Cs 1338 estates strategy

Estates Strategy 2013 - 2020 October 2013

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Edge Hill University - Draft Estates Strategy 2013 - 2020

CONTENTS

1

Introduction by the Vice Chancellor

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Edge Hill’s Success to-date and Vision for the Future

7

3

Campus Development Objectives

17

4

Historical Development

21

5

Building Condition

35

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Key Issues and Opportunities

39

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Long Term Vision

41

8

Residential Accommodation Strategy

45

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Local Plan

49

10 Estates Data

51

11 Sustainability

57

12 Option Evaluation

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13 2013-2020 Institutional Priorities

63

14 Costs and Financing Summary

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15 Conclusions

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Edge Hill University provides an innovative, high quality and inclusive learning experience underpinned by a commitment to the advancement, dissemination and application of knowledge.

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Edge Hill University - Draft Estates Strategy 2013 - 2020

1. Introduction by the Vice-Chancellor

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In the University’s last Estates Strategy 2009-2013, the introduction reflected on a period of considerable success for Edge Hill University. The awards of Taught and Research degree awarding powers, University title, enhanced financial performance and a 247% growth in applications over the previous seven years all combined with a University investing in its campus and delivering an exceptional experience to the various stakeholder groups engaging with Edge Hill. And despite the financial crash of 2007/8 we looked forward to the continued growth of the University, enhanced demand to study here, and an ambitious development plan to create in infrastructure terms one of the best Universities of its type in the United Kingdom.

Pleasingly the University has been able to stay firmly located within a virtuous circle which comprised: i) Excellent quality teaching, learning and employability outcomes; ii) With a strong demand from potential students iii) Generating strong financial performance and cash balances to invest iv) Delivered by a committed and engaged workforce.

And this has enabled the Institution to fully deliver on all of the Priorities identified in the previous strategy, and then some, with additional investment last year in further residential development on the Chancellors Court and Founder Court sites, development of the Eastern Campus and a new state of the Art facility to support Media, Animation and computing, the “Creative Edge”.

The campus is now widely regarded as an exemplar of its type within the United Kingdom but we cannot rest on the achievements to date. 2013 to 2020 is now, and will continue to be, a very different environment in which to lead and manage a University. There are new entrants into the market place, continued turbulence in terms of student financing and a reduction in the 18 to 21 year old cohort continuing throughout the remainder of this decade. IT developments and the use of online and blended learning continues to catch the eye, and all of this is evidenced by an increasingly competitive and discerning market place with student choice and strong market demand being the ultimate arbiter of success or failure.

The campus is now widely regarded as an exemplar of its type within the United Kingdom but we cannot rest on the achievements to date.

We already know that the quality of the physical campus is a major contributor to the University’s performance both in attracting new students and also in providing those that do enrol with an outstanding experience when here. This strategy envisages the University continuing to invest in that experience.

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Despite the challenging environment facing the sector now and over the remainder of the decade we face the future with confidence.

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The strategy set out in this document envisages further investment in residential accommodation to meet unmet demand from new students as well as providing some capacity to house returning second and third year students. There’s also provision for some limited expansion in our capacity to house international students. The strategy also confirms the requirement to complete the remaining phases of the Sports development to the East thereby both completing the Eastern campus and at the same time enabling further development of the central core opposite the “hub”.

Further investment in Student facilities, a new Library and significant renovation of the existing Library facility to provide generic teaching and learning facilities are also indicated in the strategy.

And all of this accommodated within the cash balances generated by the University from its day to day activities.

Despite the challenging environment facing the sector now and over the remainder of the decade we face the future with confidence. The University has evolved, developing rapidly throughout the last twenty years, and we are sure that it can and will continue to do so. We believe that the University must continue to invest in its campus and Estate to both enhance its offer in the small number of areas where the quality of the infrastructure is not to the standard we expect but more importantly to continue to provide outstanding student-centric facilities which are fundamental in improving the offer and experience to current and prospective students.

Our plans as set out in this and other accompanying documents will enable us to develop and improve the campus for the benefit of all who come into contact with the University and I commend this strategy to you.

Dr John Cater Vice-Chancellor 2nd December 2013

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Edge Hill University - Draft Estates Strategy 2013 - 2020

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Edge Hill’s Success to-date and Vision for the Future

The History of Edge Hill University From 1885 to 1960 2.1

2.2

The Edge Hill University of today developed from the UK’s first non-denominational training college for women teachers, founded on 24th January 1885 at Durning Road in the Edge Hill district of Liverpool.

Quickly outgrowing its premises in Liverpool, the College transferred to Local Authority control under Lancashire County Council and in 1933 moved to its present site in Ormskirk, on land purchased from the Derby Estate. The new campus was (and is) a prime example of 1930s architecture and comprised a quadrangular main education block; four halls of residence each to accommodate 50 students and 4 staff; a dining hall; a gymnasium and the indoor swimming pool. Other than a time at Bingley Training College in Yorkshire, when the campus was requisitioned during WWII for use as a military hospital, the Institution has remained at Ormskirk to the present day.

From 1960 to 1990

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2.4

In 1959 Edge Hill became a co-educational provider of teacher education and training and in the late 1960s it diversified into nursing education and training for the first time, training the teachers and nurses of children with severe learning difficulties. This period of growth and diversification saw the significant expansion of the Ormskirk campus and the development of a new gymnasium, refectory, additional science block, 5 new women’s halls of residence (the Rear Halls) and one hall for men – the six storey Lancashire Hall which previously occupied the site of the current Wilson Centre. The Rose Theatre was also built during this time as a venue for Drama students.

The Edge Hill University of today developed from the UK’s first nondenominational training college for women teachers.

Despite a lack of campus development other than a new library, Edge Hill’s growth and diversification continued through the 1970s and ‘80s following the appointment of the University of Lancaster as its degree validating body, expansion into continuing professional development provision for in-service teachers following acquisition of the Chorley College of Education in 1981 and accreditation as a Centre of Excellence in Teacher Education in 1983.

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From 1990 to 2005

2.5

Construction of the Learning Resources Centre and Forest Court in 1993 marked the beginning of a period of investment in the Ormskirk campus and infrastructure that has continued to this day.

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New undergraduate degree programmes were introduced in 1989 following the Education Reform Act 1988, and a significant partnership (Project 2000) with the Sefton School of Health Studies at Fazakerly Hospital in Aintree led to further growth and the full integration of the School into Edge Hill in 1992. The 1989 1993 Strategic Plan created new undergraduate degrees in Environmental Studies, Communication and Media and Management and Business Studies, with Masters programmes in Humanities and Social Sciences and by 1993, Edge Hill had become the largest supplier of secondary school teachers in the UK. Campus development underwent a period of renewed growth and investment during this time and saw the provision of additional student accommodation at Forest Court halls and development of the Learning Resources Centre and the Levens maths building. Edge Hill also became accredited during this period and in 1994 moved from being a College of Higher Education to Edge Hill University College of Higher Education, adopting its new title in 1996.

Construction of the Learning Resources Centre and Forest Court in 1993 marked the beginning of a period of investment in the Ormskirk campus and infrastructure that has continued to this day. The student union, bar, café, shop and social space ‘The Venue’ was relocated to a new site from the main building and the vacated space used to form the Terrace Café; the Natural Geographical and Applied Sciences building was erected and in 1997 the Sporting Edge opened together with the upgraded athletics track and new outdoor sports facilities.

1997 also marked the beginning of the development of the Western Campus and the opening of the Business and Management Centre in 1999, followed a year later by the Learning Innovation Centre. The Creative Media, Information Systems and Technology building opened in 2003. The Wilson Centre was also developed during this period on the eastern side of the campus to accommodate Sports Studies and Sports Science students and complement the Sporting Edge complex.

The continued development of the Western Campus followed with the completion of the Faculty of Education building in 2004 and development of the Performing Arts Centre and refurbishment of the Rose Theatre in 2005.

Edge Hill University - Draft Estates Strategy 2013 - 2020

2005-2008

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In parallel with this substantial investment in the campus and the growth and popularity of the Institution between 1995 and 2005, it was clear that Edge Hill could realise further potential and academic autonomy as a leading northwest higher education provider if it could secure Taught Degree Awarding Powers (TDAP) and University title.

Edge Hill duly began the formal application process beginning with the submission of its application for Taught Degree Awarding Powers to the Quality Assurance Agency for Higher Education in November 2004. Success followed 12 months later on 18th November 2005 when Edge Hill was formally granted Taught Degree Awarding Powers by the Privy Council. A subsequent application for university title was then made in early 2006 and on 18th May 2006 the institution reached a landmark point in its history and was formally awarded the title Edge Hill University, adopting the motto ‘In Scientia Opportunitas’ (In Knowledge, Opportunity). The success continued and within two years, the University was also granted Research Degree Awarding Powers (RDAP) by the Privy Council on 7th August 2008.

Roll-out of the University’s programme of capital developments within the campus continued, in June 2008 the £14m Faculty of Health building was completed, winning a West Lancashire Design Award and the RICS Sustainable Building of the Year Award in 2009. This building allowed the relocation of Faculty staff from Aintree to Ormskirk and completed the 10 year development of the Western Campus. In light of the continuing recognition of the popularity of the Institution and year on year increased demand in applications, attention then turned towards campus expansion eastwards with the launch of Edge Hill 2020 to facilitate the necessary growth and expansion of the Ormskirk campus.

It was clear that Edge Hill could realise further potential and academic autonomy as a leading northwest higher education provider.

2008 - 2013

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Based on anticipated substantial growth and the achievements of the immediate past years, resulting in Taught Degree and Research Degree awarding powers and University title, the University took this opportunity to refresh is Strategic Vision and Aims as the regional ‘University of Choice’ for staff and students for the period to 2015.

Aligned with the new Strategic Vision, the University published a replacement 5 year Estates Strategy to 2013 in 2009 to ensure the delivery of a high quality campus which is best in delivering student experience.

The Strategy addressed the key issues and opportunities identified in the campus and presented a robust but flexible Development Framework for the campus and the University-owned land to the east. It identified and prioritised the key development opportunities for the University to 2013, in a sequential manner the development of the existing campus occurring before developing and expanding eastwards.

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Investment and success in campus development has been mirrored in all other aspects of the University.

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The Strategy has delivered several new additions to the Edge Hill skyline and has delivered an award winning campus environment with leading edge architecture and state of the art facilities.

A significant injection of on-campus student accommodation has been completed, a new Business School, a refurbished Arts Centre and a Student Hub and in 2013, plans to expand the campus eastwards were finally accepted making ten hectares of additional land available for development. Work has already begun on the transformation of the eastern campus with the erection of Creative Edge, the University’s £17.6m creative industries teaching and research facility, a campus lake, and a £30m sports development. Legibility and pedestrian connections have also been significantly enhanced largely due to the construction of a new gateway for vehicular access on St Helens Road which provides a stunning entrance feature into the campus and provides a direct and immediate route for vehicles into the main campus car park.

Investment and success in campus development has been mirrored in all other aspects of the University. Against a national backdrop of a significant economic downturn and falling student numbers and fewer applications to study, the University continues to go from strength to strength. In 2011/12, applications to study at Edge Hill were up by 7% compared to a downturn of 10% across the country, making Edge Hill one of only four universities to record an increase in demand for places following the introduction of higher tuition fees. The University now has a formidable reputation in the market place as a University institution delivering the highest standards in teaching quality, employability and student experience.

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Best in the North West for Teaching Excellence (Sunday Times University Guide), 2013

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Top in the North West for personal development (National Student Survey), 2012

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Top in the North West for Student Experience (National Student Survey), 2013

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Top Four in England and top in the North West for largest percentage increases in applications to study in 2012/13 (UCAS, 2012)

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Top in the North West for Graduate Employment (DLHE), 2013

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Applications to study have increased by 502% over the last decade (UCAS, 2012)

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Ofsted Grade 1 Outstanding in all areas of Initial Teacher Training

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Shortlisted for the Times University of the Year three times in five years

Edge Hill University - Draft Estates Strategy 2013 - 2020

The Future: Edge Hill in a Competitive HE Environment

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For the last two decades, the University has enjoyed unprecedented growth, development and success, with sector-leading applications growth and recruitment, strong scores in the National Student Survey, an award winning campus, excellent financial outturns underpinning substantial capital investment, the UK’s highest rated Ofsted performance, and a rapidly developing research culture.

But this repetition is not guaranteed. Over the next decade, the University will operate and compete in a very different demographic context, with the 18-21 age cohort in the early phase of a 17.4% decline in the North West region. With a static age participation rate, this means that any university will have to increase its market penetration by one-fifth simply to stand still.

The University will also need to compete in very different economic times. Whilst the banking crisis emerged not long after the last Estates Strategy was published, there was a significant time lag before the full scale of the challenge was realised and still longer before higher education, operating on three-year student cycles, began to be affected. The introduction of tuition fees, paradoxically, gave Universities an initial boost as applicants sought to pre-empt a near tripling of cost, meaning that the first three-year cycle of meaningful decline for universities less strong in the market did not begin in earnest until September 2012.

The implications of these changes will be significant. Students are becoming more discerning in their choice and destination of study and are now, in effect, customers.

There is no doubt that there is an ever growing consumerist culture that is here to stay with research work suggesting that the quality of campus, including the quality of academic buildings, IT infrastructure and accommodation is a significant and increasingly important area of competitive advantage in the market place. The University continually needs to invest and enhance its campus offer if it is to remain successful.

Students are becoming more discerning in their choice and destination of study and are now, in effect, customers.

The sector also cannot presume to be sustained by the State with possibly a less generous system of student support coming online later in the decade which may further impact upon market demand. There are other pressures including the Government’s clear intention to introduce further competition in the marketplace and the opening up of awarding powers to both private and not-for-profit suppliers.

Continued uncertainty in the areas of professional training, particularly teaching, and both social work and health could also provide a destabilising effect.

That said, the traditional market for full time, post-school, campus based higher education will remain as the route of choice for a substantial majority. To prosper in this vital, but probably scale-diminished market, a university’s brand and reputation will be crucial, as will be delivering an outstanding student experience in a high quality campus environment.

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Away from student recruitment there are other new as well as continuing challenges. There will undoubtedly be a further concentration of Research Excellence Framework and UK Research Council funding or, at the very least, the distribution of this funding being focussed to those universities with significant research heritage.

The University faces these challenging times from a strong position and has prepared a new Strategic Plan to 2020 to guide the institution. This Estates Strategy forms one of the supporting documents to the Strategic Plan.

The next section sets out the University’s Mission and Vision for the Future as set out in the 2020 Strategic Plan.

The University faces these challenging times from a strong position

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Edge Hill University - Draft Estates Strategy 2013 - 2020

Vision for the Future

“In Scientia Opportunitas – In Knowledge Opportunity” The University Strategic Plan to 2020 Mission Statement

2.27

Edge Hill will provide an intellectually stimulating, creative and inclusive environment for its community. Teaching and learning of the highest standard, supported by pure and applied research of international significance, will provide a firm foundation for its graduates and other stakeholders in a rapidly changing world. An international perspective, knowledge and understanding, and a life-long capacity to learn and adapt, is the surest way of securing an individual’s and the nation’s future.

University Vision 2020

2.28

Edge Hill University will: • Harness the creativity, knowledge and commitment of its staff to promote its values and enhance its activities • Provide an outstanding student experience, underpinned by high quality learning and teaching, and further develop its strong sense of community • Build its research capacity, and, in particular, establish research centres in the areas of public policy and the creative industries in addition to a postgraduate medical institute • Strengthen its links to business and the region, and enhance student employability • Establish both national and international partnerships, which will enrich university life, deepen our understanding of the world, and benefit the region and, more broadly, the UK economy • Continue its investment in the campus and facilities to create an outstanding environment for these activities

Our approach is inclusive; we celebrate diversity, and will tirelessly strive to enhance the life opportunities that a good education provides for our students.

Values

2.29

Our core values lie in our wholehearted commitment to our staff, students and partners, and our constant efforts to improve in all we do. Our approach is inclusive; we celebrate diversity, and will tirelessly strive to enhance the life opportunities that a good education provides for our student. The University will be both financially and environmentally sustainable, seeking always to reinvest its resources to enhance the student experience, its research capacity, and its engagement with the public and third sectors, business and the region, as well as its local community. We will be decisive and focussed in all we do, and plan with a realistic ambition founded on our strong progress to date.

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2.30

The Edge Hill community will: • embrace challenge and seize opportunity • expect and celebrate creativity and excellence • act responsibly and with integrity • show determination, resilience, ambition and adaptability • work together to deliver our Vision

Strategic Aims

We will enhance the employability of our students by enabling them to develop transferable skills

2.31

Our six strategic aims are gathered together under headings that reflect both our vision and values. They are: Student Experience, Research Capability and Impact, External Partnerships, International Engagement, People and Sustainability.

2.32

We will measure our success in a range of ways, but attach a list of key performance measures which reflect the aims that follow.

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To enhance the Student Experience the University will: • Provide an exceptional, student-centred experience founded on internationally significant research, pedagogic best practice, and personal commitment • Seek to be ranked in the top 10 of mainstream English universities for student satisfaction as measured by the NSS • Provide a focussed approach to student employability and entrepreneurship aiming to secure student employment rates in the top quartile/decile within the sector. We will enhance the employability of our students by enabling them to develop transferable skills and designing programmes which directly address employers’ needs • Broaden its appeal and attract a wider geographical and social mix of students • Continue recent strong improvements in student retention and attainment, with results significantly above HEFCE benchmarks • Diversify its modes of delivery, building its emerging reputation for innovation in online teaching, continually refreshing its approach to take into account current and emerging technologies • Broaden and develop its taught postgraduate capacity and offer in all three faculties • Work collaboratively with the student body and the Students’ Union to understand and meet their needs To improve its Research Capability and Impact the University will: • Further increase its research capacity through the recruitment of exceptional individuals and the nurture and development of its current staff • Establish a proactive approach to research impact as defined by the UK government • Continue to enhance its research environment, through the provision of seminar series, national and international conferences, and the appointment and internal development of research leaders • Selectively invest in projects to support new researchers, pump prime new initiatives and cross institutional research • Broaden its pool of research supervisors, build a significant body of full and part-time postgraduate research students, and secure a larger proportion of UK external research grants

Edge Hill University - Draft Estates Strategy 2013 - 2020

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Work to make our offer more distinctive and in particular will: • Establish research centres in the areas of the public sector and professional practice and creative industries with national and international impact • Establish a Faculty of Health and Social Care Postgraduate Medical Institute with strong links to regional trusts, hospitals and health professionals • Continue to develop the research capacity of the Faculty of Education with a focus on applied research and with a strong international strand • Encourage other interdisciplinary research within the University to enhance its reputation and broaden its impact • Facilitate and develop international collaborations • Significantly improve its position amongst UK HEIs in the REF return beyond 2014 To extend and strengthen its External Partnerships the University will: • Establish closer working relationships with stakeholders including schools, hospitals, businesses, government agencies and local authorities, and use these partnerships to enhance our student employability, applied research and provision of continuing professional development • Establish a clear account of its expertise and a sound reputation as a useful resource for business and the public sector • Increase the number of University knowledge transfer partnerships and promote translational research to meet the needs of business and society • Continue to enhance the cultural and intellectual life of our local and regional communities through public lectures, drama and music performances • Work with our alumni base, using them as ambassadors and influencers, and to establish links to business and the region To extend and strengthen its International Engagement the University will: • Embed international perspectives across the Institution • Significantly increase the proportion of overseas students in our student body • Provide linguistic, cultural, pastoral support and services to ensure that international students gain the maximum benefit from their time with us • Provide opportunities and pathways for UK based students to study abroad • Build and deepen relationships with key strategic overseas partners which will enhance student exchange, research opportunities and staff development • Continue to recruit staff globally

Establish closer working relationships with stakeholders including schools, hospitals, businesses, government agencies and local authorities.

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2.38

Continue to build a distinctive Edge Hill brand and outstanding reputation

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To develop the capacity and capability of its People the University will: • Continue to communicate with and listen to its internal stakeholders, and work to ensure that decisions and plans are informed and influenced by all • Encourage an outward looking, proactive and entrepreneurial approach from its staff • Ensure the future of the organization by identifying, nurturing and developing future leaders • Reap the positive business benefits of a strategic approach to wellbeing so enhancing staff motivation and engagement • Enhance the knowledge and expertise needed to deliver innovative and high quality learning and teaching • Significantly improve research capacity, the business skills which enable knowledge transfer and provide structured support for new researchers • Ensure that services delivered are high quality, flexible, add value and are fit for purpose • Recognise and reward strong performance To build sustainability the University will: • Continue to build a distinctive Edge Hill brand and outstanding reputation • Refresh its academic portfolio at all levels to meet student and employer demand • Seek to develop new markets and to diversify income • Pay close attention to the recruitment and subsequent retention of its students • Generate significant out-turns for investment • Retain substantial cash balances to protect against a turbulent environment • Continue to invest in the campus to enhance the student experience and our research profile

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Campus Development Objectives

3.1

A key supporting strategy for this vision will be a refreshed campus development framework.

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It draws on the founding principles of the University and the previous campus development framework and envisages a high quality higher education campus being set in sympathy with its semi-rural environment and providing facilities of outstanding beauty both in terms of built and landscape form.

The overall project objectives against which the development framework and this Strategy have been tested are: Objective 1: To plan for a sustainable University campus to meet its strategic goals and government objectives for higher education

3.4

This Strategy provides our intended solutions to existing campus development issues and in so doing provides a suite of social and community facilities for staff, students and stakeholders alike. The Strategy as set out provides for demolition and replacement of existing facilities within the existing western and central core of the campus which are no longer befitting the status and quality of the development now expected at the University. The strategy will ensure that the Eastern Campus is delivered in accordance with established campus principles and responds to the University’s needs.

Objective 2: To plan for an integrated university optimising the use of its established, and now extended, campus footprint

3.5

A key supporting strategy for this vision will be a refreshed campus development framework.

It is important to acknowledge the vital part that campus life plays in creating an environment for excellent learning, teaching and ultimately the student experience. This Strategy will continue to make best use of the campus, reinforcing connections between the core areas of activity: namely, the western campus, the central core, and the new eastern campus. Connections between these three areas will be made more legible as will the position of the campus between its major arterial boundaries, Ruff Lane, Scarth Hill Lane and St Helens Road. A key aspect of this will be to ensure that the recently created East:West transition is completed and extended laterally through the creation of high quality ‘squares’ or areas of public realm, thereby ensuring ‘a sense of place’ at all points within the campus.

Objective 3: To foster a campus community where staff, students and those external to the University can come together to learn, study, research and interact to further human knowledge and understanding

3.6

The campus has a vital role to play in creating a sense of community for those studying and working at Edge Hill University. The Strategy will help to develop exciting and stimulating environments capable of attracting and retaining the highest quality staff and students, as well as providing visitors with a positive experience of the University.

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Objective 4: To provide a robust and flexible framework for development of the campus to meet current and future needs

3.7

Flexibility is essential in allowing the evolution of the University in an ever changing political, economic and educational climate.

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Flexibility is essential in allowing the evolution of the University in an ever changing political, economic and educational climate. This Strategy, along with the refreshed development framework, will provide a coherent structure around a set of strategic principles in order to create a safe, inclusive and high quality environment with strengthened links to surrounding communities, but within the campus there will be the flexibility to accommodate current, anticipated and future requirements.

Objective 5: To provide residential accommodation on or near campus for a high proportion of students to maximise their contribution to, and enjoyment of, campus life

3.8

In support of campus life as a key ingredient of Edge Hill University’s success, this Strategy includes a bespoke residential strategy which provides for a minimum increase of approximately 400 places in student accommodation on campus to meet existing quantitative and qualitative shortfall in provision and to ensure a guaranteed offer of accommodation to all first year undergraduate students and provide adequate provision for international students and those second, third and postgraduate students who wish to reside on-campus. On-campus student accommodation is crucial in creating a campus with vibrancy and activity.

Objective 6: To manage travel demand through a sustainable transport strategy to maximise accessibility of the University whilst mitigating the impact of traffic congestion on the area

3.9

The campus provides benefits in terms of a reduction of travel demand by accommodating a high proportion of students close to where they study and has resolved its previous accessibility and highway network issues through the construction of a new gateway entrance in the campus. The University will continue to influence the travel behaviour of all staff and students through the implementation of its revised travel plan, exerting greater control over car parking, enabling better public transport penetration into the campus and improving walking and cycling opportunities. In conjunction with statutory authorities and other relevant stakeholders, the mitigation of traffic impacts on the local highway network will also be explored.

Edge Hill University - Draft Estates Strategy 2013 - 2020

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Objective 7: To pursue a sustainable future for the University and to demonstrate long-term stewardship of the environment by protecting and enhancing landscape character

As a socially responsible university, Edge Hill intends to take an environmental lead in developing policy on sustainability, influencing behaviour and promoting sustainable development through building procurement, landscape protection/enhancement and carbon management. The university will set challenging but achievable and affordable targets to ensure that we make best use of existing resources, whether physical, environmental, economic or social and in particular optimise the use of buildings, infrastructure and land holdings.

Objective 8: To develop further as a social and economic asset to the local community and the region in broad accordance with government policy objectives

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Edge Hill University’s contribution to the local and regional economy, as well as its social and cultural role, is already significant but in pursuing its vision to become a major regional university, it will reach out to stakeholders in business, industry, government and the wider community to win support for its plans, to share resources, to collaborate and to maximise available benefits. The university’s current success and future ambitions are already well aligned with key strategic policy objectives at all levels of government but will continue to respect local planning and environmental constraints, promote sustainable development principles and support regional and economic aims.

Finally, in delivering the project, the university will draw on and be inspired by its core values that have always underpinned its success. Cultural values lie at the heart of a successful community and provide common ground for all its members.

Owned and practised, they are what make the university distinctive.

The university will set challenging but achievable and affordable targets to ensure that we make best use of existing resources

The Edge Hill University community will: • embrace change and seize opportunity • expect and celebrate creativity and excellence • act responsibly and with integrity • show determination, resilience, ambition and adaptability • work together to deliver our vision

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Historical Development

Origins

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Edge Hill University originates from 1885, when the Institution first opened in a large house in Durning Road, Edge Hill, Liverpool. By the early 1930’s, it was firmly established as a centre of excellence, and its success, together with the significant investment required to upgrade its facilities, initiated the consideration of alternative new locations.

As an attractive, thriving market town, with rail connections to Liverpool, Preston, Southport, Wigan and Manchester; an open and rural aspect; and a range of local services and amenities, Ormskirk was selected as the preferred location.

The site was part of the wider agricultural town setting, contained between the radial routes - Ruff Lane and St Helens Road - connecting the town to the farmland and towns to the southeast. Neighbouring development was limited to surrounding farmsteads and the increasing numbers of residential villas along Ruff Lane and St Helens Road

Ormskirk Campus 4.4

From opening on 2nd October 1933, the Campus has developed through seven key stages of growth:

Stage 1: 1933 – 1935

4.5

Completed in 1933, the original ‘central campus’ buildings remain a prime example of 1930s architecture and are now a landmark/icon of the University.

4.6

The original campus consisted of a main education building, four halls of residence, an indoor swimming pool and a gatehouse. The buildings were set in extensive grounds, with the perimeter defined by ornate railings and posts.

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Completed in 1933, the original ‘central campus’ buildings remain a prime example of 1930s architecture.

The formal layout of the main building group was aligned along a central approach axis leading from the main St Helens Road entrance gateway. The internal building layout was formed by perpendicular corridors providing a strong grid. In turn, this generated a grid pattern of access roads, pathways and lawns offset from the building frontages.

Three residential properties along St Helens Road which were originally incorporated into the campus, also date from this period. With the exception of the Hollies, these properties were demolished in 2007 to make way for Founders Court; a new student accommodation development comprising 240 bed spaces.

The buildings established within this stage of growth are identified on the diagram opposite.

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Edge Hill University - Draft Estates Strategy 2013 - 2020

Stage 2: 1935 – 1960

4.10

A stable period of consolidation followed the initial development phase, with limited additional building development.

4.11

The existing mature tree cover and ornamental gardens are a consequence of extensive tree and shrub planting by staff and students during this period. The buildings established during this stage of growth are identified opposite.

The existing mature tree cover and ornamental gardens are a consequence of extensive tree and shrub planting by staff and students during this period.

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Edge Hill University - Draft Estates Strategy 2013 - 2020

Stage 3: 1960 - 1980

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The recommendations by the Ministry of Education in 1959 to increase student intake, including male students, required a further significant expansion of accommodation and facilities. In 1963, the new gymnasium, residential halls, dining rooms, and an extra science block were opened. New development was structured around the grid pattern defined by the buildings, access roads and pathways around the main education block.

Growth during this period is illustrated graphically opposite.

New development was structured around the grid pattern defined by the buildings, access roads and pathways around the main education block.

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26

Edge Hill University - Draft Estates Strategy 2013 - 2020

Stage 4: 1980 - 1995

4.14

4.15

4.16

A significant expansion of accommodation and facilities was delivered in response to the continuing success of the College, the ever expanding demands for additional educational capacity, and the need to attract emerging education fields including Information and Communication Technology and Health and Leisure.

New buildings included Forest Court Halls, the new Maths block, the Natural Geographical and Applied Science building, the Learning Resource Centre and a new student block on the site of the old refectory to provide a bar, lounge, dance floor, fast-food outlet, games room and launderette. The Student Information Centre was also created within the vacated original library building.

Campus growth during this period is illustrated graphically opposite.

A significant expansion of accommodation and facilities was delivered in response to the continuing success of the College

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Edge Hill University - Draft Estates Strategy 2013 - 2020

Stage 5: 1995 – 2008

4.17

4.18

4.19

4.20

This stage represents the most significant and extensive period of growth since the inception of the Campus in 1933. This is focused on two locations – the ‘Sporting Edge’ and the ‘Western Campus’.

The ‘Sporting Edge’ opened in 1997, together with the Sports Science (Wilson Centre) provides the focus for integrated indoor and outdoor sports facilities. The indoor facilities provide a modern gymnasium, changing rooms and sports hall.

They enclose an outdoor athletics track, with further facilities - all-weather, floodlit tennis courts, multi-courts and hockey pitches, rugby, soccer and cricket pitches, additional PE laboratory and fitness suite, a new sports pavilion and additional car parking located close by.

The ‘Western Campus’ comprising some of the more recent expansion, provides contemporary educational buildings, set within a high quality public realm.

Buildings include the Faculty of Education, MC (Management Centre), CMIST (Communications Media Information Systems and Technology) and LINC (Learning Innovation Centre) and the Faculty of Health. Buildings are set around an informal lake, which also functions as a sustainable urban drainage attenuation system, with waterside planting and pathways, together with a more formal sequence of squares, terraces and outdoor seating. During this time, the University also demolished a collection of buildings which were no longer fit for purpose to the rear of the main building to make way for the new Business School in the central campus.

The buildings and areas associated with this period of growth are identified opposite.

The ‘Western Campus’ comprising some of the more recent expansion, provides contemporary educational buildings, set within a high quality public realm.

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30

Edge Hill University - Draft Estates Strategy 2013 - 2020

Stage 6: 2008 – 2012

4.21

4.22

4.23

4.24

Based on anticipated substantial growth and the achievements of the immediate past years, resulting in Taught Degree and Research Degree awarding powers and University title, the University took this opportunity to refresh its Strategic Vision and Aims as the regional ‘University of Choice’ for staff and students for the period to 2013.

Aligned with the new Strategic Vision, the University in 2009 published a replacement 5 year Estates Strategy to 2013 to ensure the delivery of a high quality campus which is best in delivering student experience.

The University has progressed campus redevelopment and enhancement in line with this Strategy. This started in the centre of the campus with the demolition of academic and support buildings no longer fit for purpose to make way for a new business school, and a new Facilities Management and IT Building (Durning Centre) on land behind the Sporting Edge facility. Opened in September 2010, a new Gym was fitted out with four badminton courts, basketball and gymnastic equipment. The ground floor was also remodelled with a new Sporting Edge Reception and a Starbucks coffee bar. Also in 2010, the £13.5m Hub building was constructed to the rear of the main building which provides a new exciting community space with ancillary retail, restaurant and learning spaces. This has been recently supplemented by the redevelopment of the Rose Theatre (now called the Arts Centre) which provides improved theatre and entertainment space overlooking the remodelled and landscaped Rock garden. Public realm and green spaces have been improved throughout the campus.

This stage of the University’s campus development also witnessed a comprehensive building programme to secure further residential accommodation.

Three phases of student accommodation have been developed within the central and western campus; Phase 1 and 2 at Founders Court, developed along the St Helens Road and providing 240 bed-spaces in self-contained cluster flats; and Phase 3 at Graduates Court providing a further 144 bed-spaces located to the rear of the Faculty of Education in the Western Campus. All new campus accommodation are designed and fitted-out to high specifications with en-suite bathrooms, Freeview television and Wi-Fi internet as standard.

The £13.5m Hub building was constructed to the rear of the main building which provides a new exciting community space with ancillary retail, restaurant and learning spaces.

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Edge Hill University - Draft Estates Strategy 2013 - 2020

Stage 7: The Eastern Campus (2012 to date)

4.25

4.26

More recently, development has begun on a new exciting phase of campus development – the Eastern Campus. The Eastern Campus has included significant investment in the institution’s ‘non-academic’ offer it provides to its students, in terms of social, leisure and residential facilities and supporting infrastructure, to provide a truly sustainable campus as a place to live and study, as well as enabling the local community to benefit from use of its services and the facilities it provides.

This includes a new comprehensive £30m sports and recreation facility with new campus entrance and access into and out of the campus which will improve the accessibility into the campus. The northern phase of the Eastern Campus is already complete with the recent opening of phases 4, 5 and 6 student accommodation (Chancellors Court) set within a landscape setting and lake.

The first phase of the southern part of the Eastern Campus has recently been completed at a cost of £17.6m with the departments of Media (including Animation) and Information Technology moving into a leading and innovative building called the ‘Creative Edge’.

The Eastern Campus has included significant investment in the institution’s ‘non-academic’ offer it provides to its students

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Edge Hill University - Draft Estates Strategy 2013 - 2020

5

5.1

5.2

Building Condition

The majority of the buildings within the campus are modern, contemporary and well-performing buildings, but a small number are becoming increasingly out-dated, below the standard expected of the University and need to be redeveloped or replaced.

The buildings within the campus are graded using the widely accepted Royal Institution of Chartered Surveyors condition categories. Using the latest estates management data (data relating to the 2010/2011 academic year) the list of buildings and their respective grading are as follows: Condition

A As new condition.

Definition

Typically built within the last 5 years, or may have undergone a major refurbishment within this period.

Maintained/serviced to ensure fabric and building services replicate conditions at installation. No structural, building envelope, building services or statutory compliance issues apparent.

No impacts upon operation of the building.

Maintenance will have been carried out. Minor deterioration to internal/external finishes.

B Sound, operationally safe and exhibiting only minor deterioration.

Few structural, building envelope, building services or statutory compliance issues apparent.

Condition likely to have minor impacts upon the operation of the building.

Building

The Durning Centre, Graduates Court, Founders Court, Chancellors Court – (Not yet reported via EMS), Business School, CMIST – (Renamed; GeoSciences – Limited refurbishment, completion Sept 2013), Faculty of Education, Faculty of Health & Social Care, The Hollies, LINC, MATEC, Milton House, NGAS (Renamed; BioSciences – Refurbishment completion Sept 2013), Performing Arts, SIC, Sporting Edge, Social & Psychological Sciences, University Library, Wilson Centre, Customer Information Centre (Security & Customer Information Centre), The Lodge

The majority of the buildings within the campus are modern, contemporary and well-performing buildings

Forest Court; Old Gymnasium; The Laurels; Main Building ground floor (common areas); Stanley Hall; Clough Hall; Lady Margret Hall; John Dalton Hall; Roundhouse; The Venue, Derby Hall, The Street and College Shop; Fazakerley Training Centre – Annexe ‘C’ (Renamed Post Graduate Centre - Refurbishment completed Sept 2013); Gas Meter Shed; Observatory; Silkhouse Court (Lease expired, no longer used by EHU, reported via EMS 2012); Sub-Station; Woodlands Campus

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Condition

C Operational, but major repair or replacement needed in the short to medium term (generally 3 years).

Definition

Requiring replacement of building elements or services elements in the short to medium term. Several structural, building envelope, building services or statutory compliance issues apparent, or one particularly significant issue apparent. Often including identified problems with building envelope (windows/roof etc.), building services (boilers, chillers etc.).

Likely to have major impacts upon the operation of the building, but still allow it to be operable.

Requiring replacement of building elements or services elements in the short to medium term. Several structural, building envelope, building services or statutory compliance issues apparent, or one particularly significant issue apparent. Often including identified problems with building envelope (windows / roof etc.), building services (boilers, chillers etc.).

Likely to have major impacts upon the operation of the building, but still allow it to be operable.

Building is inoperable, or likely to become inoperable, due to statutory compliance issues or condition representing a health and D safety risk or breach. May be Inoperable, or structural, building envelope, serious risk of or building services problems major failure coupled with compliance or breakdown. issues. The conditions are expected to curtail operations within the building. Excludes very minor items which can be rectified easily.

36

Edge Hill University - Draft Estates Strategy 2013 - 2020

Building

E.M Butterworth Hall; Eleanor Rathbone Hall; Katherine Fletcher Hall; Lady Openshaw Hall; Margaret Bain Hall; Swimming Pool; Geography – (Demolished for Residential Block 7 – Sept 2013); Health Studies Annexes D1 & D2 – (Termination of lease back to NHS Trust 2013)

None

Condition Analysis (Grade B and C)

5.3

5.4

5.5

5.6

5.7

5.8

5.9

Over the past 3-5 years, the overall condition of the estate has improved considerably i.e. the majority of the estate is considered grade ‘A’. This has been achieved by the construction of new buildings (both residential and nonresidential), and the improvement of the existing buildings by refurbishment and/or the addressing of backlog maintenance. The following assessment concentrates on the University approach to those buildings that are graded as ‘B’ and ‘C’:

Forest Court Forest Court constructed during 1994 is now over 19 years old. Compared to the latest residential accommodation e.g. Founders/Graduate/Chancellors Courts, it is a little dated. However, it does provide a good standard of accommodation and will benefit from continued investment. For further detail relating to the residential buildings, please refer to the Residential Accommodation Strategy summarised in Section 8.

Old Gym The Old Gym is in reasonable condition and utilisation is good. However it is located within a zone that is identified for redevelopment during the lifetime of this Strategy. Additionally, the creation of a new gym extension to Sporting Edge, and the development of new sports facilities to the east of the campus, will result in this building having a limited life.

The Laurels The Laurels is effectively a back-of-house utilitarian building that accommodates the grounds equipment and machinery. There is no business case for its redevelopment, relocation or demolition. It is likely that some minor aesthetic work to the exterior will be necessary in the medium term to ensure that it is more congruent with the Durning Centre.

The Main Building ground floor (common areas) As part of this Hub project, significant backlog maintenance has been addressed and some designs have been developed to enhance the main Building corridors and common areas. The Main Building will remain the ‘landmark’ for the University, and will continue to benefit from considered and appropriate investment.

Stanley, Clough, Lady Margaret, and John Dalton Halls The residential accommodation within the Main Building (1st and 2nd floors) is not considered to be in an ideal location i.e. its proximity to the ground floor support space. For further detail relating to the residential buildings, please refer to the Accommodation Strategy summarised in Section 8.

The Roundhouse The Roundhouse is a basic utilitarian structure that accommodates the telephone control equipment. There is no business case at this time for its redevelopment, relocation or demolition.

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5.10

5.11

5.12

5.13

5.14

The Lodge This building forms part of the original ‘college’ estate, dating back to the 1930’s.

It has recently undergone significant improvement works and provides a very useful accommodation for temporary resources relating to projects with a finite lifespan.

The Venue, Derby Hall, The Street and College Shop This group of buildings/facilities are located within a zone that is identified for redevelopment within the lifetime of this Strategy.

Fazakerley Training Centre – Annexe ‘C’ Constructed in the mid 1990’s the facility provides valuable teaching/office provision for the Faculty of Health. There have been discussions between Faculty of Health and Facilities Management regards providing more useful spaces within the building with a view to increasing the teaching spaces and seating capacities within. – (Refurbishment completed Sept 2013)

E.M Butterworth, Eleanor Rathbone, Katherine Fletcher, Lady Openshaw, and Margaret Bain Halls (Back Halls) This residential accommodation is considered to be the least functionally suitable.

These blocks are located within a zone that is identified for redevelopment within the lifetime of this Strategy.

Swimming Pool The Swimming Pool located within a zone that is identified for redevelopment within the medium-term (3-5 years). The building is in poor condition and functionally unsuitable. The facilities are to be replaced as part of the sports development proposals to the east of the campus.

Summary

5.15

38

The University recognises that its buildings and infrastructure form a key part of the Edge Hill "product offer" and envisages continued investment to enhance the student experience. The provision and maintenance of a high-quality physical estate and facilities is intrinsic to the success of the University and the provision of an excellent student experience. This will be achieved by the planned implementation of this strategy.

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6

Key Issues and Opportunities

An Award Winning Campus Environment

6.1

6.2

6.3 6.4

The Ormskirk campus has undergone a significant step-change over recent years.

It has developed from what was a disjointed pattern of building groups, landscape features and public spaces to what is now an award winning, high quality campus environment with striking architecture; cutting edge facilities; a connected, legible and vibrant public realm; safe and pleasant landscape spaces; and, through the introduction of a new gateway entrance, a largely car-free environment from the western campus through to the central core and to the emerging eastern campus.

The success has been a result of the University making significant investment in its campus offer and through following the strong design principles and campus development framework that were enshrined in the previous Estates Strategy (2009-2013).

These principles and structural framework remain valid and are continued in this strategy.

There is, however, still work to do. There are a number of existing buildings within the central campus core that are no longer fit for purpose and which present future development opportunities to further enhance the University’s campus experience not only in terms of its teaching and learning offer but also to significantly improve the social and cultural facilities that students now expect as part of their everyday experience. This is, of course, in addition to a further increase and continued enhancement of student accommodation. Further development opportunities within the central campus core have also been presented by way of the relocation of the University’s sporting facilities to the east of the campus. The challenge here is to ensure that redevelopment of these large areas are fully integrated and knitted into the existing campus fabric in terms of legibility to create an enhanced sense of place for students, staff and the community to enjoy. The expansion eastwards is well underway and the completion of the Eastern Campus is to be secured during the lifetime of this Strategy.

The Ormskirk campus has undergone a significant step-change over recent years.

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6.5

The key issues and opportunities can be summarised as follows:

Issues •

Over 10% of student accommodation stock on campus is in a poor condition and no longer meets student expectations, with the majority of the stock occupying a valuable and visible core area to the rear of the main building.

•

The existing running track presents a barrier from completing the East-West pedestrian transition through the campus.

•

The on-going enhancement of the student experience as a university of choice, will require the development of new and replacement non-academic facilities to improve the social, cultural and leisure offer within the campus (i.e. improved replacement student union facilities, improved catering and retail / services provision, improved leisure and recreation facilities and social assembly provision.

•

There is a need to significantly improve the University’s learning and information resource offer through the provision of a new University library.

Opportunities

40

•

The location, prominence and quality of the Main Building, the Hub and the Business School along with the redevelopment of the Old Gymnasium, Swimming Pool and Student Union presents an opportunity to create a central social-academic-learning resource hub set within a high quality pedestrian priority public realm creating a new extended heart of the campus.

•

The relocation of the running track and playing field will allow improved connections to the eastern campus (and new sports facilities) and provide a large scale development opportunity in the core of the campus.

•

The landscape framework currently in place presents a strong framework which needs to be continued through continual campus development and enhancement.

•

Redevelopment of the Back Halls to create additional teaching and learning academic facilities.

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7

Long Term Vision

Campus Development Framework 7.1 7.2

7.3

7.4

The vision of the Ormskirk campus is expressed through a refreshed campus development framework as shown overleaf.

The campus framework, in essence, is a continuation of the framework that has guided campus redevelopment so successfully since 2008. Its structuring principles and urban design principles and components remain but have been refreshed in light of the issues and opportunities the current campus create and the competitive environment that the University operates within.

The campus development framework identifies the key opportunities and development priorities that the University envisages to deliver through the life-span of this strategy. In essence, it identifies the following priorities: • The completion of the Eastern Campus as a residential student village • The completion of the sports development project through the completion of the sports building and tennis courts • The redevelopment of the playing field in the central core to provide improved Student Union facilities with improved cultural, leisure and social uses and enhanced retail/catering provision • The redevelopment of the central core to rear of the main building to create a new library and resource centre in the heart of the campus • Redevelopment of the back halls An indication of the timing and delivery of these development priorities is identified below. It must be stressed, however, that decisions on priorities identified for completion towards the end of this plan can only be illustrative at this stage as final decisions will be taken nearer to the time and on the basis of an evaluation of specific business needs and prevailing market conditions:

The campus framework, in essence, is a continuation of the framework that has guided campus redevelopment so successfully since 2008.

New Development Priorities Academic Year

Projects

2014

Residential provision at Chancellors Court (Phase 8)

2014 2015/16 2016/17 2017/18 2018 - 2020

Complete sports development including sports building and tennis courts Student union/venue/retail provision New library/learning resource centre

Convert existing LRC to generic teaching and learning space Central Campus redevelopment

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Edge Hill University - Draft Estates Strategy 2013 - 2020

Illustrative Masterplan

7.5

To show how the campus development framework could be realised during this strategy, an illustrative masterplan has been prepared and shown opposite.

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44

Edge Hill University - Draft Estates Strategy 2013 - 2020

8

8.1

8.2

8.3

8.4

8.5

8.6

Residential Accommodation Strategy

To support the Strategic Plan and this Estates Strategy, the University has prepared a Residential Accommodation Strategy to provide a medium term plan for developing and managing residential accommodation on campus.

The strategy reaffirms the importance to the institution in delivering high quality student accommodation as it: • is a vital resource to support the recruitment, transition, integration, retention and personal growth and development of first year undergraduate students; • provides a significant resource to support the retention, progression and academic achievement of Senior Students; and • helps create a supportive, connected and vibrant student population within a campus community.

The University’s vision in respect of student accommodation is: “To provide a residential offering that presents students with sufficient and appropriate range of high quality residential, social and learning opportunities in an attractive, professionally managed, well maintained, ecologically sound environment which is both financially sustainable and affordable.”

As identified previously, the University has succeeded in growing its student numbers at a rate which is probably unmatched in the sector and this growth has undoubtedly translated into demand for student accommodation provision on campus and in the local community.

The University has made significant strides in recent years in increasing its quantitative and qualitative student accommodation offer with 1,021 new bed-spaces being built on campus over the last four years. Bed-spaces on campus now total 1,703 and the new student accommodation provides the necessary facilities and specification to meet (and exceed) student expectations. However, the University still provides some older stock which now needs replacing during the period of this Strategy and there is a continual need to provide additional bed-spaces on campus to meet demand and maintain its competitiveness in the market place.

The University has succeeded in growing its student numbers at a rate which is probably unmatched in the sector.

Demand for on-campus student accommodation continues to outstrip supply. In 2012/13, the University received 1,710 applications to study from first year, first choice applicants and 330 students were unsuccessful in their application for accommodation. As a contingency, the University has further extended its partnership with Unite Student Housing which provides 180 rooms within the Unite Student Village in Liverpool city centre. Demand has outstripped supply for this academic year and will continue until the University provides sufficient accommodation stock on campus. There is also an acute demand to provide accommodation suitable for disabled students, with the University currently only providing eleven adaptable rooms.

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8.7

8.8

46

Any inability to meet the demand from first year undergraduate students places the University at a distinct competitive disadvantage in a highly competitive and volatile student recruitment market, since the majority of universities across the country not only guarantee accommodation to all first year undergraduate students, they also offer accommodation to second years, third years and postgraduate students.

Moreover, one of the undoubted impacts of the University’s growth and the associated demand for accommodation associated with the low level of on-campus supply, has been an increased demand for privately-rented accommodation, particularly within established residential areas within walking distance of the University, resulting in a number of properties being acquired for the sole purpose of letting to students. Despite the current economic climate and shortage of liquidity, the current return on investment (for relatively low risk) will be well in excess of any bank or stock market return for landlords. This will mean that unless and until the University can start to address the supply side of this residential property equation (including providing on-campus provision for second, third, postgraduate and international students who would prefer to reside on campus), there will continue to be substantial pressure on available properties for first time entrants and local residents in the local property market.

Edge Hill University - Draft Estates Strategy 2013 - 2020

Future Requirements

8.9

8.10

8.11

8.12

8.13

The University has assessed the condition of all of its accommodation stock against established HEFCE guidelines and feedback from its students and undertaken a projection assessment for new accommodation to 2020.

In terms of existing condition, the following table confirms that notwithstanding the continual investment in the refurbishment of the older residential stock, there remains an imminent need to demolish and replace the student accommodation known as the ‘Back Halls’; this represents 10.5% of the overall accommodation stock.

In respect of projections, whilst student numbers are forecast to remain buoyant in the future, they are not expected to grow at the rates that they have been previously. The exact level of future growth will depend on a number of factors, including competition for students from other institutions (at home and from abroad) and long term Government policy. Nonetheless over the next five years, the University expects growth in the international student market and high performing students (Grades ABB+). It also wishes to ensure that adequate provision is made on campus for second, third and postgraduate students.

In the light of our analysis of demand, including demand from second and third years and the short term requirement to address the standards of accommodation, particularly within the Back Halls, the University forecasts that for students requiring accommodation over the next five years and whilst such forecasts have to be flexible, to summarise there will be a need to meet: • continual unmet demand, including demand from PGCE and PG students (50 additional bed-spaces) • an imperative to improve the quality of existing halls stock, most notably the older part of the estate (179-180 bed-spaces) • a planned and projected increase in International Student numbers (50 additional bed-spaces) • a desire to increase the numbers of second and third year students on campus coupled with a desire to reduce the numbers of students resident in HMOs within the local area in order to mitigate the effects of ‘studentification’ on local residents (250 bed-spaces) Whilst this indicates a possible need for a further 530 bed-spaces on campus, for the purposes of this strategy a figure of c: 400 bed-spaces has been included to bring total student residential accommodation stock up to essential capacity and standards. This provides some contingency should the required demand not materialise in future years. This particular requirement will continue to be kept under constant review.

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Assessment of Current Accommodation Stock Net Space of Existing Accommodation Estate

Condition A

852

Annakin (Graduates Court)

A

768

Balfour (Founders Court)

A

848

Crossfield (Founders Court)

A

1126

Hollies

A

439

Maconie (Graduates Court)

A

786

McDairmid/Matheson/Smith (Founders Court) A

2081

Normanton (Graduates Court)

A

344

Pryce (Graduates Court)

A

420

Sarah Yelf/Sinclair (Founders Court)

A

1158

Ainsworth (Graduates Court)

Forest Court

Sub-Total (A) =

Main Building Residential (Clough, Stanley, Lady Margaret, John Dalton) E.M.Butterworth Hall

Sub-Total (B) =

Residential (GIA)

8822 B

6310

B

6784 13094

C

749

Eleanor Rathbone Hall

C

749

Katherine Fletcher

C

749

Lady Openshaw

C

749

Margaret Bain Hall

C

749

Sub-Total (C) = Sub-Total (D) =

Totals

48

(as per EMS Definitions)

Edge Hill University - Draft Estates Strategy 2013 - 2020

3745 D

%

34.38

51.03

14.59

749 25661

100

9

Local Plan

9.1

A new West Lancashire Local Plan is nearing formal adoption and its policies need to inform this Estates Strategy.

9.1

9.3

9.4

9.5

The Local Plan wholeheartedly supports the growth, development and improvement of Edge Hill University and endorses campus redevelopment. As such, the Local Plan removes land from Green Belt to facilitate the creation of the eastern campus and sets the planning framework that the University will operate within through the implementation of this strategy. This ensures that the University can look forward to the future with confidence and certainty knowing that a positive planning policy framework is in place that supports campus redevelopment, improvement and enhancement.

The importance of Edge Hill University to the borough is reflected by the inclusion of a specific strategic policy within the Local Plan (Policy EC4). This confirms that the Council will seek to maximise the role and benefit of Edge Hill University as a key asset to the Borough, in terms of the employment opportunities and community benefits it provides, investment in the local area and the up skilling of the population, whilst seeking to minimise any adverse impacts on Ormskirk and the wider environment.

The policy identifies the following key principles which are to be promoted: • Supporting the continued growth, development and improvement of Edge Hill University and its facilities within the existing campus and via an extension into the Green Belt to the south east of no more than 10 hectares both on the existing campus and extension into the Green Belt to the south-east as delineated on the Proposals Map, where such development incorporates measures to alleviate any existing or newly created traffic and/or housing impacts; •

Working with the University to develop travel plans and parking strategies to encourage sustainable travel and improve access to the campus;

•

Improving the University accommodation offer and concentrating new student accommodation within the existing and/or extended campus in accordance with Policy RS3;

•

Where possible, creating links between the University, local businesses and the community sector, in terms of both information sharing and learning programmes, to ensure that the University continues to contribute to the local economy and social inclusion in the Borough; and

•

Where possible, ensuring that the benefits of the University and its future growth and development are also directed to those communities where educational attainment is lower through specific programmes, and where possible and appropriate, led by private sector employers; and

•

The use of sustainable drainage systems for surface water.

The Local Plan wholeheartedly supports the growth, development and improvement of Edge Hill University and endorses campus redevelopment.

Delivery of this Estates Strategy will ensure that development proposals brought forward are compliant with this policy.

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10 Estates Data

10.1

10.2

The preceding sections focus on the future direction of the University, as defined by its strategic objectives (Strategic Plan) and the accommodation needs resulting from this. In order to determine the space needs accurately, it is necessary to understand the scope and function of the existing estate and environment. This section gives key data on the estate, using information derived from the 2012 EMS submission (Estates Management Statistics - relating to 2011/12 academic year).

The University’s estate comprises some 51 hectares of which: • 6 hectares of non-residential estate • 2.9 hectares of playing fields • 20.23 hectares of grounds (approx) • 0.9 hectares are for other uses, including student residences.

• 21 hectares of land for future development *The difference from previous figures relates to how the EMS Data Definitions have changed.

10.3

The operational estate comprises some 47 buildings, the size of which are summarised below. It is important to note that the Main Building is split between both residential and non-residential use which results in a slight disparity regarding the overall total number of buildings.

Total operational estate (all sites) Space type Residential

No. of buildings 15

Non-residential 32 Total

Ormskirk Space type Residential

47

No. of buildings 15

Non-residential 30 Total

47

Net internal area NIA (m2)

Balance area (m2)

Gross internal area GIA (m2)

56,521

8,270

64,791

22,674 79,195

Residential

No. of buildings 0

Non-residential 2 Total

2

11,257

25,661

90,452

Net internal area NIA (m2)

Balance area (m2)

Gross internal area GIA (m2)

48,172

6,723

54,900

22,674

70,846

Satellite/Outreach Centres Space type

2,987

2,987 9,715

25,661

80,561

Net internal area NIA (m2)

Balance area (m2)

Gross internal area GIA (m2)

8,349

1,542

9,891

0

8,349

0

1,542

In order to determine the space needs accurately, it is necessary to understand the scope and function of the existing estate and environment.

0

9,891

*EHU occupy in total 5 external sites, not defined as EHU buildings according to EMS definition.

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10.4

The Campus is continually developing and improving. As such, these figures represent a snapshot in time – relating to the 2011/12 academic year.

Building Age

10.5

The University has a large number of buildings ranging in age from the early 1900’s to present date. The estate itself has evolved from the original Edge Hill Teaching College built in the 1930’s, includes some Victorian villas purchased later and includes newer purpose-built environmentally excellent buildings; the majority of which have been built over the past 13 years. Apart from the main building itself (and that has been subject to extensive remodelling/extension during 2011-2012) the majority of the University estate was built post-1980. The age distribution is as follows: 50

% of Estate

40

Non-Residential 37.15

38.55

30

Residential

37.15

20

13.67

10 0

6.52

Since 2000

52

10.67

5.98 0

Date of Construction

The outreach centres and satellite sites are provided under lease/licence agreements.

Edge Hill University - Draft Estates Strategy 2013 - 2020

0.5

0

Since 1980 - 1999 1960 - 1979 1940 - 1959 1914 - 1939 1840 - 1914

Building Ownership

10.6

24.76

23.03

Building Condition 10.7 10.8

10.9

Please refer to Section 5 for a detailed analysis of building condition.

A large proportion of the University’s non-residential buildings are in excellent condition (A), with a significant proportion of the residential being classed as sound (B) and a small proportion classed as (C) operational only. There are no buildings classed as inoperable (D).

Costs developed annually relating to upgrading the estate buildings from condition D to B and C to B are indicated below (2011/12 EMS data). Figures in brackets indicate 2011/12 costs: Accommodation type

D to B

C to B

Residential

No Category D Buildings

£2.2m

Non-residential

No Category D Buildings

£2.250m (£2.120m)

10.10 These figures continue to reduce progressively year on year indicating the effective management of maintenance and refurbishment resulting in an overall improvement in condition across the estate.

Condition of Institution’s Estate (2011/12) as defined by RICS 80

77.83

Non-Residential

70

Residential

% of Estate

60

51.03

50

40

34.38

30

20

15.32

10 0

6.85

A

B

4.59

C

Condition (as per RICS definitions)

0

D

0

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Space Utilisation

10.11 Generally, space is at a premium in the University and consequently it is managed effectively and monitored closely.

10.12 The University undertakes space utilisation surveys for academic space each

semester to ensure accurate records are maintained and to optimise timetabling.

Both frequency and occupancy are measured.

10.13 The use of non-academic space is reviewed by senior management as part of a

dynamic process that responds to departmental changes and staff movement responding to business need. Whilst there remains some minor operational issues regarding the location/proximity of support space in relation to academic space, this does not affect the overall utilisation. It is evident that support space is managed effectively and any minor deficiencies will be addressed as part of on-going capital development.

10.14 Space utilisation of residential space is dynamically managed and monitored

closely by the Accommodation Team (Student Services) and generally indicates that there is an insufficient quantity of residential accommodation on campus (please see the Residential Accommodation Strategy summarised in section 8).

Running Costs

10.15 The University uses the key estate ratios derived from EMS and continues to compare well with the mean values across the sector.

10.16 Additionally, the very recent installation of utility metering and monitoring & targeting software provides a more detailed analysis of running costs.

10.17 Total maintenance costs remain slightly below the mean value for all HEIs in the UK at £10.03 per m2 NIA.

10.18 Maintenance is managed centrally using a team of construction professionals (both in-house and contractors). The current revenue budget allocation for maintenance is £3.963m excluding associated staffing costs.

10.19 Energy costs for 2011/12, although marginally higher than previous years due to

market fluctuations, remain substantially below the mean value for all HEI’s at £10.90 per m2 NIA. This has been achieved through proactive energy procurement. Though energy costs have been unstable, energy use has either been stable or reduced slightly. This has been achieved through a positive commitment to environmental management and sustainable construction/operation of buildings.

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Estate Value

10.20 The University estate has a balance sheet accounting valuation of £160.1 million (Financial Statements for the year ended 31 July 2013).

10.21 Overall, the Ormskirk Campus, which has limited alternative use, has a rateable

value of £2.28M (11/12). The value to the University is much greater; it would be uneconomic to sell the site with its current planning restrictions, and to move elsewhere.

Functional Suitability

10.22 The functional suitability of each building has been assessed using four categories derived from EMS: C1 Excellent C2 Good C3 Fair C4 Poor

Space fully supports current functions.

Space provides good environment for current function.

Space provides reasonable environment.

Space fails to support current function (unsuitable).

10.23 A large proportion of the University’s buildings are functionally suitable

(excellent), with a significant proportion being good/fair. Most of the unsatisfactory (poor) buildings are already part of an area under development or scheduled for development as part of this Strategy.

10.24 The following graph shows the overall functional suitability of the estate.

Building Functional Suitability 80

79.66

Non-Residential

70

Residential

% of Estate

60

26.44

50

40 30

58.97

20

18.42

10 0

1.92

Grade 1

Grade 2

14.59

Grade 3

0

0

Grade 4

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Summary

10.25 In summary, the University has enjoyed significant and sustained investment and

development over a number of years. Continued commitment is essential for Edge Hill to succeed and continue to be the University of Choice.

10.26 The University recognises that its infrastructure is a key part of its "product offer" and envisages continued investment to enhance the student experience. The provision and maintenance of a high-quality physical estate and facilities is intrinsic to the success of the University and the provision of an excellent student experience.

10.27 The greatest proportion of new building and significant refurbishment has been

realised over the past 10 years. Estate related data indicates a progressive improvement in condition, functional suitability and a reduction in operating costs respectively. Maintenance and refurbishment has been managed effectively, with a clear focus on the University’s Strategic Plan, the Capital Development Framework, and an appropriate level of maintenance will continue to be expended in the future. However, there are areas that need to be improved if the University is to maximise the stakeholder experience.

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11 Sustainability

Overview

11.1

11.2

11.3

Within the previous Estates Strategy we recognised the significant work that had already been undertaken with regards to improving environmental management performance of our estate and our activities.

We subsequently outlined our approach to demonstrate continual improvement, identifying key objectives which formed the basis of our first, formally documented Environmental Management Strategy.

Since that time our Environmental Management Strategy has continued to develop. Through regular review of progress to ensure those objectives originally set remain appropriate and relevant in the context of an expanding campus and diversifying University both in terms of our student base and the activities in which the University is engaged.

Environmental Management

11.4 11.5

The University has continued to gain peer recognition for our environmental performance and commitment to sustainable development in its broadest definition.

Over the last several years, the University has been awarded Green Flag status for the high-quality, ‘welcoming’ campus environment. We have attained Fairtrade University status and Vegetarian Society accreditation. Furthermore, the integrity of the procurement and supply chain arrangements has been formally endorsed through gaining ‘Red Tractor’ Farm Assured status and Certified Sustainable Seafood status for respective meat and fish provision served as part of our catering offer.

The University continues to significantly invest in a comprehensive programme of energyconserving projects

Carbon Management 11.6

11.7

11.8

11.9

The University continues to significantly invest in a comprehensive programme of energy-conserving projects both as part of our capital programme and also through other schemes, identified and developed through our Environmental Management Strategy.

The introduction of extensive sub-metering of utilities across the estate in 2011 has enabled the University to accurately identify areas for improving the energy performance of our buildings and develop a clear implementation plan which will resolve these issues, providing a suitably-comfortable environment for building users and reducing energy consumption and costs in the process.

Participation within the Higher Education Carbon Management Programme underlines this commitment and engagement in sector-wide initiatives, although this does not determine our approach to carbon management which is clearly defined within our Carbon Management Plan.

The University has continued to successfully secure HEFCE funding to support carbon management projects, as we continue to identify measures to improve the thermal efficiency and performance of our estate.

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Travel Plan & Traffic Management

11.10 The University has introduced a revised Travel Plan outlining our strategy for the 2013-2017 period. The former Travel Plan was hugely successful in reducing the environmental impact associated with travel, either meeting or exceeding those targets originally set e.g. a 16% reduction in staff, and 13% reduction in student, single car occupancy travel to campus since 2004.

11.11 The revised Travel Plan builds upon this impressive performance, identifying

specific initiatives to further promote and encourage the use of alternative travel methods for commuting to and from the campus. This will be underpinned by a Cycle Infrastructure Strategy which will further enhance provisions for those who are able to cycle to the University to work, study or enjoy our campus facilities.

11.12 The success of the Travel Plan in reducing the car travel is partially attributable to the work undertaken by the University in developing a clear plan. The Traffic and Parking Management Strategy has maximised the efficient use of parking spaces on-campus through introducing an equitable and practical system for issuing parking permits to campus users. Supported by a robust policy and enforcement framework, the strategy has driven down demand for car parking and effectively relieved issues of congestion in and around the campus.

Waste Management & Recycling

11.13 During 2011, the University appointed a new main waste contractor. As part of the tendering process, all prospective suppliers were appraised of the University’s specific objectives for minimising waste and expectations of the level of performance and service provision from the successful candidate.

11.14 Through the introduction of segregated waste streams as part of the contract, the

University has been provided with tangible data that is used to continually monitor performance. Analysis of data for the 2012 year demonstrated that that we had exceeded our original target, recycling 80% of all waste produced (compared with a target of 60% within our Environmental Management Strategy).

11.15 In addition to our main waste contract, the University and Edge Hill Students’

Union have led several key waste reduction initiatives which have directly supported local communities. The Reuse in Halls scheme diverts unwanted, reusable materials from students which are donated to a social enterprise scheme within West Lancashire. The University remains committed to exploring similar opportunities whereby we can augment the significant, positive contribution we already make to the region.

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12 Option Evaluation

12.1

In developing the Strategy the University recognises that having invested significantly in the Ormskirk Campus over recent years the option of complete relocation and sale of the existing site is neither practically nor financially viable.

As a result therefore there are two options to be evaluated: Option 1

Option 2

Do nothing/minimum

Re-develop in line with the emergent development framework, specifically resolving issues related to: • Sports Centre and tennis courts • Residential accommodation and demolition of poor quality accommodation • Non-academic facilities (Student Union facilities, Venue, etc) • Library • Learning Resource Centre refurbishment • Redevelopment of Central Campus Development and completion of the Eastern Campus

Option 1: Do nothing/minimum

12.2

This would involve the University doing nothing more than maintaining existing facilities and upgrading as possible to support the staff and student experience.

This would inevitably involve major works on existing residential accommodation and remedial works on poor quality administrative buildings. This would deliver poor value for money and directly impact on the quality of teaching and learning, the student experience and, ultimately, financial performance of the University.

Option 2: Redevelop in line with the refreshed campus development framework

12.3

12.4

Under this option the University would seek to address major existing issues identified in this strategy and deliver a campus environment that would provide the University with a competitive edge in the market place.

Resolve existing demand requirements and, as necessary, future requirements with all the consequent benefits that this brings to the University

Residential accommodation would be constructed in a phased way to resolve existing demand requirements, and as necessary, future requirements with all the consequent benefits that this brings to the University’s on-site student experience and retention rates.

Evaluation Criterion

12.5

12.6

In order to consider the preferred option, this Strategy tests them using a number of evaluation criteria. In using these criterion a preferred option will be generated which is robust and practically achievable.

The criteria for evaluation of the options are set out overleaf:

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Criterion

1. Ability to deliver

future curriculum

2. Affordability

3. Flexibility of the space 4. Rationalisation

of the use of space

5. Level of risk

to the University

6. Practical deliverability of the option

7. Ability to phase the

development on the site

8. Accessibility to the site by

Detail

Will the option enable the University to meet the curriculum plans set out in its Strategy?

This covers the ability to provide courses in particular subject areas as well as the ability to accommodate the forecast number of students. Is the option sufficiently attractive to potential students?

Can the University afford to undertake the option? This covers the capital cost of the project (and the repayment of the capital, or sources of finance, eg grants), forecast operating and maintenance costs, and forecast future income.

Is the space flexible? Can spaces be put to multiple use? Can the use of space be varied at minimum cost and with the least disruption?

Is the space that is available able to be used most effectively? Is the total space kept to a practical minimum? Is the net: gross space ratio maximised? Rationalisation plans should increase efficiency and optimise functionality.

Does the financial aspect of the project expose the University to risk?

Does the option involve capital works that will disturb the operation of the University?

Will the option impact on the finances of the University? Is the timescale suitable? What is the planning risk associated with the practical approval and completion of the development?

Does the option allow for the development to be phased on the site? This covers both the design and phasing of the option and the amount of space available on the site to phase the development.

Does the option include good accessibility to cars, buses and pedestrians the site by all modes of transport? Does the (psychologically as well design of the campus and the buildings as physically) encourage people to access the site?

9. Provision of sufficient car parking

10. Environmental impact on the site

11. Amount of disruption that is caused to University activities and local residents by development on the site

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Is there sufficient car parking on the site to accommodate the forecast number of students?

This takes into account the quality of the new buildings as well as the layout, and the impact that these will have on the general environment

This involves the disruption of day-to-day University activities as well as the disruption to local residents by the construction of the option, as well as the disruption to local residents caused by the on-going operation of the option.

Application of criterion

12.7

12.8

12.9

Each of the two options needs to be evaluated against a common set of criterion.

Each of the criterion has been given a score of between 4 and 0, where: • 4 Option meets criterion very well • 3 Option meets criterion well • 2 Option meets criterion, but with some weakness • 1 Option meets criterion, but with major weakness • 0 Option does not meet criterion at all The raw scores have been entered to the table below. A weighting has then been applied to the raw scores dependent on the significance of the criterion to derive a weighted score. This weighted score has then been used as a basis for identifying the preferred option.

Those criterion subject to an increased weighting are: • Ability to deliver future curriculum requirements • Flexibility of space • Rationalisation of use of space • Accessibility to the site • Environmental inspection

Qualitative Analysis – Raw Scores Criterion

1

2

1

0

4

Option 2

4

3

3 1

4

4

5

6

7

1

4

4

4

3

3

3

3

8 1

4

9 1

3

Qualitative Analysis – Weighted Scores Criterion

1

2

1

0

4

Option 2

8

3

3 2

8

4

5

6

7

2

4

4

4

6

3

3

3

8 2

8

9 1

3

10

11

Total

1

4

25

10

11

Total

2

4

29

3

6

3

3

36

54

12.10 It is clear from the above analysis that Option 2 is the preferred option for the

University’s estate development over the next five years. It addresses the issues and opportunities clearly identified in this Strategy and affordable and executable by the University in the required timescale.

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13 2013-2020 Institutional Priorities

13.1

Section 6 of this Strategy clearly identifies the various issues and opportunities that are to be addressed over the short to medium term by the institution in relation to estates redevelopment and enhancement and these matters are reflected in the institutional priorities for development over the period 2013-2020.

2014

13.2

13.3

The completion of the University’s new sports complex comprising the completion of the main sports building and associated tennis courts and public realm. This would result in the completion of the third and final phase of construction for the £30m project and would ensure that existing facilities, located in the campus core, could be decommissioned and prepared for redevelopment.

A further immediate priority will be the provision of further student accommodation (phase 8) at Chancellors Court to create an integrated student village and residential community in the Eastern Campus.

2015/16

13.4

13.5

The construction of a new student union facility, currently envisaged on the southern part of the running track/playing field will provide a significant upgrade in student-centric facilities that are currently on offer at the campus. The new facility could potentially include a new concert venue; enhanced catering/dining facilities and further social interactive space. The exact specification, however, will depend on the ability of the SU to cover the necessary return on capital investment through their commercial operations.

This would allow the demolition of the existing swimming pool, gymnasium and student union building in the central core which would be developed to create a central social-academic-learning resource hub at the heart of the campus.

2016/17

13.6

The construction of a new central social-academic-learning resource hub at the heart of the campus would allow for the existing Learning and Resource Centre to be converted to generic teaching and learning space.

2017/2020

13.7

The longer term development projects for this Strategy will see the demolition of the back halls, the conversion of the existing LRC into generic teaching and office space and the potential construction of further teaching and learning buildings as required to underpin market demand.

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14 Costs and Financing Summary

14.1

14.2

The following sets out the financial implications of implementing the Estates Strategy as set out in this document. The following table sets out the amount available to fund major capital contributions over the period 2013-2020. With no funding available from external financing or grant funding, finance is derived wholly from net cashflows from operations after accounting for service costs: Net cashflow from operations after accounting for service costs is defined as cash from operations less: • Servicing costs for loans • Capital repayments for loans drawn down • Any other capital requirements required to be supported in the period based on current experience

Amount Available to Finance Major Capital Construction Funding Analysis

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 £’000 £’000 £’000 £’000 £’000 £’000 £’000

Net cashflow 27,238 from operations less servicing costs

25,244

26,328

25,916

24,663

23,430

22,258

These figures have been extracted from the Institution’s five-year forecasts as updated to report recent outcomes for the 12/13 financial year end. Whilst detailed financial forecasts are not yet available for the period 2016-2020, for the purpose of this strategy, we have assumed that in the post new-fee-system world cashflow will deteriorate by 5% per annum compound for 2016-2020.

14.3 14.4

On this basis the total amount for investment over this three year period amounts to £81.81m.

The following table identifies the indicative project costs for major build projects set out within the Strategy. In summary it identifies the following: • Completion of the Creative Edge building, the Biosciences Laboratory and Phase 7 of the residential accommodation • Phase 8 of the residential accommodation providing a further 256 bedspaces • Phase 2 of the Sports Facilities providing a new base for Sporting Edge by releasing the existing building to support Sports Science, Exercise and Therapy • The construction of a new student union facility envisaged on the southern plan of the running track • New Library • Refurbishment of existing LRC to generic teaching and learning • 2 further developments completing the Central Core.

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2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 £’000 £’000 £’000 £’000 £’000 £’000 £’000 Capital Costs Completion 19,600 of projects* Sports Buildings 2,500 Phase 8 7,485 Student Union Library LRC Refurbishment Central Core Development Central Core Development Total

29,585

-

-

-

-

-

-

11,500 4,515 -

5,000 -

12,000 -

6,000 -

12,000

-

-

-

-

-

-

12,000 12,000

16,015

5,000

12,000

6,000

12,000

12,000

*Creative Edge, Biosciences and Phase 7 of the residential accommodation

14.5

14.6

66

These figures include estimates of VAT, fit out cost and professional services, although it is fair to say that at this stage such costs are indicative only and a more detailed cost envelope/budget would be created for each project as and when discrete Board approval is sought.

The total cost of these projected infrastructure developments amount to £92.6m and, as can be seen from the further cashflow analysis set out below, not only is the total projected spend covered by the cash generated for investment in the period, the phasing of the capital projects also provides for all spend to be covered by cash generated, with a significant buffer created by the end of 2015/16.

Edge Hill University - Draft Estates Strategy 2013 - 2020

Cash Flow 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Analysis £’000 £’000 £’000 £’000 £’000 £’000 £’000 Opening 32,359 30,012 39,241 60,569 74,485 93,148 104,578 cumulative cash balance Net cashflow 27,238 from operations less servicing costs

25,244

26,328

25,916

24,663

23,430

22,258

Capital Costs: Completion 19,600 of projects* Sports Buildings 2,500 Phase 8 7,485 Student Union Library LRC Refurbishment Central Core Development Central Core Development

-

-

-

-

-

-

11,500 4,515 -

5,000 -

12,000 -

6,000 -

12,000

-

-

-

-

-

-

12,000

30,012

39,241

60,569

74,485

93,148

104,578

114,836

Total

*Creative Edge, Biosciences and Phase 7 of the residential accommodation

14.7

As noted above the financing analysis demonstrates that the total project spend over the period is affordable by the University based on the funds to be generated over that period. In terms of sensitivity it is worth noting that: •

•

Cash from operations has been identified by reference to the Institution’s updated forecast cash projections. The key issue in relation to these forecasts remains the recruitment and retention of students and the consequent strengthening of the income line. Should this not prove possible then the Institution will take robust action in relation to its existing cost drivers to ensure that as far as possible the bottom line is not prejudiced in the relevant period.

In relation to all of the above analysis and financial projection it remains the fact that each individual project will be considered on its own merits and on the basis of its own specific capital approval request. This therefore gives the Board complete flexibility in authorising or delaying any spend within the period, dependent upon the financial conditions attached to the University at the time. In no way does the Estates Strategy provide or request any full authorisation to support the spend, rather it provides an analysis and in this financing section a financial projection of the University’s best estimate of cash for investment and projected spend, and in so doing demonstrates that the execution of this Strategy is affordable on the basis of the assumptions made.

Finally, as demonstrated above the projected costs are fundable based on an underlying assumption of a significant cash buffer being created by the end of 2015/16. Clearly this is a deliberate strategy given the medium term threats to the sector in relation to which the University will not be immune. Nevertheless, this provides further security in relation to future capital investment decisions.

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15 Conclusions

15.1

15.2

15.3

15.4

15.5

The University is committed to the delivery of its Estates Strategy. It has set challenging but achievable targets, some of which are set out in the preceding pages. It remains of the view that the creation of a high quality campus infrastructure is vital to remain competitive and to remain the University of Choice in the market place.

The significant investment that the University has made has ensured that the Ormskirk campus is now an award winning high quality campus environment.

The campus is now a place with striking architecture; cutting edge academic and residential facilities; a connected, legible and vibrant public realm; safe and pleasant landscape spaces; and, through the introduction of a new gateway entrance, a largely car-free environment from the western campus through to the central core and to the emerging eastern campus.

Significant advancements have been made through the demolition of older energy intense buildings with energy efficient developments with the inclusion of renewable energy technologies. This has resulted in a significant reduction in energy used per m2 across the campus.

This Strategy continues the principles and design framework that were enshrined in the previous Estates Strategy (2008-2013). The framework has been crystallised in planning policy with campus development land being removed from Green Belt to facilitate the Eastern Campus and a positive planning policy framework which supports the growth of the University. Further development envisaged in this Strategy primarily relates to the completion of the Eastern Campus as a residential campus community; the improvement and expansion of provision in student-centric services within the Central Campus; and, in the longer term, the redevelopment of the back halls.

The creation of a high quality campus infrastructure is vital to remain competitive.

The University is confident that the Strategy is both executable and affordable as set out in section 14, the costs and financing summary.

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Edge Hill University St Helens Road, Ormskirk, Lancashire, L39 4QP United Kingdom w

edgehill.ac.uk

t

01695 575171

f

01695 579997