Swansea University Estates Strategy

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Potential areas to be vacated at Singleton Campusfollowing Phases One and Two total of some18,600m² of net internal space. There may also befurther opportunities through the relocation of supportand administrative activities to the Bay Campus.A core issue for the new strategy, therefore, iswhether and how far the non-residential estate on thePark Campus can be rationalised to fit the futureprofile of activities which the University intends toretain at Singleton in the longer term.Key factors are the scale and type of planned futureactivity and the scope to relocate and consolidateuses across the campus in order to free up individualbuildings for demolition with potential savings oncondition expenditure, carbon emissions andpremises running costs.The Bay Campus will also include new studentresidences. Following their completion, it is theUniversity’s intention to dispose of the HendrefoelanStudent Village, possibly in 2014 subject to the timingof the new development and market conditions andopportunities for maximising the disposal proceeds.Future needs and meetingstrategic prioritiesStrategic level indicative space analysis wasundertaken based on methods developed by the UKHE Space Management Group and the Associationof University Directors of Estates (AUDE). Using theseprojections gives a Park Campus guideline spacerequirement of some 62,000-68,000m² NIA at thePark Campus post Phase One, reducing to some56,000-61,000m² post Phase Two compared withan available 86,000m² following the completion ofILS2. It should be noted, however, that:• These are guidelines only, not specific predictions.• Account should be taken of the fact that someallowance is needed for a degree of bad fit inexisting buildings.• The guidelines do not explicitly include elementsconsidered as priorities by many consultees, suchas graduate facilities, additional social learningspace and collaborative and social spaces tofoster inter-disciplinary activity.• As there is no date for the implementation ofPhase Two as yet, it would be imprudent to planfor rationalisation at Singleton beyond PhaseOne in this strategy.• The School of Medicine will occupy a significantamount of space on campus relative to itsnumber of students due to a high proportionof incubation activity.In the light of all these factors, the effective spaceplanning and management and the efficient use ofspace across all types of facilities will be essentialin the future.In order to assist the delivery of the Strategic Plan,the aim will be to provide the following additionaland improved facilities:• Space for Research Institutes for the School of Artsand Humanities and for the School of Human andHealth Sciences within or near to their coreaccommodation.• Cluster to support the continued development of theInnovation Hub for Life Science, focused on ILS1and ILS2 and linked to Human and Health Sciences.• Space for a Graduate Centre, comprisedpredominantly of social and support space,in a central and easily accessible locationwithin the campus.• Upgraded student social and support services,focused on Fulton House.• Improvements to the Mosque to facilitate theinternationalisation agenda.• Enhanced main entrance and reception to thecampus and to individual buildings.• Improved site circulation and links within thecampus.24
Where possible, the aim will also be to ensure that asand when uses are relocated post the occupation ofthe Bay Campus, Schools and Services will be basedin locations to facilitate inter-disciplinary activitythrough the creation of zones and social andcollaborative areas within the campus including:Campus ZonesFigure: 7SOCIALHUB• Arts and Humanities zone within the eastern area.• Human and Health Sciences linked to theInnovation Hub for Life Science on the westernside of the campus.• Social and collaborative spaces focused on theaxis through the centre of the site linking the zones,incorporating Fulton House, the Library, ResearchInstitutes and Graduate Centre as shown inFigure 7 below.Flexibility for the futureWhile this Estate Strategy is driven by the University’s2009-14 Strategic Plan, it is recognised that wherepossible the flexibility of the Park Campus should bemaximised to accommodate longer term plans anddevelopments in strategic thinking in response tofactors such as the economy, the national agendaand changes in demand.This is especially important given the limitations onflexibility on parts of the estate posed by the listedstatus of certain buildings, the protected status of someopen areas of the campus and the comparatively highdensity of development with little potential area forfuture development.The capacity of the existing estate will be maximisedthrough effective space management and allocationmeasures and through the creation where possible ofsites for future development and expansion linked tothe demolition and rationalisation of uses postrelocations to the Bay Campus.SCIENCEZONETHEGREENARTS AND HUMANITIESZONEIn order to maximise capacity in the short to mediumterm, the University will also explore the scope foracquiring the whole of the Digital Technium forUniversity activities. This would have the advantageof providing some scope for accommodating growthduring the period of planned continued expansionbefore the Bay Campus comes on stream combinedwith access to high quality space in a recentlyconstructed building in a central and prominentlocation within the campus.PRIMARY CAMPUSENTRANCE25
Page 2 and 3: PRO-VICE-CHANCELLOR’S FOREWORDDIR
Page 5: DIRECTOR OF ESTATES AND FACILITIES
Page 9 and 10: 1. INTRODUCTIONSwansea University
Page 11 and 12: 2. CONTEXTSwansea University was fo
Page 13 and 14: 4. BAY SCIENCE AND INNOVATION CAMPU
Page 15: Park and Bay Campus location planFi
Page 19: 7. STRATEGY DEVELOPMENTSwansea Univ
Page 22 and 23: Swansea University: Existing campus
Page 25: 11. CORE ISSUES FOR THE FUTUREA ser
Page 30 and 31: 13. FUTURE STRATEGYThe 2010 Estate
Page 32 and 33: Table 2: Remodelling proposalsResea
Page 34 and 35: The integrated estate of the future
Page 37 and 38: 14. APPENDIX 1The Estate Strategy w

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