Swansea University Estates Strategy

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Table 2: Remodelling proposalsResearch Institute for Arts and HumanitiesResearch Institute for the School of Humanand Health SciencesGraduate facilitiesStudent centre and support servicesFacilitating the development of theInnovation Hub for Life ScienceSupporting internationalisation.Supporting inter-disciplinary andcollaborative spaceWithin available space near to the existing location of the School,such as within the Digital Technium.Within available space near to the existing location of the School,such as within Grove or in the area of Haldane and Richard Price.The opportunity to provide shared social and support space forgraduate students will be explored. Potential locations are in thearea of the Digital Technium or the Faraday Tower.Fulton House will be remodelled and upgraded to create high qualitystudent and support facilities in the heart of the campus.Completion of ILS2, complementing and building on the success ofILS1, and encouraging the expansion of interdisciplinary activitywithin the science zone of the campus.Creation of expanded facilities for ICWS and ELTS pending theirrelocation to the Bay Campus and upgrading of the Mosque.Provided within additional upgraded shared academic space,research institutes and social learning areas across the campus.Principle 3: Upgrading conditionThis is a key element of the new strategy. Swansea Universityis committed to increasing investment in the estate infrastructurethrough improving condition and reducing the backlog ofmaintenance. The aim is to achieve a good and consistentstandard of condition for all buildings which are planned to beretained on the campus in at least the medium term.The following buildings are in particularly poor condition andwill require significant investment to improve their conditionand clear backlog maintenance issues;• Talbot• Vivian Tower• Fulton House• Taliesin AnnexeBy targeting these buildings for demolition or refurbishmentwithin the strategy, the University will address both poorcondition and backlog maintenance liabilities in a costeffective way.As far as the poor condition of other buildings on site isconcerned, the University has, out of necessity, taken a riskmanagement approach. While this means that residual risksremain of building failures in the short term, these have beenmanaged by balancing cash flow with risk and first targetingbuildings with legislative non compliance issues and those inparticularly poor condition with imminent risks of failures.30
Principle 4: Maximising effectiveuse of the estateAdditional space management policies will bedeveloped to ensure consistency in allocations ofspace; that where possible space is versatile andcan be shared by different users; and that centraltimetabling is extended to all teaching space todeliver effective utilisation. These measures,combined with a variety of approaches to teachingdelivery, will help to accommodate forecast studentnumbers both in the period leading up to relocationsto the Bay Campus and in the period ofconsolidation thereafter.In order to maximise the capacity of the estate inadvance of 2013, the University will seek to acquireand make use of the whole of the Digital Technium.This will enable growth and expansion to beaccommodated in the short to medium termin a central and highly accessible locationwithin the campus.Principle 5: Embedding sustainabilityThis principle will build on existing practice to embedfurther sustainability in estate management anddevelopment through:• Compliance with funding and legislative carbonreduction targets and other environmental legislation.• Achieving ISO 14001 accreditation.• Reducing carbon emissions on the Park Campus byup to 35 per cent by 2017 from the actual recordedemissions in the agreed base year of 2005.• Sustainable construction and procurement,including compliance with relevant standards fornew buildings, such as BREEAM standards whereapplicable.• Sustainable modes of travel, through transportmanagement and travel planning.• The sustainable use of resources, such as energy,water and waste and plans to reduce consumptionand increase recycling.• Ensuring that the estate is financially sustainableover the long term and that efficient and effectiveuse is made of the estate as a resource.The first of these issues is particularly significant asfuture University funding and costs will be linked to itscarbon performance. A number of initiatives in thisarea have already been successfully implemented,such as the campus-wide Combined Heat and Power(CHP) scheme which successfully offset the additionalemissions created by the development of ILS1. Othersare planned with the current district heating upgradeproject likely to offset the additional carbon emissionsof the ILS2 project. The strategy builds on this workby targeting poor performing building stock to furtherreduce carbon emissions on campus.Principle 6: Maximising flexibilityfor the futureThis principle stems from the recognition that there iscomparatively limited expansion potential within theSingleton estate, and that while the University hassought as far as possible to identify its strategicestates needs at this point in time, it is likely thatover the strategy period additional priorities willarise which will also have an impact on the estategiven the need to respond to changes in policy anddemand. For these reasons, it will be important tomaximise flexibility where possible through:• Reviewing space allocations between Schools,Services and third parties on a regular basis.• Ensuring that where buildings are upgraded, theyare designed with flexibility in mind and thatshared uses are encouraged wherever feasibleand appropriate.• Maximising development potential opportunitiescreated through the demolition of buildings suchas Talbot and Vivian, and potentially in the longerterm in the northwest quadrant of the campus.• Liaising with the City and County of Swanseaon the emerging the Local Development Plan.31
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 30 and 31: 13. FUTURE STRATEGYThe 2010 Estate
Page 34 and 35: The integrated estate of the future
Page 37 and 38: 14. APPENDIX 1The Estate Strategy w

Swansea University Estates Strategy

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