Annual Review - Campus Living Villages

Annual Review - Campus Living Villages

Annual Review

For the year ended 30 June 2010

Campus Living Villages


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


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.











Chairman’s report

CEO’s report

The board

The executive team

Student experience

Operational highlights

United States

Operational highlights


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



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


Campus Living Funds Management Limited

6 Campus Living Villages

CEO’s report

Martin Earp

Chief Executive Officer


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


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


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 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




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


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


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


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



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



Theme nights

sporting activities

Inter-college competitions

Informal village


Surf lessons

Ski trips



Quiz nights

Talent nights

Moonlight cinema


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!



Orientation events

Meet the staff breakfasts

Building /apartment dinners

International food festivals


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


study support

Study skills

Exam techniques

Essay writing

Time management

academic advice

Study groups

Senior student support

Academic advice liaison

with partner institutions



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.


Private and group

study spaces

Communal resource centres

Textbook exchange





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:




Relationship management

Self-esteem development

pastoral care

Support staff

Issue management

and mediation


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



cultural awareness

Guest speakers

Multi-cultural events



Indigenous culture seminars

social conscience

Environmental initiatives

Charity support


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.


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


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.


1 8 Campus Living Villages

Operational highlights

Head office

Houston, United States

Date of entry into market

2006—Century Campus Housing






Number of owned


Number of managed


% 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


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.


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.


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





Number of owned


Number of managed


% 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,


CFO Australia,

was appointed

CEO Australia

from 1 July 2010.


Michael Heffernan

CEO Australia*


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 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


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.


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%.


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





*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


Number of managed


% 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.


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.


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.


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.


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


2 * Number of managed




*University of

Bedfordshire student


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


Number of owned


% of portfolio by

number of owned

and managed beds

Gary Clarke


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.


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.



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

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


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