estate strategy 2007-2017 - Publication Scheme - University of Stirling

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Part 2the Local/Public Policy context13
the local/public policy contextPart 2The Local/Public Policy ContextStirling CouncilRebecca MaxwellAssistant Chief ExecutiveThe Council Strategic PlanStirling 2020Hugh LightbodyService Manager, Economic Strategy & IntelligenceDeborah MurrayService Manager, Tourism, Marketing & Rural DevelopmentNeil FergusonStrategic Development OfficerLocal EconomicDevelopment StrategyHousing Needs StudySEFV Ewan Mearns Forth Valley RegionalEconomic DevelopmentStrategyIn order to set the University’s Estate Strategywithin a local policy context discussions were heldwith the above representatives of Stirling Counciland Scottish Enterprise Forth Valley (SEFV).These discussions identified areas of overlap atboth a strategic and operational level. Whilethe University already participates in many areasothers were identified where further involvement,alignment and joint working could be beneficial.5. Stirling 2020Stirling – the 2020 vision was presented to theCommunity Conference in June 2007. The keyelements of the vision for Stirling were identifiedas follows:»»Working together for a 21st century Stirling»» Making Stirling a location of choice – to live,study, work and visit with a vibrant economy, agrowing population (predicted to rise to 100,000by 2020), high quality infrastructure and publicrealm, joined up and citizen-focused services»» Delivering a measurable increase in the positivewell-being of citizens and communitiesThe vision of 21st century Stirling identified a rangeof attributes – those of particular interest to theUniversity being:»»distinctive appeal as a location of choice»»»»»»high performing education and training at alllevelsmore and higher value jobsincreasing quality and quantity of tourismactivityThis document identifies the University asbeing world class and one of Stirling’s assets. Itspecifically notes its impressive completion rates.The following priority actions were identified –affordable housing, the need for a City TransportStrategy, Rural issues, Sustainable Development,Community Care and reducing inequalities inhealth, wealth and opportunity.The Community Plan (2005–2020) sets out a visionfor the Stirling area to 2020 and is predicated onthe same values.The current Council Corporate Plan covers theperiod from 2003 to 2008 and is set againsta backdrop of significant population growth.It identifies the following five top priorities forinvestment – schools (PPP), roads maintenance,City Transport Strategy, the Sports Village andCommunity ownership of housing.14
Page 1 and 2: ESTATE STRATEGY2007-2017
Page 3 and 4: Part 0executive summary3
Page 5 and 6: execUtIVe sUMMARyPart 4 assesses th
Page 7 and 8: IntRoDUctIon AnD contextPart 1Intro
Page 9 and 10: introduction and contextTable 1: ni
Page 11: IntRoDUctIon AnD contextThe Univers
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Page 19 and 20: Part 3Where are we now: theexisting
Page 21 and 22: where are we now: the existing esta
Page 33 and 34: Part 4Development Potential35
Page 35 and 36: development potential14.2 SUIP Mast
Page 37 and 38: Part 5estate Priorities in theconte
Page 39 and 40: estate priorities in the context of
Page 41 and 42: Part 6Financial Issues43
Page 43 and 44: financial issues»» Specific proje
Page 45 and 46: Part 7consultation47
Page 47 and 48: Part 8Implementation andReview Proc
Page 49 and 50: Appendices51
Page 51 and 52: appendicesbut the village ceased to
Page 53 and 54: appendicesAppendix 3Estate Performa
Page 55 and 56: appendicesrefurbishment. As highlig
Page 57 and 58: appendicesTable 2: Summary of under
Page 59 and 60: appendicesattracted where ensuite p
Page 61 and 62: appendicesB: Upgrade existing portf
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appendicesANNEX A: ACCOMMODATION SU
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appendicesANNEX C: SUMMARY OF COSTS
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appendicesAppendix 6Capital Plan to
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Photography: John McPake, Tom Main,
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