB(Hons)
Rob is the Manager
of the CLFM Fund. Since joining
Transfield Holdings in 1998,
Rob has been actively involved
in the development and growth
of CLV’s business, where he
worked on the financing and
development of a number of
key seed projects including the
acquisition of the United States’
Century 17 properties and the
villages at Macquarie University,
the University of New South
Wales and the University
of Canberra.
At Transfield Holdings,
Rob has been involved in
financing a number of key
developments, including the
listing of Transfield Services and
financing for the development
of the iconic AU $650million
Walsh Bay urban redevelopment.
Rob is also one of Transfield’s
representatives on the Sydney
Harbour Tunnel Management
Committee.
Prior to Transfield,
Rob was employed within one
of Australia’s largest stevedores
and cargo logistics companies
and for various subsidiaries
of the formerly publicly
listed Howard Smith Group
where he held the positions of
Company Secretary and Group
Accounting Manager.
Brigitte is responsible
for marketing, sales, brand,
public relations and resident
life across CLV. With over a
decade’s experience working
in the university sector,
Brigitte’s expertise includes
brand development, marketing,
communications, student
recruitment, accommodation
and support as well as strategic
management.
Prior to joining CLV,
Brigitte was the Director of
Student Recruitment and
Development and previously,
the Director of Marketing at
the University of Canterbury.
In these roles she repositioned
and rebranded the University
to achieve sustained student
growth and successfully
managed the merger of key
functions with the Christchurch
College of Education.
Brigitte holds a Master
of Commerce (Honours) from
the University of Canterbury.
Liz is responsible
for risk and compliance
across CLFM and CLV,
and has extensive experience
in the development of risk
and compliance frameworks
for managed investment
schemes, superannuation
and retirement products.
Prior to joining the
business, Liz held the position
of Head of Risk Advisory
at BT Funds Management,
where she was responsible
for managing the risk
and compliance infrastructure
for the BT Financial Group
and represented BT on the
Westpac Operational Risk
and Compliance Executive.
Liz has also held
the role of General Manager
Risk and Compliance at
Perpetual Limited, where she
was responsible for risk and
compliance for Perpetual’s
Wealth Management Division
and the operationalisation
of Perpetual’s Office of the
Superannuation function.
Liz has approximately
20 years experience in risk
and compliance and holds
a Certificate in Governance
and Risk Management.
John is responsible
for all Australian and group wide
legal matters. He has 10 years
experience in property, banking
and finance, construction,
commercial and corporate
law and is admitted to practice
law in Australia.
Prior to joining CLV
in 2007, John worked in a major
Australian law firm in Sydney
acting for a broad range
of clients including major
property developers,
government departments,
financial institutions and
listed corporates.
John holds a Bachelor
of Commerce and a Bachelor
of Laws (Honours) from
Macquarie University.
1 2 Campus Living Villages
Student experience
student
experience
Griffith University Village
Gold Coast, Australia
Annual Review 09/ 10 1 3
Student experience
CLV’s major focus this
financial year was
implementing its new
residential life program
in support of the vision
to provide the place
for students to live,
learn and grow.
CLV believes its
responsibility extends
beyond just providing
beds for residents.
The aim is to enhance
campus living with
structured programs
designed to create
memorable experiences,
support success and
assist in the transition
to independence.
The residential life program was
implemented globally over the
last financial year with a focus on
enriching the student experience
and encouraging integration,
academic success and personal
development. Taking CLV’s
existing activities to a new level,
the program builds on more than
20 years experience in delivering
great residential communities.
Program elements
The residential life framework is
defined by three core elements
Live, Learn and Grow. Working
closely with education partners,
the framework’s flexible
structure can be tailored to the
unique demographics, location
and culture of each village.
1 4 Campus Living Villages
Student experience
Live CLV facilitates the
creation of a fun, friendly
and diverse community
through social events,
sporting and recreational
activities, and community
development programs.
Ways in which we create a
student community include:
social events
Parties
BBQs
Theme nights
sporting activities
Inter-college competitions
Informal village
competitions
Surf lessons
Ski trips
recreational
activities
Quiz nights
Talent nights
Moonlight cinema
Excursions
carnival de chis
Chisholm Hall
University of Texas at San Antonio
United States
The team at Chisholm Hall is focused
on creating memorable student experiences
and works hard to come up with innovative
ways to create a sense of community and help
residents meet new people.
Chisholm Hall ushered in the spring
semester with Carnival de Chis, a ‘welcome
back’ event where residents were treated to
carnival games, competitions and a night full
of prizes.
Events included a Nerf gun shooting
range, ring toss, face painting, tug of war
and a mystery gift wall, all of which the
RA team created from scratch. Each event
won residents tickets that served as currency
for acquiring prizes, food, and the grand prize
of the night—getting to pie your RA!
community
development
Orientation events
Meet the staff breakfasts
Building /apartment dinners
International food festivals
live
Annual Review 09/ 10 1 5
Student experience
Learn CLV supports students’
academic success through
study support, academic
advice, educational facilities
and scholarships.
Working closely with
education partners, CLV aims
to facilitate the creation of
an academic community at
villages, drawing on campus
resources and programs
where possible.
Ways in which we support
our students’ studies
include:
study support
Study skills
Exam techniques
Essay writing
Time management
academic advice
Study groups
Senior student support
Academic advice liaison
with partner institutions
educational
facilities
Kelvin Grove Student Village
Brisbane, Australia
resident scholarships
UC Accommodation Student Village
University of Canterbury
New Zealand
UC Accommodation Student Village
is committed to supporting study success.
In addition to its extensive tutorial program,
scholarship support provided by CLV NZ
is actively promoted to residents.
In 2010, University Hall resident,
Michael Paine was awarded a NZ $1,000
Accommodation Subsidy Scholarship.
The Bachelor of Engineering student
was chosen for his goal to use his degree
to help those less fortunate.
Michael spent seven years of
his childhood in Ethiopia experiencing
the conditions in which people were
living and was inspired by the difference
engineering made to their day-to-day lives.
Michael aims to use his degree
to design and build clean water systems
in Ethiopian villages, where water is
often inaccessible.
learn
Private and group
study spaces
Communal resource centres
Textbook exchange
programs
financial
assistance
Scholarships
1 6 Campus Living Villages
Student experience
Grow CLV encourages
residents’ personal
growth and transition to
independence with a focus
on personal development,
pastoral care, life skills,
cultural awareness and
social conscience.
Ways in which we
encourage the growth
of our residents include:
personal
development
Networking
Relationship management
Self-esteem development
pastoral care
Support staff
Issue management
and mediation
Counselling
Links with partner
institutions’ services
Accommodation Student Village
Christchurch, New Zealand
for a good cause
Campus Living Villages (Salford)
University of Salford
United Kingdom
Encouraging social conscience
among residents is a core focus for the
village at the University of Salford. In June
2010, Resident Life Coordinator, Alex Mayes
organised a highly successful ‘Donate
Don’t Dump’ campaign, where residents were
encouraged to contribute unwanted items
when they moved out at the end of
the academic year.
The village received an overwhelming
response, with residents donating clothing ,
non-perishable food items, crockery, cutlery
and electrical items to the cause.
“Residents were extremely supportive
and we received a great range of usable items,
including several hundred cans of food. We will
definitely be looking to run an event like this
every year,” Alex says.
Beneficiaries included the
Manchester City Mission’s Narrowgate project,
an emergency night shelter for the homeless
of Salford, the local church which offers at-risk
families assistance in setting up homes,
and Savanna Rags, an exporter of second hand
clothing to Africa, with all proceeds going
to a national UK children’s society.
life skills
Cooking and cleaning
Money management
Resume writing
Interview techniques
Self defence
grow
UC
cultural awareness
Guest speakers
Multi-cultural events
Cross-cultural
communication
Indigenous culture seminars
social conscience
Environmental initiatives
Charity support
Fundraising
Annual Review 09/ 10 1 7
Student experience
Studying on campus is an
exciting and sometimes
challenging time in a
student’s life. CLV strongly
believes that being part
of a supportive residential
community can make all
the difference.
In line with CLV’s commitment
to residential life, a decision was made
to employ dedicated Resident Life staff
at each village to manage events, train
Residential Assistants (RAs) and ensure
that programs adhere to CLV standards.
CLV’s focus on student support
has led to increased service hours at many
locations. Rather than offices being open
9am to 5pm, hours have been extended
into evenings and weekends to ensure
staff are available when residents need
them — particularly before and after
lectures. Villages ensure support is
available 24/ 7 through a combination of
night managers, staff living on site in some
locations, RA teams and security staff.
Someone is always on call.
support
A key aspect of the program is the provision of infrastructure to support
village events and encourage resident interaction. Many sites underwent
refurbishments to provide facilities such as student lounges, recreational
areas, communal kitchens, cafés, study rooms, community centres,
sporting facilities and swimming pools.
great entertainment
University of Canberra Village
University of Canberra
Australia
To complement its enhanced
residential life program, University of
Canberra Village launched a range of new
entertainment facilities, including a student
lounge and recreation room with foosball,
a pool table and an air hockey table.
A café and new additions to the study
centre (including group study booths
and plasma TV monitors with laptop
connectivity) are due to open in late 2010.
Residential Life Manager,
Katharine Bigby says, “I have been blown
away by the common room upgrades and
relevance they hold to the Live, Learn,
Grow program. The Village now boasts
state of the art facilities that are the envy
of non-residents who visit.”
impressive additions
Studio Green
Florida State University
United States
An extensive refurbishment
project has given Studio Green a new lease
on life. Originally sporting only a small
fitness centre and a community room
with a pool table, Studio Green now offers
a swimming pool, fitness centre (with a
separate free weight and cardio space),
gaming centre, sand volleyball court, dining
area, hydration station, laundry, internet
bar, surround sound theatre, outdoor
kitchen, picnic areas, sun tanning beds
and individual study rooms.
infrastructure
1 8 Campus Living Villages
Operational highlights
Head office
Houston, United States
Date of entry into market
2006—Century Campus Housing
Acquisition
23
7
59
%
Number of owned
properties
Number of managed
properties
% of portfolio by
number of owned
and managed beds
Student housing, under veteran
operators such as CLV, once
again has been a bright spot this
year compared to the real estate
sector as a whole. Campus Living
Villages’ US operations (CLV US)
have consistently posted gains
in occupancy and revenue, while
adding exciting, new-to-market
offerings such as The Cottages of
Lubbock at Texas Tech University
which provides amenities unheard
of when the business began.
In addition to the formal
rollout of the Live, Learn, Grow
program, CLV US continues to set
new standards in the industry
with initiatives such as Project
Elevate. Launched in spring,
Project Elevate incorporates
two key goals: transitioning the
staffing and operation of villages
to an autonomous and accountable
structure under a general manager
(GM) and evaluating the existing
owned assets on their ability
to deliver the Live, Learn, Grow
program model.
Portfolio developments
The Cottages of Lubbock, a newly
constructed Class A property servicing
Texas Tech University, was acquired by
CLV US in September 2009. Entering the
market at 93% occupancy, this new breed of
premium student housing meshes elements
of a premium residential neighborhood and
a resort, providing superior private and
public areas with design and landscaping
elements traditionally found in custom
homes. 95 two to five bedroom, craftsmenstyle
student residences offer 20 unique
elevations plus an expansive clubhouse.
This year, CLV US was also selected
to manage The Enclave at 8700, MD.
A groundbreaking ceremony for the upscale,
seven story mixed-use project, which will
service the University of Maryland, was held
in December 2009.
As well as the new additions to the
portfolio, CLV US took a strategic decision
to exit from a number of management
contracts. Instead, the business will focus
on developing management relationships in
regions where there are existing properties,
ensuring efficiencies in costs, staffing and
travel are maximised.
Jim Short
united states
CEO
United States
Annual Review 09/ 10 1 9
United States
The University of Nebraska
decided to exercise its buy-out option,
with the property transferring ownership
in March 2010.
Financial
CLV US’s portfolio has continued
to outperform the sluggish US economy
and real estate markets. Total revenues for
the year increased by a healthy 5.4%, while
EBITDA increased 26.1%. An investment in
cosmetic and plant enhancements at CLV
US’s two Studio Green branded properties,
one at the University of Delaware and
the second at Florida State University,
reaped significant rewards with combined
revenues up more than 46%. An additional
US $4.2million was earned through the
acquisition of the Cottages of Lubbock
at Texas Tech University.
Residential life
Introduced in 2009, soon after the
promotion of Randy Degner to Director
of Residence Life, the multi-layered Live,
Learn, Grow program was rolled out across
US properties. The program incorporates
a range of comprehensive activities such
as bbqs, theme parties, sports competitions
and group outings to foster community
and friendship; campus orientation, study
groups and career exploration to support
academic achievement; and workshops in
nutrition, money management and resume
writing, plus volunteer programs to prepare
residents for life after college.
Degner, formerly a village director
for CLV US, has been instrumental in
developing strategies geared towards
enhancing resident satisfaction and
retention. In the past year, 2,900 programs
were offered with an average participation
of 25 residents each.
Asset management
Gary Cook, CLV US’s newly
appointed Vice President of Facilities
began implementing a comprehensive risk
management plan for the business and
led the evaluation of owned assets for a
significant refurbishment program, a staged
process which will impact the portfolio over
the next three years. Prior to joining CLV,
Cook held facility director positions in three
California school districts. He brings more
than a decade of senior level maintenance
and operations experience with a focus on
sustainable facility development to his role.
Occupancy
CLV US continues to see
occupancy growth, especially within
its owned portfolio, which achieved 94.8%
overall in fall 2009, compared to 93.3%
during the same period in 2008.
Five operations reached 100% occupancy,
including Chisholm Hall at the University
of Texas, San Antonio; University Pines
at the University of Texas, Tyler; campus
housing at Northwestern State University
in Natchitoches; University Village at the
University of Nebraska in Omaha; and
The Edge at Temple University in
Philadelphia. Significant occupancy
turnarounds were also achieved in new
acquisitions at Studio Green in both
Florida and Delaware, as well as at Colony
Club also in Florida. Occupancy looking
forward to 2010 is trending to be on target
with budget.
Cambridge Oaks
University of Houston
Celebrating its 20th anniversary in
fall 2010, Cambridge Oaks at the University of
Houston is the oldest property in the CLV US
portfolio and a shining example of the benefits
of its newest initiative, Project Elevate.
Under the direction of highly skilled
General Manager (GM), Bob Freund, the first
GM hired following the implementation of
the program, Cambridge Oaks has achieved
success on a variety of levels. Perhaps most
telling is its occupancy. Even with the addition
of 2,000 new beds on campus, Cambridge
Oaks reported being the only student housing
property at the University of Houston at 100%
(as of August 2010). Reinforcing that statistic
are customer satisfaction survey results,
which have significantly improved, and the
sentiment of Village employees like Tenley
Wood, Director of Marketing and Sales.
Wood says, “Bob is professional,
driven, consistent, genuinely kind and has
influenced a positive change within our staff
and community.”
Dianne Murphy, Associate Vice
President of Student Affairs Administration
at the University of Houston echoes these
praises, “Bob carries an attitude of success
and has been a treasure to work with.
We find him to be a team player and works
collaboratively with everyone. Above all he
has built a solid team that executes the
delivery of excellent customer service.”
2 0 Campus Living Villages
Operational highlights
Head office
Sydney, Australia
Date of entry into market
2003—Sydney University Village
9
3
23
%
Number of owned
properties
Number of managed
properties
% of portfolio by
number of owned
and managed beds
Campus Living Villages’ Australian
operations (CLV AU) have continued
to perform well despite the difficult
financial climate, surpassing
impressive occupancy figures from
the 08/09 financial year and further
expanding their operations.
The year was marked by record
occupancy across the Australian
portfolio, the successful rollout of
the Live, Learn, Grow residential
life program, increased efficiencies
across the business and improved
relationships with partner institutions.
1,651 beds were added
to the owned portfolio through a
combination of new developments and
acquisitions, as well as an additional
149 beds under management.
*Michael Heffernan,
previously
CFO Australia,
was appointed
CEO Australia
from 1 July 2010.
australia
Michael Heffernan
CEO Australia*
Occupancy
In semester 1 2010, CLV AU
achieved record occupancy of 99.1%
across all properties by April 2010, even
with the addition of over 1,600 new beds
to the portfolio. This was an increase of
approximately three percentage points over
the previous year’s record.
Most notably, the 1,021-bed
UNSW Village development achieved 100%
occupancy less than two months after
practical completion.
Another highlight was achieving
100% occupancy at SCU Village in semester
1 2010, after taking it over with 102 empty
beds in August 2009. At the University
of Canberra, CLV’s 172 new beds (opened in
June 2009) filled by August, despite opening
in a traditionally hard-to-fill period.
Developments and partnerships
This year saw the opening of UNSW
Village, one of the largest complete student
accommodation builds in Australia. In June
2010, the architects working on the project
won a 2010 NSW Architecture Award under
the Residential Architecture — Multiple
Housing category. The Urban Development
Institute of Australia (NSW) also awarded
the project an award for Excellence
in Sustainability.
In addition, CLV acquired 468
existing beds at Southern Cross University’s
(SCU) Lismore and Coffs Harbour campuses
and entered its first partnership with a TAFE
body at the Northern Melbourne Institute
of TAFE (NMIT), with a management
contract for 149 beds. In July 2009, CLV AU
commenced building 357 new beds on Edith
Cowan University’s (ECU) Mount Lawley
campus, scheduled to open in January 2011.
Relationships
Relationships with educational
partners were strengthened by ongoing
quarterly Village Advisory Board meetings,
used as a forum to discuss strategy,
operations and ways of enhancing the
student experience. Formal board papers
were introduced for partners, with
enhancements to the agenda including
quarterly operations reports, incident logs,
risk registers and schedules for village
sinking funds.
Residential life
The Live, Learn, Grow residential
life program was rolled out across Australia in
2010, following a residential life conference
held in December 2009 in Sydney.
The program was presented to educational
partners at village advisory board meetings
and received an enthusiastic response.
Annual Review 09/ 10 2 1
Australia
UNSW Village
The University of New South Wales
CLV AU’s flagship development,
UNSW Village, was opened on time and on
budget in January 2010. Accommodation at
the Village is in high demand, with occupancy
reaching 100% before the start of the 2010
academic year.
The Village was officially opened by
UNSW Chancellor David Gonski, AC, President
and Vice-Chancellor Professor Frederick G
Hilmer, AO, and CLFM Chairman Professor
John Niland, AC, at a successful event
organised in partnership with UNSW.
UNSW Village offers students a
choice of one to eight bedroom apartments.
Facilities are designed to maximise student
interaction and academic achievement
with a café, convenience store, theatre, study
space, outdoor courtyards and a three-level
student lounge.
Environmentally sustainable design
initiatives include the use of precast concrete
for superior thermal performance, solar hot
water, generous levels of natural light and
cross ventilation to bedrooms and living areas.
UNSW Village was one of the first
CLV sites to explore technologies such as
virtual tours, 3D floorplans and social media
campaigns, offering potential residents a taste
of village life before the property had even
been built. Now, online social networks are
used to provide an interactive communication
channel through which residents can meet new
people and share information.
To ensure village facilities
supported the new program, refurbishments
were undertaken at several properties,
including a swimming pool at UWS Village,
a café, student lounge and study space at
University of Canberra Village, a student
lounge at Kelvin Grove Student Village
and a communal kitchen at Griffith
University Village.
CLV AU invested in creating
resources for staff to support the
successful implementation of Live,
Learn, Grow. Manuals were developed
to communicate the goals, standards
and requirements of the program and
Residential Assistant (RA) training was
conducted at every site.
Support and security were
increased with the introduction of
professional Residential Life staff, evening
duty managers and extended reception
hours on evenings and weekends.
Surveys
To gain an understanding of
resident needs, CLV AU distributed a
bi-annual survey to students in April 2010.
Overall, villages received an impressive
response rate of 72%.
In comparison to surveys
undertaken in 2009, there was a marked
rise in student satisfaction, with overall
ratings of the village experience increasing
from 78% to 84%. Most topics, including
residential life, scored above the 2010
target of 75%.
Staffing
This financial year, the key staffing
focus was to increase efficiencies, empower
staff and clarify responsibilities.
A philosophy of ‘empowerment’
for Village Directors and General Managers
was implemented across the region.
This focused on ensuring managers were
appropriately resourced and empowered
and had clear accountabilities.
As a result, occupancy and resident
satisfaction increased and decision-making
was timely, responsive and relevant.
Cost savings and efficiencies
The new General Manager of
Risk and Facilities, Keiron Humbler, drove
a number of national tenders resulting
in considerable cost savings for areas such
as cleaning (AU $950,000 over five years),
waste management (AU $125,000
for one year) and fire equipment testing
(AU $280,000 over five years).
A change of insurance broker to one with
a portfolio in the higher education industry
resulted in an annual premium saving
of AU $180,000 for Australia and
New Zealand.
Summer stays
CLV AU’s summer group
accommodation product was brought in
line with the new branding in May 2010.
Previously marketed under the name
CLV Smart Stays, the program was
renamed Campus Summer Stays to
highlight its unique locations and access
to campus resources.
In line with the empowerment of
Village Directors and General Managers,
responsibility for summer stays marketing
was operationalised at a village level in
March 2010.
2 2 Campus Living Villages
Operational highlights
Head office
Wellington, New Zealand
Date of entry into market
2005—Massey University
1
4
11
%
*Janet Thompson was
appointed acting CEO
of New Zealand on
August 20 2010 while
Tom Gregg supports
key projects for CLV US.
Tom remains Managing
Director of CLV NZ.
new zealand
Number of owned
properties
Number of managed
properties
% of portfolio by
number of owned
and managed beds
Janet Thompson
Acting CEO
New Zealand *
Campus Living Villages’ New Zealand
operations (CLV NZ) had a productive
year working in partnership
with the University of Canterbury,
Massey University and Victoria
University of Wellington, three
of New Zealand’s key universities.
The business continued
to perform well, achieving
strong occupancy and high levels
of resident satisfaction at all
properties. While bed growth
remained static in the 09/10
financial year, relationships
continued to develop with
both current and prospective
tertiary partners.
In August 2009, CLV NZ
finalised the move of its Head Office
from Christchurch to Wellington to
increase ease of access to partners
throughout the country. Temporary
offices were utilised during the
transition period, with permanent
offices now secured for the
10/11 financial year.
Occupancy
Overall, occupancy across CLV NZ
properties remained strong, with 100%
achieved at three managed locations and
budget exceeded at Massey University.
UC Accommodation Student Village
experienced occupancy challenges due to
restructuring at the site and external issues
affecting international enrolments. However,
the Village is now well positioned for the
2011 academic year with a strong team in
place, a well-articulated marketing strategy
and a focus on delivering excellence in
customer service.
Financial overview
By maintaining accommodation
revenue and reducing operating costs,
CLV NZ increased net profit on operating
activities (before tax) by 5.8% compared
to last year’s figure.
Residential life
The Live, Learn, Grow program was
successfully implemented across CLV NZ
with immediate and significant benefits,
including an increase in resident
satisfaction levels.
Facebook emerged as a key
communication tool between village staff
and residents and this social networking
presence will continue to be developed.
Annual Review 09/ 10 2 3
New Zealand
UC Accommodation
Student Village
University of Canterbury
CLV NZ prides itself on fostering
social conscience among residents
and supporting the local community,
key aspects of the residential life program’s
Grow element.
Just before Christmas 2009,
students at UC Accommodation Student
Village presented Christchurch Hospital’s
children’s ward with a cheque for NZ $5,000—
the amount that students living at University
Hall, Ilam Apartments and Sonoda had been
fined for misdemeanors.
The children’s ward used the money
to buy approximately 2,000 books to make
educational packs for patients aged between
one and seven years old. The hospital,
which relies on the generosity of groups
and organisations to continue supplying
the packs, had almost run out of books
at the time they received the donation.
General Manager of
UC Accommodation, Darel Hall, says,
“The educational use of the money seemed
appropriate for a donation from students…
The charity donation speaks to a higher
moral purpose and sense of duty to others
in society.”
Resident satisfaction
The annual resident survey
achieved a 60% response rate and
showed positive overall improvements in
comparison to last year’s results. Catering
and safety achieved the most significant
improvements at 65% and 83% satisfaction
respectively, compared to 57% and 76% in
the previous year. Communication was also
rated highly at 74%, which can be directly
attributed to the effective use of Facebook
and other social networking media.
Satisfaction with residential activities
increased to 73%, largely due to the rollout
of the new residential life program.
Overall, resident satisfaction improved
from 74% in 2009 to 79% in 2010.
Development
Opportunities continue to emerge
for CLV NZ to assist partner tertiary
institutions, with discussions underway
with a number of prospective partners
in the New Zealand market.
CLV NZ is working towards a
unique ‘virtual village’ management concept
to deliver an effective but affordable
operational model in response to market
demand for smaller villages in the region.
Under this model, all administrative and
accounting support will be delivered at
a central location that services other
operations, while a live-in manager and
residential staff will focus on stakeholder
relationships, delivering the Live, Learn, Grow
program, operations and customer service.
This approach will allow CLV NZ
to support smaller operations and provide
a product relevant to the polytechnic and
regional markets. CLV NZ is looking forward
to piloting this model in the near future.
Qualmark rating
To ensure ongoing benchmarking of
accommodation quality, UC Accommodation
Student Village and Massey University
accommodation were Qualmark assessed
for a second year running.
It was particularly pleasing to
achieve the Enviro-Silver Qualmark rating,
as well as the same or improved ratings
as last year. The Enviro-rating system
assesses the business’ commitment to
environmental sustainability and recognises
businesses that work to reduce their
environmental impact.
Systems
Enhancing the efficiency and
effectiveness of CLV NZ’s operations is
a key focus for the business. As part of
a global initiative, CLV NZ evaluated two
resident management systems, with
the preferred system to be implemented
in time for the 2011 residential offers in
September/October 2010. The selected
system is expected to significantly enhance
reporting, ease national consolidation
and simplify operations.
Web-based financial, payroll and
resident management systems have also
been implemented across CLV NZ,
allowing access from anywhere in the
country and streamlining information
technology requirements.
Staff
CLV NZ has been confirmed as an
Approved Training Organisation (ATO) by
the NZ Institute of Chartered Accountants,
a position that will help the business recruit
and retain quality accounting staff.
Derek Anderton, Financial
Controller for CLV NZ, was a key driver
of the application process, which included
offering staff development resources,
practical experience in accounting and
access to mentors within or outside
the organisation.
CLV NZ now has a competitive
advantage over other employers, with
only 270 ATOs operating in the same
employment markets.
2 4 Campus Living Villages
Operational highlights
Head office
Kent, United Kingdom
Date of entry into market
2008—University of Salford
1
2 * Number of managed
properties
7
%
*University of
Bedfordshire student
accommodation
comprising both owned
and managed properties
reached financial close
on 2 July 2010. Managed
beds have been included
in figures reported for
the 2010 financial year,
with new beds still under
development.
Number of owned
properties
% of portfolio by
number of owned
and managed beds
Gary Clarke
CEO
United Kingdom
Campus Living Villages in the
United Kingdom (CLV UK) completed
its first full financial year since
the acquisition of its operating
asset at the University of Salford,
where it owns and operates 755
beds and manages a further 636
beds on behalf of the University.
The facility met 96% of
its first year occupancy target and
is expected to exceed its target in
the coming year, having adjusted its
marketing strategy based on insights
gained in its first year of operation.
During the year, CLV UK
became preferred bidder to build,
own and operate a 853 bed hall
of residence on the University of
Bedfordshire’s Luton campus, as well
as to manage a further 1,049 beds on
behalf of the University. This project
will increase the total number of
beds owned, operated, managed
or under development in the United
Kingdom to 3,090.
Refurbishments
During the 2009 summer vacation,
CLV UK undertook an extensive £2.6million
refurbishment of Eddie Colman and John
Lester Courts at the University of Salford.
The facilities were formally re-opened to
new residents in September 2009 by the
University’s Deputy Vice Chancellor,
Dr Adrian Graves, with a transformed
reception area, gym, wi-fi café, communal
catering facilities, group study rooms and
a range of new amenities.
The facility will undergo an advanced
program of further asset replacement and
upgrading over the next 10 years. This project
will commence with the upgrade of lifts in the
coming summer period.
Market environment
CLV continues to focus on expansion
in the United Kingdom, with the economic
environment providing both challenges
and opportunities. In December 2009,
the Labour Government commissioned an
independent review of the current tuition fee
structure and announced an initial 7% cut in
central grant funding to the higher education
sector in the forthcoming year. In May,
a new Conservative-Liberal coalition entered
Government pledging to continue to reduce
the country’s deficit, including the prospect
of further reductions in grant support for
the sector.
united
kingdom
Annual Review 09/ 10 2 5
United Kingdom
Conversely, the number of student
applications continues to rise, with 675,000
first year students applying for places
for the 10/11 year (a 12% increase on
the previous year. Source: Universities
& Colleges Admissions Service). Some 20%
of these students are expected not to
receive a place at a UK university.
It is anticipated that the reduction
in funding support will result in increased
outsourcing of accommodation and other
non-core campus services to private sector
operators such as CLV.
Staffing and resourcing
As operations continue to grow
in the UK, a number of strategic staffing
appointments have been made. In April
2010, Robert Moyle was appointed General
Manager of the CLV owned and managed
properties at the University of Salford.
Robert was previously General Manager
of CLV’s highly successful University of
Canberra Village in Australia, joining the UK
team on a long-term secondment. At the
same time, Sean McKeown from CLV AU
was appointed Commercial Director.
Rob Johnston, previously Director of CLV’s
well respected Sydney University Village,
was also appointed to the UK operations
team, with a view to taking up the role of
General Manager at the new University
of Bedfordshire Village following completion
of the transaction. The addition of
expertise from Australia ensures that
the CLV operational model continues
to be implemented successfully, delivers
consistency across global operations
and effectively brings operational
experience into the business to support
continued growth.
In June 2010, Joanne Sexton joined
the business as Head of Finance with
searches initiated to recruit the additional
roles of Marketing Manager and Project
Manager for the region.
Due to growth in the business,
CLV UK will be relocating its Kent head
office to London in the 10/11 financial year.
Heads of terms were signed in June 2010
for 2,000 square feet of office space, which
will comprise the new headquarters for
the UK business. The new London location
will ease access to major transport routes,
villages around the country and prospective
business partners.
Residential life
When CLV took over the
management of the 1,391 beds at the
University of Salford, a key appointment to
the management team was the professional
Resident Life Coordinator, Alex Mayes.
Within three months of joining CLV UK,
Alex had implemented an intensive six-day
training program to equip the Resident
Assistant (RA) team with skills in project
management, dealing with difficult people
and emergency response.
The RAs who successfully
completed the training were actively
involved in running the residential life
program and building and maintaining
networks in the village and the wider
community. On arrival, each new resident
was greeted and shown around by an RA,
encouraged to attend welcome events and
supported with mentoring and guidance.
Throughout the academic year,
residents had access to a planned program
of events to support social, academic and
personal development, including orientation
activities, study groups, life skills training
and community involvement. These events
successfully created a sense of community
and encouraged interaction between
village residents.
Student Village
University of Bedfordshire
On 27th January 2010, CLV was
appointed preferred bidder to construct 853
beds of new accommodation in two phases
on the University of Bedfordshire’s main
Luton campus. The total project is expected
to cost £42million, and will be developed
in two phases: 579 rooms to be delivered
in September 2011 and a further 274 rooms
to be delivered in September 2012. Leading
global construction consultant, Davis Langdon
is CLV’s development partner, while Kier
International, a well regarded global civil
engineering company, will be delivering the
project on a fixed price turnkey basis.
The accommodation will be fully
ensuite, with a range of standard, deluxe and
studio rooms, and will benefit from extensive
communal areas designed to provide quiet
study rooms, active recreational areas and
a fully equipped gym.
CLV will operate the facility under
a 35 year Strategic Partnering Agreement
with the University, and will include within
its operational brief the management of 1,049
rooms of University owned accommodation
initially, then 854 beds once Manor Court is
demolished. The CLV development forms part
of the University’s £150million transformation
project at the Luton campus.
The University of Bedfordshire
project will increase CLV’s footprint in the
UK to over 3,000 beds, and represent its
first major greenfield development.
CLV UK achieved financial close
on the Student Village at the University
of Bedfordshire on 2 July 2010.
2 6 Campus Living Villages
Brand story
brand story
Implementing the brand
Following the 2009 launch of the
new brand, CLV undertook extensive
rebranding throughout the financial
year across all four countries
of operation.
Through village advisory boards
and management committees, partners were
introduced to the new look and the rationale
for the brand direction. The response
was distinctly positive, with all partners
expressing their support for CLV’s new
direction and working collaboratively with
CLV to implement the new look.
Over the following months,
CLV conducted a gradual transition to
the new branding, with properties using
up existing stock before receiving new
collateral to ensure waste and costs were
minimised. By the end of June 2010, almost
all owned CLV properties had been equipped
with new material, including flyers, signage,
stationery and uniforms.
In October 2009, the Australian
digital design agency, Reactive, was
appointed to develop the new village,
country and corporate websites in line with
the new brand. The new websites are due
to be launched in the 10/11 financial year.
The brand has already won
international recognition with selection into
the prestigious Logo Lounge 6 publication
from over 35,000 entries, and a gold award
for Large Scale Identity Development at the
2010 Best Design Awards.
Sales and marketing developments
In addition to the brand rollout,
CLV also developed a range of
marketing tools to maximise
occupancy, support cost-effective
recruitment and ensure consistent,
professional presentation across
the board. Virtual tours and 3D
apartment floorplans were especially
effective, allowing residents and
potential partners to experience
new or proposed villages before they
even existed.
CLV also pioneered the effective
use of social networking sites in the sector,
with benefits for both recruitment and
residential life. A social media guide was
developed to help village staff manage
their online presence, handle comments
and queries, monitor content and most
importantly, create effective online
communities. Marketing staff from CLV
US and AU presented at a number of
conferences on this topic, demonstrating
the calibre of CLV’s engagement in the
medium. Targeted online advertising was
also used particularly effectively.
In hardcopy collateral, CLV moved
towards the production of higher quality
brochures, designed to convey a sense of
value and provide potential residents with
an insight into each village’s community.
Proving particularly popular with residents
and parents alike, the new village ‘guides’
captured each site’s unique experience and
provided a forum to showcase the quality
of the facilities and the resident experience.
Publication designed by
STRATEGY Design & Advertising
www.strategydesign.com.au
Kelvin Grove Student Village
Brisbane, Australia
Campus Living Villages Pty Ltd
Pier 8/9 Walsh Bay, 23 Hickson Road
Sydney NSW 2000 Australia
P +61 2 9270 1600
E info@clv.com.au
campuslivingvillages.com
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