Swansea University Estates Strategy

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13. FUTURE STRATEGYThe 2010 Estate Strategy focuses on consolidating and upgrading the Singleton estate as shown in figure 8 below. It is a strategy designed tosupport environmental and financial sustainability, while upgrading the campus to make it fit for purpose to meet the University’s strategicobjectives and priorities.Park Campus proposed demolitions and partial refurbishments.Figure: 8212BUILDINGS PROPOSED FORDEMOLITION LEAVINGREDEVELOPMENT SITE IE:TALBOT BUILDINGTALIESIN ANNEXE113VIVIAN TOWER9105146745SPORTS MOTION LABORATORYAMY DILWYN BUILDING43816BUILDINGS TO BE PARTIALLYVACATED AND RE-MODELLED IE:FARADAY BUILDING157FARADAY TOWER13891011GROVE BUILDINGRICHARD PRICE BUILDINGHALDANE BUILDINGDIGITAL TECHNIUM1212131415MARGAM BUILDINGWALLACE BUILDINGFULTON HOUSEGLYNDWR BUILDING28
The strategy is based on six inter-related principles.Principle 1: Consolidation to fit thefuture University profile at Singleton.The strategy proposes the demolition of buildingswith poor performance in terms of condition costs,carbon emissions, functional suitability and/or whichwill be largely vacant following relocations to theBay Campus. At this stage, these include:• Talbot• Taliesin Annexe• Vivian Tower• Amy DillwynThe combined net internal area of these buildings issome 18,200m².This will in turn enable investment in upgradingcondition to be focused on the core elements of theestate and to avoid expenditure on buildings whichare no longer fit for purpose or with very low levelsof use post the occupation of the Bay Campus.In order to deliver this principle, a linked series ofrelocation and remodelling projects will be requiredto enable the buildings to be emptied and to makebest use of space in core buildings elsewhere on thecampus. Key elements to be accommodated togetherwith potential solutions are shown in Table 1 belowand include:Individual feasibility projects will be carried out to test thesescenarios and the ability to achieve each proposal as soon aspossible post the first phase of relocations to the Bay Campus.Principle 2: Accommodating strategic prioritiesWhere possible, the aim will also be to ensure that as andwhen uses are relocated post the occupation of the BayCampus, Schools and Services will be based in locationsto facilitate inter-disciplinary activity through the creationof zones and social and collaborative areas within thecampus including:• Arts and Humanities zone within the eastern area• Human and Health Sciences linked to Innovation Hubfor Life Science and the science area on the westernside of the campus.Table 1: Relocation and rationalisation proposalsRelocation requiredPotential scenario• Social and collaborative spaces focused on the axis throughthe centre of the site linking the zones, incorporating FultonHouse, the Library, Research Institutes and Graduate Centre.Relocation of Mathematics from Talbot.Relocation of Physics from Vivian Tower.Relocation of Human and Health Sciencesfrom Vivian Tower.Interim accommodation in Faraday Tower pending relocation to theBay Campus in Phase Two.Potential relocation to Margam following upgrading and consolidation ofaccommodation in Wallace for Environment and Society and the relocationof ICWS to the Bay Campus in Phase One.Potential relocation to Haldane and Richard Price plus some accommodationin Grove following the relocation of Engineering and Business and Economicsto the Bay Campus and the relocation of Law.• Enhanced main entrance and reception to the campusand to individual buildings.• Improved site circulation and links within the campus.Within this framework, the objective is to remodel existingbuildings to create space to meet the University’s strategicpriorities. Proposals are shown in Table 2 below and include:Relocation of Law from Richard Price.Potential relocation to Digital Technium subject to the acquisition of WAG’sinterest and following the relocation of IAT to the Bay Campus in Phase One(and subject to confirmation of feasibility in planning and other terms.)29
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 and 26: 11. CORE ISSUES FOR THE FUTUREA ser
Page 27: Where possible, the aim will also b
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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