TU Delft Real estate management report

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A strategy for TU Delft real estate management Real Estate Management Process Report

Eef van der Pas Willem Wijnen Yuan Jia Zainab el Khamlichi

Group 10 4976754 4491831 5093260 4476611

Preface This report presents an accommodation strategy for the Technical University Delft. Which is a vision for the future of the university’s campus towards 2050. It is written as an assignment for the course Real Estate Management in the academic year 2019-2020 at the faculty Architecture, Urbanism and Building Sciences at Delft University of Technology in the Netherlands. With this report, a contribution is hoped to be delivered to the real estate strategy and operation planning of the technical university Delft, with the ambition to add value to the strategy of the university.

We were inspired by the lectures and dialogues of Herman van de Putte and Tuuli Jylhä. Besides we want to thank them for the additional information which they made available for us. Furthermore, thanks to interesting guest speakers during the lectures of among others the corporate real estate department of the Technical University Delft.

Eef, Willem, Yuan and Zainab January 2020

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Img 0.1: TU Delft,Campus; (Mecanoo)

Table of content

Introduction Chapter 1 Definitions Chapter 2 Story of History Chapter 3 Trends Chapter 4 Current Performance Chapter 5 Future Demand & Supply Chapter 6 Conclusion Reference

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Introduction During the years, corporate real estate management (CRE) became a more important part of organisations. Because the strategy of CRE management is transformed more to value addition to the organization and its strategy. From this perspective deriving strategies for the real estate of business

by CRE management is reliable. In this report, the goal is to conclude a strategy for the CRE department in the case of the Technical University (TU) Delft campus. To derive a strategy, the model of the Strategic Alignment Model of Henderson and Venkatraman (1989) is used for the analysis of information. This model is explained as first in the report. Then the reports start first with the analysis of history. It is the history of organizations strategies and real estate and then focusses more on those aspects strategies and real estate (RE) of campuses where after TU Delft in specific. With this information, trends are explored which assume four different but possible scenarios for in the future.

The history is followed up by analysis of the current condition.

Starting too with a broad view of organizations but then focusing more during the rest of the chapter on how the current demand and supply are of the TU Delft and it’s RE. The method to develop this information is a stakeholder analysis. Following, the current demand and supply also provide knowledge about mismatches between resources.

Those mismatches are the starting point of the third part of the report to define the problem statement of for the RE of the TU Delft. With this problem statement and the four scenarios of the first part of the report, strategies for the future of the RE of the TU Delft are developed. Which are then considered.

Accordingly, form the strategies one strategy is established and explained in detail. Incorporating planning and risk of the strategy.

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Img 0.2: TU Delft, Mekelweg Campus; (Mecanoo)

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Chapter 1

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Definitions

Img 1.1: TU Delft, EWI building; (Mecanoo)

To start the report, identification of some definitions and scope about the Corporate Real Estate (CRE) are described.

Besides the line of approach according to the model of Henderson & Venkatreman (1989) is reported

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irst, CRE concerns about real estate properties that house the products or business activities of an organization.

These properties are the assets of the business with the function of accomodation. The function of accommodation refers to the resources that are tangible and provides the basic needs in life. Moreover, accommodation provides a place to satisfy a need and in this case to a housing need (‘accommodate - Dictionary Definition’, n.d.). Examples are office facilities, distribution facilities, manufacturing facilities, data centers, logistic centers, distribution facilities, retail stores and hotels (Glatte, 2013). A distinction is present between owning or leasing the properties. Independent of this, CRE manages the RE properties steering towards effectively and efficient functioning for the main aim of the business. Cause management of the properties is not core business, however it is reliable to achieve the business objectives of the organisation. The core of CRE management is the basic tasks of acquiring, maintaining, and disposing of real estate through the ‘life cycle’ or useful life of the assets. For those activities, it is important that they are in line with the business strategy and values of the overall organisation.

Such that CRE management is able to add value to the business supply chain efficiency.

For value addition of the CRE in this report the Strategic Alignment Model of Henderson and Venkatraman(1989) will be the line of approach. This model, visible in figure 1.1, has four domains. Those four perspectives are explained in table 1.1. Accordingly, in table 1.2 instances of the views are derived.

In those four views there is a distinction between the external (strategic) leven and the internal (operational level). As in a business different level of strategy making are present. On the top level (external), view 1 and view 3, decisions and actions with a long-term perspective incorporating the total organization to achieve the business goals and secure a comptitve position (Heywoord & Kenly, 2007).

While on the lower level of the organisation, the operational level which is more internally focused, view 2 and view 4. Operational concepts are focused more on a short time period, with descriptions of specific operations of the business. Besides strategic integration (alignment between internal and external), functional Integration (integration between the business and the CRE domain) and crossdomain alignment (involving relationships across the diagonals of figure 1.1), a closed loop between the four view, with unidirectional planning is valuable for the effectiveness of strategic management.

Strategic management involves setting objectives, analyzing the competitive environment, analyzing the internal organization, evaluating strategies, and ensuring that management rolls out the strategies across the organization (Kenton, 2019). Specifically

1. Business Strategy

3. CRE Strategy

2. Organizational Infrastructure & Processes

4. CRE Infrastructure & Processes

Strategic integration Functional integration Cross domain alignment

Figure 1.1: Strategic Alignment Model of Henderson and Venkatraman(1989) 8

for CRE, strategic management is a process of aligning an organization’s workplaces to support its strategic business goals, while optimizing real estate performance. Additional two closed loops contribute to positively to the validity. Furthermore the loops could start with a strategic concept and move to an operational concept (top-down approach), but also the other way around. In which the operational level determines business or CRE strategies.

In the end to conclude about the views of the models.

The views pay attention to the fact that the CRE is only a functional part of the overall business. Which incorporates that views of CRE have to be aligned with the business and that in the end all those view have different actors. Consequently they all have different perspectives which have to be mitigated to create consensus. Such that activities of different views will support each other and can be carried out.

Table 1.1: Point of views of the Henderson and Venkatraman model View Functional level Business 1.

Strategic level

Point of view

Strategic

2.

Business

Operational

3.

CRE

Strategic

4.

CRE

Operational

This view mainly concerns the view of the senior managers and or directors of the organization who are making policy makers The doers which are the operational managers and representatives of the employees and customers The main CRE managers who provide the strategy for the CRE and aligns it with the business strategy view of the organization The technical managers related to the CRE department

Table 1.2: Examples of the views from the Henderson and Venkatraman model View Point of view 1.

2.

For industrial business, decisions of which marchinery to use and level of sustainability; while hospital which research and specialism; for university which level of research and how to provide education For industrial business is operating the machinery; while in the hospital is it is having consultations, taking care of people and operating; for university it is education by lectures and studio work depending on the location and university.

Additional to those main activities are supporting activities. Such as receptionist, administrative work or maintenance work.

Non-core business activities as serving visitors take place here

3.

Which buildings are likely to use for the business; what are the standards RE should comply to

4.

Maintenance management, according to the condition of the properties carry out necessary work as painting. An additional example is facility management, it is the day-to-day running of the building. The management is aiming to comply the operations with the functional strategy.

Operations management teams attempt efficiency with balancing costs with revenue to achieve the possible highest net operating profit (Chen, 2019) 9

Chapter 2

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Story of history

Img 2.1: TU Delft campus , Mekelweg 1969; (Mecanoo)

In this chapter the history of organisations is explored. Different situations with different ways of anticipation provide valuable knowledge for further in the report. Herefore first general organisation strategies and real estate are analyzed. Followed by looking more specific at how campussen evolved.

Lastly the TU Delft campus strategy history and RE development history are explored.

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Organization

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n general, the traditional business had a topdown approach, driven by value and performance evaluation was based on schedule and budget and not on quality of the results. The organisation level did not pay attention to collaborate in or outside the organisation. Besides, leadership was emphasized supervision instead of mentoring, coaching and enabling (Corenet, 2015).

Till the emerge of professional managers in 1995, competitive thinking was limited in businesses. The focus has been on remaining small and securing fixed profit due to the high uncertainties of the market.

Then gradually, a formal approach to corporate strategies was more important (Ghemawat, 2011).

As in the CRE the focus of the managers was on the basic tasks of acquiring, maintaining and disposing of RE throughout the life-cycle of the physical property. Then CRE department was functional or geographically related organised, without outsourcing of tasks to external employees/ organisations and had little collaboration with other business department as IT, finance, HR, etc. While currently, the strategic alignment is more essential to contributing to workplace solutions (Corenet, 2015).

After this (from 1850 to 1945), due to the industrial revolution and therefore increased scale in businesses as agriculture and industry, the organizational activities as administrative and accounting adapted. As CRE the image of the building became more valuable for their reputation.

As with the apple office image 2.2. Followed by the second world war, whereafter reconstruction of the industry and housing shortening was the mission.

Thereby CRE had a slow increase. Furthermore, the estate were self-used properties and so had distinct and individualistic appearances. After the reconstruction period, the strong economic

Img 2.2: Apple head office; (hqoffice, 2018)

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growth and growing up-to-date information shaped the office to a collective rectangular box of glass, steel and concrete with air conditioning and artificial light (van Meijel, L. ea, 2013).

In the 1960s, the relevance of communication and human relation increased. This is also reflected on the work floor, with flat organisation structures.

Collaboration between employees, teams and departments were encouraged with freely divisible open-plan offices (van Meijel, L. ea, 2013). With the further economic changes, innovation in CRE is driven. In the 1970s, the energy crisis and subsequent recession forced new innovative solutions as insulation and double or even triple glazing in buildings. These innovative concepts were envolved during the 1980s. Since the 1990s up to now, the booming automation resulted in offices with the focus not on the functions but on activities, like open work floor, mobile and virtual teams (van Meijel, L. ea, 2013)

Campus First of all, in general the development of the campus is driven by the core value of the university with the main perspective on education. Nevertheless, still difference during the history and countries are determined.

In the 1960s and 1970s, the prototypical model for university development was monofunctional and isolated from civic structures and public life.

The aim of the greenfield campus was to provide the solitude and calm thought to be condu­cive to study and contemplation. There are many forms of campus, UK campus used the collegiate system, where students and staff live, research, study and work as members of distinct corporate bodies (Hoeger, K. ea, 2007). For instance, Oxford and Cambridge embodied the pioneer formalization of the integrated ideal, in which a University and city were merged by means of the expansion and superimposition of the different colleges amidst the urban fabric. They were transported later to seventeenth-century North America and thus evolved into the emblematic campus prototype. US campuses are independent entities, self-contained micro­cosms (Hoeger, K. ea, 2007). Its strength

was based on a revolutionary or ideal Utopia in defense of the segregated location of the University outside cities, leading thereby to the —so-called—, “Academic Village”. All the Buildings like technology buildings, media buildings, industrial estates, residential areas and other infrastructures were arranged within a comprehensive field without shared facilities and resources with the surrounding areas and city. While in the last two centuries, the American campus also became gradually linked with nearby cities (Campos, P., 2001).

In the beginning, the most significant architectural innovation of universities was the single universitybuilding, ancestor of many of the academic macrostructures present all over the world. However, with the process of ‘knowledge city’, classical innercity universities are devising schemes to rejuvenate themselves to benefit their home cities (Hoeger, K. ea, 2007). Consequently, many greenfield campuses are now functionally, economically and socially outdated and in dire need of restructuring (Hoeger, K. ea, 2007).

Img 2.3: Oxford University 1900; (Harmsworth’s Encyclopaedia, 1904)

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TU Delft1

From the point in 1864, when TU Delft became a state institution, the state was responsible and CRE was not concerned with strategically adding value, but only with acquiring of the property and securing that the properties are functional. RE consisted then of the historic main building in the inner city of the old part of Delft.

Start TU Delft, with aim of education of technical functions of the government, industry and trading. Hereby the main focus was setting up the education program

According to the industrialization, the amount of students increased. Consequently, the aim of the TU Delft with help of the government was to provide enough space to keep being able to educate the students. This expansion should according to the CRE strategy of the government and TU Delft take place in the inner city of Delft. Such a expansion plan for Delft was developed. Which incorporated a housing development plan and even further expansion possibilities when needed. Most of the plans of 1915 in Wilpoelpolder are realized.

During the industrialization, the aim of high-level technical educated people kept coming from the government.

But after the second world war, the explosive growth of students shaped the strategy to keep the center of Delft as core with public functions and develop a neighborhood of sectors surround it. (). In this plan, the campus has moved too due to restriction of further expansion of the inner city and other reasons of the municipality as education neighborhood towards the south side of the city center. A good connection to the city center by the Sint Sebastiaansbridge.

Further, the connection with the existing buildings in Wipwoelpolder is present. Here separate building with different characteristic for different faculties are realized. The buildings are along with a linear growth model with a single main axis.

Such that expansions could take place to the rear.

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New phase, as TU Delft is an independent owner.

With the strategy of the TU to professionalize, international leader and focus on relevant social and technical-scientific issues.

Then in the third phase, with RE as separate department owned by the TU Delft, the department strived for a streamlined RE policy and a professionalization. Including a future vision plan for the campus. Hereby the strategic masterplan contains a triplet of the campus. The Northside as living environment, the middle part as core of education and the south part with university-related organizations. Hereby quality improvement of the buildings and enlivenment of the environment are included.

In the last phase from 2011 till now this strategy continued. Additional due to technology development and internationalization of the university the flexibility of the RE became important. As a results the masterplan of the RE anticipated on the increased technology. As with more flexible office space instead of lecture rooms. Besides, enlivening of the Mekelweg by adding and positioning public services to the street together with transformation it to a green zone. And increase the use efficiency and connection of building by shared facilities through the campus.

RE became an independent department of TU Delft

TU Delft keeps the strategy of before and is aiming for more flexibility and anticipation on the occurrence of developments

1. Meurs, P. (2018). TECHNISCHE UNIVERSITEIT DELFT CULTUUR HISTORISCH ONDERZOEK. Retrieved from “Brightspace� Pag. (14-15)

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Chapter 3

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Img 3.1: TU Delft, Campus; (Mecanoo)

Trends

In this chapter current visible trends and their impact are described. And possible scenarios which the TUD will be expected to face in the future are presented

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The future of the society and CRE

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t is constantly asked of the society and organizations to adapt themselves to the changing nature of their world.

Technology Technology has impacted the society in various ways.

Technology has influenced (Allen, 2019): Way of communication: - New ways of interaction: skype, whatsapp, mails, etc.

- A decrease in face-to-face communication.

The health and safety of people: - For example: mobile apps which watch the weight, heart rate, etc.

The learning system.

- Exchange of knowledge all over the world - Better resource - 24/7 learning Technology has not only impacted society but also the CRE of organizations. Technology has influenced: (Corenet, 2016) Workplace.

- More concepts like smart buildings and smart workplaces due to new technologies.

- More digitally augmented workplaces will be available to choose from. Due to this wide range of choice people will work more in offices.

- Increase the efficiency in workplaces, for example mobile apps used to optimize the use of space.

Increase in mobility of workers - Technology like internet, mobiles, the cloud, etc. gives workers the opportunity to work and collaborate with more freedom and autonomy in new and different ways (greater workplaces).

Decrease in human workforce due to automation - Robots could be implemented in the corporate workplace.

- Automation enables more workforce efficiency and collaboration between human and machine.

- According to Miller (2014): the amount of space per worker will also decrease.

Environment, energy and sustainability Energy efficiency, environmental impact and sustainability have been hot topics in the last few years, and it will only continue. Some impacts of climate change on society are: (EPA, 2019) - Certain geographical location are more vulnerable to climate hazards.

- Resources which are essential in the economy are threatened.

- Forced the whole world to increase their ability to cope with climate change.

The discipline of CRE is on the front line when it 18

comes to the development and execution of strategies regarding energy efficiency and sustainability, this is among other things due to governmental pressure. These ‘’green strategies’ used by the CRE discipline will probably continue to evolve with a bigger focus on climate change, energy efficiency and the reduction of the carbon footprint. Some of these strategies are: retrofitting buildings for energy efficiency, adding renewable energy on site, off-site renewable energy purchasing, use of non-carbon fuel resources, and smart technology, self sustainable buildings, and green workspaces. (Corenet, 2016) Global economy Globalization of work, culture, and economy has been an important trend for a long period of time.

Globalization has created many opportunities for businesses, for example: a market which is open to the entire world. However, globalization has also led to a lot of multinationals, which do not really have an identity when it comes to nationality. Multinational, therefore, have to balance between the local cultural norms and the global corporate culture (market/ country based approach). (Corenet, 2016) People, talent, wellbeing Due to the rise of technology organizations have recognized the importance of human resources. As Corenet (2016) describes there will be a war for talent between companies. Keeping and attracting employees can be achieved by engaging them and creating healthy workplaces. (Corenet, 2016) Corporate social responsibility (Corenet, 2016) The external world of companies has become important in the past century. Corporate social responsibility (CSR) is a means that provides companies with a way in which they are closely linked to their communities. Consequently, it helps their businesses flourish. CSR can also be used to attract and keep talent by presenting the values of the organization to employees and future employees. CRE can also play a role in CSR, CRE can be used to convey the values of the corporation and by ‘moving the needle in the right direction’ (p.26).

Universities and campuses

Social, technological and economic trends are changing the way universities work. A technological trend which influences universities is digitalization. Online learning has improved the accessibility of knowledge to local and global students. However, this doesn’t mean that physical contact is not needed; having social experiences is a demand of students, campuses still play an important role in establishing these experiences. This trend has brought campuses a different perspective: the user is the center of the design practice and operation policies of campuses.

(Arup, 2018) Another trend is the decrease in financial resources due to the disappearance of fundings. Consequently, universities have to keep or improve their quality while keeping the expenses at a minimum due to the competition; thus new strategies to resource management are needed. (Arup, 2018)

Worldwide, univer­sities and their host cities are evolving into ‘knowledge cities’. University and corporate campuses thereby not only take on a central role for the cultural, economic and social development of the city, they are also estab­lishing themselves as laboratories for a new thinking culture (Hoeger, K. ea, 2007).

Universities in the Netherlands are facing changes in terms of function. Universities have to adopt a city function: governing and addressing citizens the same way as a city does. The reason for this change is the increasing number of students and at the same time the declining public funds. Student participation in campus development has to be increased, thus, a new approach is needed. According to Kaikittipoom (2019), participatory design has to be adopted by TU Delft in order to promote citizen participation. (Kaikittipoom, 2019)

According to Arup (2018, p.5), there are 6 other trends which will influence the design, operation, and experience of university facilities: Increasingly diverse student demographics: Universities are obliged to incorporate the needs of this diverse group.

Rising demand for lifelong learning: Due to innovation, new technologies, increased worker mobility there is a new demand to update the skills throughout a person’s work career.

On-campus experiences remain key: This provides students with the opportunity to exchange feedback and to form relationships.

Lifecycle-driven design and automation improve sustainability: The decrease in resources, new strategies are needed.

Greater understanding of user needs enhances productivity: Competitiveness between universities has increased. Thus, better understanding of spatial context and conditions will give students the opportunity to flourish in the campus environment.

Internal and external synergies drive innovation: Providing space which stimulates collaboration between departments and the wider context, increases innovation.

Due to climate change, a lot of changes have to be made in the way cities are designed. By implementing ecosystem services into cities the environmental impact can be enhanced. Corporate campuses can also contribute to the ecosystem by using the benefits of nature within their campuses. The large area of land which campuses usually possess can be used for plants for more biodiversity, ponds can become wetlands, trees can be used to create new habitats, etc. (Wildlife Habitat Council, 2016).

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TUDelft

For this section the trends stated above will be used to make the scenarios. These scenarios will be based upon the scenario planning method, in which the impact steerability matrix will be used. The first of a scenario analysis is the identification of trends, this step has been executed above. The next step will be the clustering of the trends.

Clusters and matrixes: The cluster will be used to determine the steerability and impact of the clusters. In the table below the Clusters are presented. Note that these clusters cover a big range of trends, these are also stated in table 3.1 below.

Tabel 3.1: Clusters with relevant trends Cluster Relevant Trends 1.

Technological Innovation

- New innovations influence the workplace, role of CRE professionals, Corporate operations, and CRE footprint - Increase smart buildings and workplaces - Mobility of workers increase (more flexibility) - Rising demand of life-long learning - Decrease human workforces - Collaboration between human and machine

2.

Automation

3.

Sustainability and energy efficiency

4.

People and wellbeing

5.

Globalization

6.

Digitalization

- Increase online learning - A large market for commercial higher education providers due to online learning”2

7.

Financial resources

- Decrease of fundings - Government funding tends to allocate to programmes contributing to economic success”2 - Investments in equipment and scientific staff are expensive and uncertain”2

8.

Campus function

- Increase of city like campuses - Knowledge campus (Hoeger, K. ea, 2007) - Education takes priority over research at universities; Students choose to focus on social theme instead of a discipline - Combine universities and companies in one campus”2

- CRE strategies will put more emphasis on energy efficiency and sustainability (green strategies, reduce carbon footprint) - Design and automation will be used to improve sustainability on campuses - Corporate campuses which contribute to environment sustainability will increase - Emphasis security, healthcare and privacy, sustainability becomes less urgent”2 - Coperations are becoming more aware of external environment (community, Corporate social responsibility) - Importance Human resources will increase/ war for talent between organization --> competition - Users will be center in campuses (in design practice and operation policies) - On campus experience remain key - Balance between local market culture and global culture with regards to multinationals - Increase diverse students demographics

2. VSNU (2014) Scenarios Dutch universities. Retrieved from: https://brightspace.tudelft.nl/d2l/le/content/192639/viewContent/1570959/View

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The next step as already mentioned will be placing the clusters in the two matrixes: steerability-impact matrix and probability-impact matrix. See figures 3.1 and 3.2:

Scenarios

From figure 3.1 and 3.2, 2 relevant clusters, with the lowest predictability and highest impact, are chosen to develop the four strategies.

The lowest clusters are technological innovations, automation, and digitalization. Automation and technological innovations are closely related and will therefore be combined. Thus, technological innovations and digitalization will be the basis of the 4 scenarios (figure 3.3). All other relevant clusters and their trends mentioned in the section above will come back in every scenarios, while being alternated to the scenario.

Figure 3.3: Four scenarios matrix

Figure 3.1: Steerability-impact matrix

Figure 3.2: Probability-impact matrix

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Scenario 1: Digitalized TUD Due to the increase of digitalization, online learning has become immensely popular. The TUD has switched from physical education to online education. This online education is accessible around the world; however this will not be free education, instead the concept of paying tuition to receive education will continue to exist. The reason for this is that universities have taken an commercial approach due to the disappearance of governmental funding. Universities are no longer bound to physical campuses. All faculty buildings will disappear (probably sold). A few buildings will remain which are needed as a headquarters for employees, space for data storage, a library and a building which provides space for studying and collaboration. The headquarters for employees will also have smaller workplaces due to new technologies, digitalization and automation. In this scenario the concept of campuses will disappear.

Img 3.2: Digitalized world; (DeYoung, 2016)

Due to the governmental requirements regarding sustainability and energy efficiency, the remaining buildings of TUD have to be retrofitted in order to meet the standards.

Scenario 2: Technology lab In this scenario the TUD will become the frontrunner in terms of technological innovation. The whole campus will be centered around technology and mobility. The existing buildings will be retrofitted into smart buildings with smart workplaces for both students and employees. Students and employees will be stimulated to develop new innovations, the tool used for this is the RE of the university. The efficiency of campus space is entirely managed with apps, in which for instance spaces can be reserved by both employees and students. Human and machine will coexist on the campus due to automation.

The mobility of both students and employees has increased tremendously due to technology, there is more freedom to collaboration around the world in real time. Due to these new technologies long life learning is needed in order for employees to stay up to date in their careers, this is provided with online education. Despite using some online learning the campus still has to exist in order to stimulate innovation.

Sustainability and energy efficiency on the campus will be achieved with the use of design, technology and automation. The campus will contribute to the environment by for example implementing tree islands, green lawns, etc. The TUD will function like a city instead of a seperate campus, campus and city 22

are closely linked. This is caused by the contribution of the campus to the city. Consequently, the university is more aware of the external community of TUD (the city); in other words the university will become more socially responsible.

Img 3.3: Lab of people; (Artificial intelligence,2019)

The decrease in financial resource will force the university to act more commercially. This will be achieved by leasing space to companies, which are focused on creating new innovations. Becoming the frontrunner in terms of technological innovation will attract students from the entire world, consequently there will be an increase of divers student demographics. Being a frontrunner will also give the TUD a chance to compete on a high level in this competitive world.

Scenario 3: Mixing This scenario can be seen as a mix of scenario 1 and 2. The campus will decrease in size, either selling some of the RE or leasing it to companies to create revenue. The decrease in size is caused by the increase of digitization: lecture halls are no longer needed, because of online education.

However, other forms of education will still be given physically, in order not to lose the potential to innovation. The disappearance of lecture halls, will mean that certain faculties can be combined.

Technology will be used to improve the education, RE, and the sustainability level of the TUD. Due to digitalization and automation the space needed per employee will also decrease. However, there will be new types of workplaces available due to technology which means that it can not entirely disappear.

Scenario 4: Traditional TUD The future does not hold a lot of surprises, and the TUD will continue to work as it is now with no major changes. New technological innovation will continue to be developed with a regular speed. The retrofitted RE of the university will become sustainable and incorporate more technological features, for instance: mobile apps for space availability.

Buildings will be renovated due to deterioration and not because of technological changes.

More online learning will be provided, however, it will not take over the campus. The demand

Img 3.4: Scientific environment; (Miller, n.d.)

of students to have physical social experiences causes for campuses to have an important role in: learning, relationships. soft social skills, confidence, opportunities for innovation, and economic growth.

Campuses will have the user in the center of design practice and operation policies.

The amount of students will continue to increase at the same speed as it currently increases. This is not only the case for national students but also the amount of international students will increase caused by globalization.

Img 3.5: Library TU Delft; (Sluiter, 2017)

Conclusion of chapter 1-3 There are many strategic and operational changes driven by specific social events, technical innovation, user requirements in the organization, campus and TU Delft. From the literature review and interview (see appendix 1), definition, history and trends are concluded and is summarized by the use of the alignment framework from Henderson & Venkatraman (1989). After analyzing the eight trends, four scenarios are listed for potential strategy making. In the next stage, current performance will be evaluated, based on which scenario planning will be further elaborated. What’s more, a strategy will be designed for the development of TU Delft.

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Chapter 4

Current Performance

Img 4.1: Bouwkunde, TU Delft; (Braaksma & Roos Architectenbureau) 24

In this chapter, the current performance of TU Delft will be evaluated. Firstly, current demand is researched by listing the stakeholders’ objectives at business level and real estate level and giving some suggestion indicators. Then with the help of the Interest-impact matrix, several indicators are chosen for the net step. Secondly, these numbers are divided into several groups and in every group, measurable and specific data regarding current demand and current supply are listed. Last but not least, the gap between current and demand are found, which provide the basis for the future strategy.

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4.1 Current Demand

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U Delft is currently in a strong position. As among others, the TU is in top lists op best universities of Europe and Worldwide.

With this position the TU has a new strategic plan for 2018-2024 1 with the trademark ‘Impact for a better society’. Due to the center line of the plan to keep the balance between the pursuit of scientific excellence and the expectation of society to solve social problems. The values are: Diversity, Integrity, Respect, Engagement, Courage and Trust. Hereby the strategy is split into four assemblies. the organisation. The core of CRE management is the basic tasks of acquiring, maintaining, and disposing of real estate through the ‘life cycle’ or useful life of the assets. For those activities, it is important that they are in line with the business strategy and values of the overall organisation. Such that CRE management is able to add value to the business supply chain efficiency.

The first one is students and education. The TU is striving for high quality and high-level education and strengthening of the ambitious and diverse study culture.

Secondly, Research and Innovation. Advance the high quality of research, and thereby promote the connection with the societal challenges.

Incorporating the long-time perspectives, sustainability and cooperations. As third, People and Community. Striving to connect with ambitious students and employees and stimulate their further development. Hereby diversity and 26

openness are two main points.

The last one is Campus & Services. Due to the stated trends in education as internationally, localizing, demographic changes, digitalizing and flexibilization the campus aims to be re-engineered into a ‘living campus’. For the creation of a robust coherence that inspires working and creativity and is connected to the environment and societal activities.

To research the current performance, this first part of the chapter looks at the current demand of the TU Delft. The strategy of TU Delft, as a public organization, is connected to a lot of internal and external stakeholders. So for further identification of the demand a stakeholder analysis is accomplished. Stakeholders are according to Bryson 1995 ‘Any person group or organization that can place a claim on the organization’s attention, resources, or output, or is affected by that output’. This analysis will bring knowledge on what stakeholders demand and how much interest and influence the different stakeholders to have.

The stakeholders are arranged in four categories of Henderson & Venkatraman (1989) visible in figure 4.1. Although the objectives will be different per stakeholders, some coherence will be present because the CRE level wants to contribute to the goal and operation of the business level. Moreover, alignment between the strategic and operational level are present as explained in chapter 1. Besides, in figure 4.2 the level of interest and power of all those stakeholders are mapped in a power-interest grid.

Figure 4.1: Stakeholders on the strategic and operational level (Own illustration)

Figure 4.2: Stakeholders powerinterest matrix (Own illustration)

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Demand analysis

General objectives

For TU Delft, it is not only about the internal demand but also about the service to the external environment. As TU Delft is a build environment which service public targets that have a high impact on society. Nowadays the fast-changing environment and the labor market makes the world becoming more and more complex. The same is fast-changing and complexity is true for the demand. In general, for organizations this requires fast anticipation on different factors, trends and developments. This anticipation has to be taken into account on the strategic level.

The main strategic topics are growth, innovation, disruption, digitalizing labor market, reputation and image2. When focusing more on the university organization, the main values keep the students and education at the center point.

The vision of universities includes high status, social impact and student education3. With the main values of inclusion, excellence, ambition, integrity, innovation, professionalism, respect, collaboration, communication, creativity, diversity, fairness and sustainability.

As according to the Henderson & Venkatraman model, there should be alignment and some coherence between the stakeholders. Several objectives are shared and individually held by all the stakeholders. Safety and sustainability are two essential objectives shared by all the organizations, campus and also for TU Delft. For safety, these include campus, like safety, internal circulation and energy effectiveness, etc. Although some have different sub-demands according to specific requirements, safety is the first priority. Then sustainability of the campus is split up in two subgoals. The first one is environmental sustainability, including carbon-neutral and gas-free. The second one is social sustainability, which means the integration with neighbourhood to promote each other. But also internal level, to create a flexible, liveable and high-satisfaction studying and working environment for users.

Then zooming in to the TU Delft, the demand is explored according to the objectives from the stakeholders of the stakeholder identification above. In table 2.1 and table 2.2 those objectives are summed up. Goals in both strategic and operational levels are included, from views of branding, financial, education, real estate, and social, etc.

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Img 4.2: Pulse, TU Delft; (Gispen)

Stakeholder specific objectives Generally, the objectives of these stakeholders consist of two levels, for the development of Delft and for TU Delft itself with a top-university brand.

First for the Development of Delft. As the globalization and competition between regions, attract corporate investment and affluent residents are the biggest task for the municipality. TU Delft is an important partner of Delft and is crucial to the survival and growth of local businesses—from real estate developers and construction firms, through hotels, restaurants and equipment suppliers, to janitorial contractors, pizza delivery and taxi firms(Bromley, 2006). TU Delft aims to create a ‘knowledge city’ cooperating with Delft, which is also beneficial for the city image of Delft. The shared facilities, technologies and resources can promote multiple plans of Delft, especially the energy-neutral objective in redevelopment4. A

good city contributes to the basis and development of a college, in turn, a good college contributes to the economic increment and regional attraction of the city where it located(Bromley, 2006). Secondly, to keep at the top of university ranking is always the same aim of all top universities over the world. It needs high-quality, sustainability and flexibility in education, real estate and resource consumption, etc and they are all interrelated. A better performed built environment of the faculty building can ensure the high quality of education and research, which indirectly influence the academic and professional reputation of the employees. Students working in open spaces and doing interdisciplinary interaction can emphasize the creative image of the faculty. All these strategic general objectives rely on financial support from government, corporates, foundations and private donors(Den Heijer, 2009; Bromley, 2006).

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Img 4.3: Central library, TU Delft; (Mecanoo)

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CRE specific objectives To be more specific, to achieve the business objectives, CRE demands flexibility arrangement and high-quality facilities, the effort from public and private partnerships and internal partnership between the indoor departments.

All faculties want accommodations to support new ways of working and learning, including collaboration, creation, diversity and digitizing learning, which need a flexible building. While with the growth of the number of students and the need for education, limited spaces requirements lead to the need for high-quality facilities in existing stocks. The effectiveness of per m2 should also be increased accordingly from the financial point of view(Den Heijer, 2009). Furthermore, because of the sharing of resources between the city of Delft and TU Delft, including energy, facility and business, better dialogue and partnership with the public and other private sectors are urgently needed.

For the energy-neutral goal of Delft by 2030, TU Delft starts to lower the heat supply temperature within the campus and also support the heating system transition in Delft city center to help with the energy-neutral goal of Delft. However, specific stakeholders also need to be taken into account, for example, some specific researchers and laboratories and faculties need specific energy systems or HVAC control (Mlecnik et al., 2018).

As the integration between university and city, visitors and residents’ willingness to be given access to the campus library, meeting room, sports and other facilities is increasing. On the other hand, the college is also using some facilities, like the cinema, for lecturer and meeting. The opportunity costs of these kinds of sharing may be very low. The increasing development of universities also creates working opportunities and spaces for residents, including construction and facade renovation, electricity storage systems, electricity-producing windows in buildings and digital manufacturing on the renovation of the existing stocks. Integration also creates many cooperation needs and opportunities. Local education institutions and companies share academic resources and facilities for training, internship and working with the universities. Staff and students can also be mobilized to do volunteers to support

local causes and raise the satisfaction of the community(Bromley, 2006).

Additionally, Real estate is significant for the campus, especially the extent to which campus can be extended and remodeled as colleges and universities grow in size, numbers and complexity.

It can offer more available academic resources for staff and students, raise their satisfaction by providing housing inside the campus, create a campus brand by signature architectures. Both public and private developers are involved in this development(Perry & Wiewel, 2005). A subpart of the real estate essential objective is Sustainability.

With the ambition to create a livable and healthy learning and working environment on the campus.

The aspiration to have a CO2-neutral and circular campus by reducing the energy and material usage, start reusing and produce renewable energy. Such that the footprint of the campus will minimize with no use of fossil fuels5.

Another key objective is efficiency. To keep the high position of the university continuous working on the quality of education is wanted due to the fast-changing environment. More capacity and better equipment in the rooms to make education efficient and develop new possibilities for it. Similar to the research, where their high-quality support by facilities and equipment is striven for6. Another demand for efficiency is compacting campus, which has a tight connection with reducing real estate footprint and high accessibility of the campus.

The last point is about the quality of environment of the campus. So working towards “varied and inspiring environment for students, scientists, employees, entrepreneurs and visitors. Innovative learning and working environment that stimulates and facilitates meetings, interaction and innovation�7. Therefore with the future activities should fit the facilitation within the buildings with efficient use of the square meters. The in-house expertise from architects and contractors are an important component in real estate development.

On one hand, both the advice in the early stage and the execution in the later stage are important in the development. On the other hand, the success of such a huge project for TU Delft can increase their project and especially professional reputation(Bromley, 2006).

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Img 4.4: Stakeholders15

Table 4.1 summarize the demand of stakeholders mentioned above on business level and real estate level. It also gives some suggestions for key performance indicators to make these demand more specific and mearuable.

According to the level of demand and impact on the development of the campus, a matrix is made (figure 4.3) to form the hierarchy of demand.

Figure 4.3: Real estate demand matrix 32

Table 4.1: Demand and suggestions for indicators of stakeholders Stakeholder

CEO, Board, Dean

Real estate department

Business level demand Real estate level demand Internal stakeholders Top-university brand, Safety, Sustainability Sustainable buildings, Flexible and effective use of space, Space for interdisciplinary Flexibility, communication, Development More green space,

Energy department

Energy effectiveness

Financial department

Financial effectiveness, Obtain funding

Facility and Maintenance department

High-quality facilities, PPP

Employees

Professional reputation, Satisfying working environment

Specific researchers

Specific needs for working environment(e.g. energy)

Students

Socializing, Academic gaining

Government Municipality Architect/Contractor Local residents, Visitors External organization/ companies, Partner universities Banks Local business

Number of buildings, HC, Area of green space, Area of common space, Area of students housing, Ranking, Students diversity, Staff diversity, Occupancy rate, Efficiency of space use Energy consumption, CO2 emission, Sustainable buildings, Area of green space, Less real estate footprint Energy budget, Alternative energy Energy consumption, Occupancy rate, Less energy consumption, Annual budget on real estate, Compact campus, HC, Less building with more Profit, students Third-party funds, Government subsidy Number of partnerenterprise, Selling or leasing to Valorization technology startenterprises, ups, Life-cycle cost Life-cycle cost of every building, Occupancy rate Working Staff satisfaction, environment comfort Research quality, Technical quality Staff satisfaction, Research quality, Sufficient spacial resources Energy consumption on for research, research, Technical quality More study space, Facilities with good quality, Communication space

External stakeholders Development of TU Delft Sustainable campus, TU Delft as city image, Energy-neutral front runner, Energy-neutral by 2050 Professional and project value Service from the college, Accessibility of the city

Cooperation Business opportunities

Suggestion for indicator

Representative architectures with good quality Visitor center, Improved accessibility

Sharing facilities and spaces with local businesses, Leasing or selling buildings to enterprises

Education satisfaction, Living satisfaction

Ranking, Delft GDP, CO2 emission Number of visitors Students and staff satisfaction Number of visitors, Accessibility, Openness, Integration neighborhood PPPs, Local business attendance, Number of start-ups in campus, Number of enterprises in campus 33

4.2 Current Supply

Energy effectiveness & CO2 emission

2. Reducing operation hours of building services

To get an indication of the energy usage and CO2 emission of the University as a whole, a carbon Roadmap of the TU Delft is made. This roadmap gives an overview of all CO2 emission of the Campus as figure 5.4 shows. The uptake of transportation to the campus and even the business flying of employees is considered8.

3. Sensors; human presence, levels of CO2. light, temperature

The goal set by the university is to become carbon neutral in the year 2030 and the campus’ sustainability is expressed in the amount of carbon emission. Blom showed a reduction measurement for carbon footprint. In real estate management the following generic approaches are recommended8.

7. Extra PV panels on roofs and facades

1.

Detecting main demands and errors in portofolio 34

4. Smart scheduling: opening hours, spaces, etc.

5. Reducing lighting hours by movement sensors + individual switches 6. All artificial lighting by LED Besides this list of generic approaches, for some buildings, specific approaches are needed. It means that demolition and new construction are needed and in other cases renovation is required.

All these approaches lead to carbon emission in 2030, which means the emission will then be compensated by forest plantation in other areas outside of the campus.

Emissions of CO2-eq: sequestration by green Electricity Natural gas Water management Commuter travel Business travel Food & catering Waste management On-campus greenery

-216 tCO2 -eq

47,957 tCO2-eq Figure 4.4: Emissions of CO2-eq: sequestration by green 8

Competitiveness: the image of top university & attracting new students

efficient use of space. Research by Van ‘t Spijker & Van der Meer10 shows that the gross floor surface per person is decreasing and TU Delft wants to optimize the space usage as well. Currently, the university had insufficient study spaces during peak hours together with a growing amount of students is worrying (TU Delft, 2018). This problem can be solved by redistributing functions. For example, lecture halls and classrooms are used on average 44%. The vision of the university is to [photo: Opção Verde/Yvette Watson] stimulate the shared use of spaces and facilities not only in a building but in the whole campus level. Next to the higher efficiency of space use, This will also increase mutual cooperation1. The university will also fit more people per square meter as a form of optimization. For example, the reduction of offices, so as to accommodate more 24 people per square meter. The university now had 1,6 seats per FTE, but by introducing flexible offices they want to reduce this to 0,8 or 1,0. On the other hand, The university already added new workspaces for students in existing buildings and builds new buildings, such as Pulse, where a large number of study places have been allocated. With the increase of real estate and more effective way to use these spaces, the tension in learning space can be alleviated.

We need a lot of forestland!

TU Delft wants to compete with the best universities in the world. Different ranking organizations, like Quacquarelli Symonds (QS), Times Higher Education (THE) and Shanghai Ranking (ARWU), have different criteria and perspectives, which results in different rankings for TU Delft. The University particularly scores well in the QS and THE rankings. With a place in the top 50 and 70 of the world and a top 20 place in Europe9. In all three rankings a fairly stable upward trend has been seen in recent years with occasional fluctuations. It can be concluded from this that TU Delft has an increasingly strong stable position worldwide.

The influx of students has also steadily increased in recent years and it is expected that this trend will continue. In 2016 there were 22,000 students and it is expected this will grow to 25,000 in the year 20241.

Performance optimization space usage One of the strategic goals described in TU Delft Strategic Framework 2018-20241, is the more

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Technical condition of Tu Delft Real Estate The technical condition of all the Dutch universities is mapped in Campus NL11. The technical conditions of the Real Estate portfolios is measured through NEN 2767 which is a norm set for building conditions. The measured scores of the buildings are categorized in five categories from excellent to very bad. It is a relatively objective way to look at the aging of a building. It does not say a lot about functionality, but about defects and defaults. It can be used to make maintenance plans. The technical conditions of the CRE of TU Delft is underperforming in comparison to the other universities in The Netherlands. The amount of ‘very bad’ buildings is relatively high and the amount of ‘excellent’ levels is low. TU Delft has a percentage of 55% buildings in the categories ‘bad’ and ‘very bad’.

The costs of maintenance are fairly high at 40,92,- euro/m2. The university want to achieve lower costs per square meter.

High performance and functionality in facility management Since 2000 the amount of money per student is decreased by 27%12. This means that the ambition of the university’s performance and functionality is threatened. Optimizing the 36

university must resolve these problems. Highperformance facility management does not only lead to saving money but also leads to an increase in activities and better work results. Due to changes in the workplace such as more flat structured organizations, the distribution of functions in the workplace has changed. Less desk space and more meetings and collaborative workspaces are needed13. The satisfaction of employees and students will also be higher when the facilities are of high quality and match their wishes. The vision of the university is to improve the quality of their facilities. The digital services of the university have improved in the last years and will increasingly improve in the coming years1.

Safety TU Delft is committed to providing a pleasant, safe and secure environment in which to work and study. Safety and Security is an approach for managing all incidents and safety risks. Each year, TU Delft compiles a internal Safety Profile and a Progress Report. The TU Delft safety-risk level is decreasing gradually, reflecting national trends in this area. With regard to campus-related design safety, a programme has been started with Facility Management & Real Estate (FMRE) to organize safety in relation to campus development at an early stage1.

Finance Due to the growing number of students, the lagging government resources and the necessary investments in real estate, the financial pressure on the university is growing1. In 2017 and 2018 the university concluded with a negative operating result. In 2018 this loss was 11.7 million euros. In the years before 2017, the university managed to make a yearly profit of around 20 million though this amount was getting smaller in the course of the years. Due to the increased student numbers and not sufficiently moving government funding, the challenges turn out to be greater than previously taken into account. The university's liquid position is also becoming less strong but is still positive at 188 million. It is expected that in the coming years the cash and cash equivalents will have to be used for the maintenance and construction of the real estate. The cash flows that come from projects with third parties is increasing, this is due to the growing cooperation with different companies14.

Img 4.5: Aula, TU Delft; (Photograph from Y. Jia)

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4.3 (Mis)Match Current Demand and Supply After defining the hierarchy of stakeholders and their real estate demands in chapter 5.1, several indicators are selected to evaluate the current performance of TU Delft real estate. Then after researching the current demand in chapter 5.2, table 4.2 is made to evaluate to what extent does the current supply match or mismatch with current demand.

Img 4.5: Living campus15

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Table 4.2: Match and mismatch in current demand and supply Mismatch

Match+

Variable

Demand

Supply

(Mis)Match

General 80 buildings: 6 office buildings 20 education buildings 5 meeting buildings 15 residential buildings 7104 ha + 1282 ha forest plantation 30.000 students 6.500 personnel

61 buildings: 6 office buildings 17 education buildings 4 meeting buildings 4 residential buildings

Student satisfaction (education)

high

91%

Student satisfaction (living)

>84% (national average)

81%

Number of buildings

Space of greenry Number of people

3552 ha 24.703 students 5.421 personnel

Education Top-University brand Balance Dutch and international students

<top 20, Europe all rankings

QS Ranking: <top 50 world <top 20 Europe

> 30% of total students are international students

20%

Staff diversity

50-50

66% man, 34% female 65% Dutch, 35% International

Research quality (based on HC ranking)

< top 5 in Netherlands

No. 9 in Netherlands

Number of publications

6317 Environmental Sustainability

Carbon emmision

< 17.303 tCO2-eq

< 47.957 tCO2-eq Real Estate

Efficiency of space use

0,8/1,0 seat per FTE

1,6 seat per FTE

Occupancy rate

High ( > 70% )

Study places = 37% Lecture halls = 44% Classrooms = 44%

Technical quaility

High

Low, "55% is bad or very bad" Development Delft

Valorization Technology start-ups

> 30

23

PPPs

> 20

12 People and Community

openness/attractiveness visitors

High accessiblitiy (by car; foot; bike; public transport)

Low

Integration neighborhood

High

Low

Finance Profit

>0

â&#x201A;Ź-11,7 million

Decrease funds

30 % third revenues

27% of third revenues 39

Notes in chapter 4: 1: TU Delft. (2017). Strategic Framework 2018-2024.

Retrieved from https://d1rkab7tlqy5f1.cloudfront. net/TUDelft/Over_TU_Delft/Strategie/Towards%20 a%20new%20strategy/TU%20Delft%20Strategic%20 Framework%202018-2024%20%28EN%29.pdf 2. Baxter, M. (2019, April 19). The Future for University Strategies.

Retrieved from: https://www.hepi. ac.uk/2019/04/19/the-future-for-university-strategies/ 3. Berenschot. (2019). Berenschot Strategy Trends 2019.

Retrieved from file:///C:/Users/S152069/Downloads/ strategy_trends_2019.pdf 4. Delft Energieneutraal-2050-Uitvoeringsprogramma 2017-2020. Retrieved from: https://ris.delft.nl/internet/ vergaderingen_41207/agenda/gemeenteraad_7545/ energieneutraal-2050-uitvoeringsprogramma-2017-2020pdf_391655.pdf 5. TU Delft energy monitor. (2018, October 1). Campus Energy. Retrieved 14 December 2019, from http:// emonitor.tudelft.nl/index.php/campus/ 6. CRE. (n.d.-b). Education. Retrieved 14 December 2019, from https://campusdevelopment.tudelft.nl/en/theme/ education/ 7. CRE. (n.d.-c). Future campus. Retrieved 14 December 2019, from https://campusdevelopment.tudelft.nl/en/ theme/future-campus/ 8. Tess Blom & Andy van den Dobbelsteen. (2019). TU Delftâ&#x20AC;&#x2122;s Carbon Roadmap. Retrieved from: https://brightspace.

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tudelft.nl/d2l/le/content/192639/viewContent/1586195/View 9. TU Delft. (2019). TUD_CRE Building data. Retrieved from https://brightspace.tudelft.nl/d2l/le/content/192639/ viewContent/1582703/View 10. Meer, J. van der & Spijker, A. van 't. (2010). Het Nieuwe werken Werkt! Kwalitatieve en kwantitatieve effecten.

Facility Management Magazine. no. 182 11. TU Delft Campus Research Team. (2016). Campus NL. Retrieved from: https://www.vsnu.nl/files/documents/ Campus%20NL%20digital%20version%20%28for%20 websites%29.pdf 12. VSNU. (n.d.). Quality of education and research under pressure due to falling government funding per student.

Retrieved from: https://vsnu.nl/dalende-rijksbijdrage.html 13. Jylha, T. (2019, December 18). Facilities management.

Retrieved December 19, 2019, from https://brightspace. tudelft.nl/d2l/le/content/192639/viewContent/1588800/View 14. PricewaterhouseCoopers Accountants N.V. (2018).

FINANCIEEL JAARVERSLAG TU DELFT 2018. Retrieved from https://d1rkab7tlqy5f1.cloudfront.net/TUDelft/Over_ TU_Delft/Feiten_Cijfers/jaarverslagen/TU%20Delft%20-%20 Onverkort%20financieel%20jaarverslag%202018.pdf 15: Nicoly Vermeulen. (2019). A Strategic view on the campus. Retrieved from: https://brightspace.tudelft.nl/d2l/ le/content/192639/viewContent/1583502/View

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Chapter 5 Future Demand & Supply

Img. 5.1 The Campus, Mekel Park; (mecanoo ) 42

In the previous chapters it is identified that the TU Delft has to deal with the problem of being over resourced. The Key Performance Indicators that were identified are the measurement tool the identify the correct angle the TU Delft should take. Firstly the overarching philosophy should really be understood. From this the values of the TUD are identified. The four scenarios that then will be presented will lead as a tool to crystallize the real future demand. The scenarios will be compared and eventually the final strategy will be explained. This strategy will then further be elaborated and discussed.

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Problem statement: Over Resourced

they donâ&#x20AC;&#x2122;t reconsiderations should be made.

Currently, the university is growing with the increase in students and energy requirement.

This provides a shift in demand, which means sustainable development is becoming a more important requirement in the future. This comes to the problem statement that the real estate of the TU Delft is over-resourced. This implies that resources are not used in the best and most efficient way. For example, in the environmental sustainability sector, the energy consumption can be lowered by more efficient use. The same is the case of space use, which means the controversy between the scarcity of space and the low occupancy rate in every building. To sum up, the TU Delft real estate is currently having and using more resources than the basic need.

Firstly the continued existence of the University is the most important aim.

Continuing the current policy is no guarantee of success in this rapidly changing world, looking at the longer term and responding to future problems is therefore necessary.

Scenario planning is the most important tool to do so. Lowering the universities dependency is the way of defending the continuity and the existence of the campus. The changing structure of state funding for instance is a possible threat. Finding innovative ways to find extra funding, while staying in control on important matters is a real challenge.

Playing in the â&#x20AC;&#x2DC;premier leagueâ&#x20AC;&#x2122; of universities is a goal that is achieved and this should be Overarching philosophy protected. The quality of the university and its TU Delft has an important role in the capability to compete with other top universities technological progress of the Netherlands in the world should always stay the main focus. and far beyond the borders. In the end the Finding new ways to attract more students, university exists to train talents and develop physically, but also online, is also part of this. new thinking. In this way the university has The identity of the the university and the an important social function that should campus contribute to the earlier mentioned never be overlooked. This role and impact main aims. Retaining the identity and also lead to a great responsibility. To deal with this improving and challenging it is therefore responsibility an overarching philosophy has of key importance. There are opportunities to be carried out. Decisions and strategies here in the form of a sustainable inclusive follow logically from this philosophy, and when

44 44

Img. 6.2: TU Delft Library; (EMERCE)

Philosophy

Innovative

Stay in control

Sustainable

TU Delft

Future proof

Identity

Talent developement

Future proof

Socially concerned

Figure. 5.1: Philosopy TU Delft; (own image.)

campus that is adaptable and future proof.

Img. 5.3: Oranje Zaal Bouwkunde; (de zeen)

Img. 5.4: TU Delft Library; (TU Delft)

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Scenarios Bandwidth

Current demand

Scenario 1

Digitalized TUD

Scenario 2

Scenario 3

Scenario 4

Technology lab

Mixing

Traditional TUD

Digitization and Efficiency

Bandwith

Space per student and employee:

2,2m/student 0,5m/student 1,5m/student 1,2m2/studen 8,5m2 FTE 5m2 FTE 7,0 m2/FTE t 6,0m2/FTE

2,0m/student 0-5-2,0 7, 5m2 FTE 5.0-7,5

Occupancy rate rooms

70%

80%

65%

75%

70%

65-80%

Digitial lectures

<5%

50%

10%

25%

<5%

5-50%

Business and Commercial

Startups on campus

>30

30

100

50

current situation-23

30-100

PPPs

>20

25

60

40

current situation - 12

20-60

Third party revenues

30%

60%

50

55

30%

30-60%

Interaction with outside world

openness/ attract visitors

good accesability by foot, bike and public transport

decrease, less increase, improve

more slightly focuesed on improve specific point

Integration with the city of Delft

more interaction

less(2x)

less(1x)

more

decrease - improve

slightly better less interaction - 2* more interaction

Real Estate ownership

property real 520.000 m2 estate

-75%

-25%

-50%

+110%

-75 - +110%

properties owned by third parties used for education

increase(1x)

increase(2x)

increase

increase slichtly

increase-stro ngly increase

1

Education

+100% (infinity)

+50%

+75%

+35%

35 - 100 %

Ranking TUD top 20 Europe go down

go up

go up

stable

go down - go up

Number of students

19.613

Sustainability

CO2 emission <17,303 tCO2-eq

down(--)

down(-)

down(-)

+-

go down - stay stable

Table. 5.1: Future demand in scenarios; (own work.)

Table 5.1 shows the different future supply of the four scenarios. These scenarios have different outcomes in the Key Performance Indicators. To make predictions to what the future might bring a bandwidth is identified. The chosen strategy should conform to this bandwidth as good as possible. In the next the different strategies are compared to choose the most sufficient.

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Strategy 1

The commercial campus

The collection of data is becoming more important and this data forms the basis for making choices. Efficiency and optimization of the real estate portfolio are more important. Due to greater spending cuts, the university needs to act more as a company and act when financial value and use value are endangered and will respond immediately. Buildings that do not have the correct value for use will be sold and the form of ownership that is best for the university will be considered for the new faculty buildings. This can mean that the new buildings are under management or that market parties do that. In order to improve efficiency and meetings, divested faculty buildings will be merged into the new building. In addition to research and education spaces, these new buildings also contain commercial spaces. The university will try to improve the supply and increase the turnover through the admission of different market parties.

For the campus as a whole, this means that land that has a high value is sold to the market in order to realize more student housing and hospitality. This changes the principle of a campus by assigning these multiple functions. Living, working and leisure are involved in the area and education can be more centralized.

In order to raise funds, more cooperation with private parties is used to get extra money from the development of technology. Research is becoming less important and meeting market demands is becoming more important. Centralizing the educational buildings creates a larger area where start-ups

and high-tech companies can be housed. Through all this commercialization and portfolio management, the university protects itself against the financial uncertainty that government policy entails.

Figure. 5.2: Map: The Commercial Campus; (own image.)

portofolio management

Tactical and efficient

asset management

property management

Figure. 5.3: Asset Management; (own image.)

Img. 5.5: Student Housing Stieltjesweg; (Steboma)

47

Strategy 2

The campus as a city

The second strategy efficient use of the campus will be achieved by integration the campus with the city of Delft. The framework of the strategy includes that functionalities of the campus will be broaden and shared with the public of the city.

Such that besides education, business and research also activities attractive for people as sports, education and entertainment take place on the campus. Those function can use the same space but on different times. For example the building Aula can be used during the day by lectures, but currently is often empty in the evening. During that time it can be used by the inhabitants of Delft for conference or music and theatre sessions. By which the space efficiency will increase from 37-44% to 75%.

Furthermore, for the real integration, as is visible in figure 5.4 the central axis of the campus will be connected to the city. This should visualize the connection and attract people to go from the city to the campus and the other way around. This connection will be more than a central road for cyclist and cars. A large part will be a green area of the campus will also be expanded along the axis and function as a green walker. With this the accessibility of the campus will increase to medium/high.

As the main connection with the city centre will be strengthened. Additionally the openness and attractiveness of the campus will increase and in line the integration with the neighborhood will be better.

Due to the fact that the campus will become more

Img. 5.5: Living Campus; (TU Delft) 48

part of the city, a financial contribution of the municipality will help for funding of the required changes. Furthermore in the future rent will be gathered from the business and organizations that will make use of the building of the campus. So the funded money by third will increase 27% to at 35%.

Figure.

5.4: Map: The Campus as a City; (own image.)

Img. 5.6: Conneceted Campus; (Campus Development TU Delft)

Strategy 3

Go Digital, Bye Physical

Together with the fourth industrial revolution, cyber technologies and digitalization have led to numerous changes in the education services industry.

TU Delft, which already started providing online courses, can sell or lease some of the real estates and transfer more courses to online education. For instance, most of the lectures can be held online to decrease the size of lecture halls and staff offices. Some special education spaces will be kept for higher student satisfaction and education quality as well as faculty identification, for instance, modeling room and studios in BK and IO, conference hall in Aula as well as study place in Central Library.

The south part of the campus would be leased or sold first because of the poor energy performance so far. More education activities will be held based on internet so commuting time will be saved. These will then benefit achieving energy-neutral in 2030.

All the functions will be merged in the north part to decrease the Fragmentation in the present campus as figure 6.5 shows. At the same time, different faculties will share the same building or cooperate with the city for physical education activities so as to optimize the use of space and hopefully can raise the occupancy rate from 44% to 70%. It also has a positive influence on education quality as interdisciplinary communication will be stimulated.

An APP can be developed by collaborating with the technology department on providing real-time data of space use. Students and staff can reserve study places and meeting rooms at home and then go to the building, which can optimize the effectiveness of study places and meeting rooms and save usersâ&#x20AC;&#x2122; time

Img. 5.7: The future of Learning; (InfoBoard)

for finding available tables. Buildings will be used in a more flexible way, the occupancy rate of study space then hopefully can raise from 37% to 70%.

Consequently, TU Delft will achieve a higher position in rankings from top 20 in Europe to top 10 in Europe. Better brand, higher education quality and better studying environment which will also attract more staff and students from all over the world.

Figure.

6.5: Map: Go Digital, bye Physical; (own image.)

Img. 5.8: Lecture room of the future; (Flipboard)

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Strategy 4

Solid Self-Sustainable

In this strategy, sustainability will be the focus point.

TU Delft will try to become the front runner in terms of a self-sustainable campus. This entails that TU Delft will produce its electricity on site/campus via renewable resources, water will be filtered and recycled on campus. With this new function of the campus, all buildings will be retrofitted over time into sustainable green buildings. These green buildings are not only sustainable in terms of energy, but these buildings also contain green workspaces. These green workspaces have positive effects on the mental health of students and employees; and therefore the satisfaction of both students and employees can be improved.

Like mentioned before, during the renovation of buildings it is also a chance to increase the occupancy rate of the rooms by improving the efficiency of rooms, this could for example mean that certain buildings will be sold or leased to third parties. The use of rooms can be made more efficient with the use of technology. Another method used is by making the campus more compact instead the current situation. Making the campus more compact means that the RE footprint is decreased which will add more value to the university and it is also better for the environment. Another tool which is implemented to decrease the RE footprint is increasing the use of digital lectures which will decrease the need of lecture halls. These lecture halls are quite inflexible and a lot of the times not occupied, decreasing the needs of such inflexible space gives TU Delft a chance to create spaces that could be used for different functions: lecture rooms, classrooms, etc.

Becoming a front runner in terms of a self-sustainable

Img. 5.9: Green Solutions; (EXCEPT) 50

campus means that the image of TUD will improve not only on a national level but also on a international level. This could have the following consequences: attract more international students, attract visitors from all over the world, more PPPs, and attract third parties (thus increase third party revenues). Becoming self sustainable could be achieved by working together with startups on the campus which specialize in sustainability and also with the city of Delft.

Figure. 5.6: Map: Solid Self-Sustainable ; (own image.)

Img. 5.10: Mekelpark; (mecanoo) 49

Comparing the strategies

Future Demand Bandwidth

Future Supply Strategy 1

Future Supply Strategy 2

Future Supply Strategy 3

Future Supply Strategy 4

Strategy Evaluation

Digitization and Efficiency Space per student and employee:

0,5-2,0 5,0-7,5

1,5 5,0

0,5; 7.5

0.5; 5.0

1.5; 7

4

Occupancy rate rooms

65-80%

75%

75%

75%

75%

1234

Digitial lectures

5-50%

35%

25%

50%

25%

3

Business and Commercial Startups on campus

30-100

125

40

30

80

1

PPPs

20-60

100

60

45

60

1

Third party revenues

30-55

55%

35

40

40%

1

openness/ decrease-imp attract visitors rove

-

++

+

++

24

less Integration with the city of interaction - 2x more Delft interaction

+

++

++

+

23

-20%

-10%

-30%

-10%

3

Interaction with outside world

Real Estate ownership property real estate

-75% - + 110%

properties owned by third parties used for education

increase-stro +++ ngly increase

+

+

++

1

number of students

35%-100% increase

+25%

35%

+50%

+40%

3

Ranking TUD

go down - go up

unknown

same

+

same

234

go down - stay stable

—

0

-

- -

4

Education

Sustainability CO2 emission

Table. 5.2: Future supply four strategies; (own work.)

In table 5.2 the four strategies are compared via the Key performance indicators, identified in chapter 2. Every strategy is tested through the KPIs to finde the most suitable strategie. This consideration will then lead to determining the correct strategy to overcome the problem statement: Over Resourced.

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The strategy

Self-Sustainable Campus

As stated before, the university is facing a problem in terms of being over-resourced. This entails that resources are not used efficiently and effectively. Take, for example, the low occupancy rate of rooms; Due to inefficient use of space the occupancy rate is at the lower side. Thus, in other words, the problem seen in TUD can be formulated as follows: The TUD is currently using more resources then actually needed.

Based on the strategy assessment it is decided that strategy four will become the main strategy while adapting some small elements of the other strategies: ways to increase revenues from strategy one, give back to the city of delft of strategy two, and make better use of digitalization/online learning from the third strategy. The fourth strategy is chosen as the main strategy because it addresses the problem of over resourcing in the most general way addressing all important aspects of over-resourcing.

Adapting the name of a self-sustainable TU Delft, this strategy aims to include all forms of sustainability.

A self-sustainable campus implies that TU Delft will produce its own energy on the campus via renewable resources and water will be filtered and recycled on campus. TU Delft aims to become the front runner in terms of becoming self-reliant, an example for other organizations which the same ambitions, for which they set the goal to achieve the goal of energy-neutral by 2030. Consequently, the image of the TUD will be greatly reinforced. The improvement of the image of the university will attract more students from all over the world, which will give TUD more diversity in terms of student population. However, this doesnâ&#x20AC;&#x2122;t

Img. 5.11: A Strategic view on the capmus; (TU Delft.)

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mean that students will be accepted without any kind of restriction, for example: a decentralized selection.

Aside from students, the young talents (employees) will also be attracted; there is a competition with regards of attracting young talents, this strategy therefore gives TU Delft a competitive advantage. This strategy will also cause an increase in the amount of visitors coming to the TUD. For these visitors coming from Delft, other cities in the Netherlands, or even from around the world, a visitors center will be developed. This visitors center will exhibit the sustainability solutions and technologies developed by TU Delft. This will improve the valorization of the university, as it shares knowledges with a wider audience, at the same time, it provides all tourists with a place to learn TU Delft without bothering the regular education in faculty buildings. In order to receive all these new people, it is important to improve the accessibility of the campus, these methods used to improve all have to be sustainable; accessibility with the bike (include bike rent), automated buses, and tram.

Environmental sustainability interventions made in order to achieve the goal a become a self-sustainable campus are as follows: The first interventions is retrofitting all buildings which do not meet the requirements of being sustainable. It is deliberate that most buildings will be preserved and retrofitted instead of demolishing most buildings, because retrofitting fits better within the concept of total sustainability.

In order to become self-sustaining, developing a sustainability park is of great importance. It will contain all kinds of sustainability solutions like: solar

ecovat, heat pumps, etc. Effectively using of the residual heat from Rotterdam and geothermal energy are also a potential solution for alternative clear energy (Heijer, 2016; Mlecnik, et al. 2018).

Aside from being the resource of the university, this sustainability park will also be ground used for experiments (experimental grounds).

Experiments will be done for the development of new solutions. These experimental grounds will be used by students, research of TU Delft, and start ups and other firms (third parties) related to sustainability and technology. With this opportunity the amount of PPPâ&#x20AC;&#x2122;s will increase.

The ground or buildings used by the third parties are either leased or sold. Consequently, the university will generate its own revenue, which can be used to compensate with the reduction of university funds (adopted from the first strategy). Further commercialisation of the campus can be seen in the following operations: businesses can pay for inhouse days of students to make sure the talents of the university will be familiar with the companies. Were the university know focuses on bachelor and masters students an extra branch will be added. Working professionals can follow courses in the evening ours, generating extra funds and optimizing space usage via a more extensive use of the rooms.

car will not be improved. Instead parking lots on the campus will disappear, and be replaced with other functions for instance buildings (student housing or new campus buildings) or implementation of more green, which can then lead to the increase of students satisfaction.

Instead of these spread out parking lots, one central parking place will be developed. On this parking lots other vehicles will be placed in order to move easily throughout the campus such as: bikes (rent), and automated small buses.

Another intervention made with regards of the environmental sustainability is the reduction of the RE footprint of the campus. Reducing the RE footprint will also bring up the occupancy rate.

This will be achieved with several methods.

The first method is adapted from the third strategy, and is by increasing the use of online learning (especially with regards of lectures).

This will decrease the need of lecture halls.

These lecture halls are quite inflexible and a lot of the times unoccupied, decreasing the needs of such inflexible space gives TU Delft a chance to create spaces that could be multifunctional: lecture rooms, classrooms, study rooms, meeting rooms, etc. This way the occupancy rate is improved by fixing the efficiency in space usage. Increasing the percentage of online As mentioned before, it is needed to improve lectures can also decrease the area of stuff the accessibility of the campus, however, due to offices, which are always unoccupied. Playing sustainability reasons the accessibility with the with the efficiency of space usage could allow

Img. 5.14: Future Campus (own image.)

Img. 5.15: Generating Energie; (Chariot Energy)

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the university to become more compact. This means that despite the growing number of students the campus does not have to grow in terms of real estate, leading to a more compact campus overtime. Functional compactablity is also implemented in this strategy.

This implies that beside the educational function student housing and small daily necessities will also be placed within the campus as described above.

Educa�on and faculty building Students housing and service Third-party commercial building Sports center Sports park River Leisure (Green, service, common area) Visitor center

Social sustainability is also an aspect which needs to be included in this strategy. By adding students housing, sharing facilities with the city of Delft and private companies, increasing the accessibility of campus, sharing energy solution with Delft, and cooperating with city of Delft for â&#x20AC;&#x2DC;knowledge cityâ&#x20AC;&#x2122;, social integration will be increased. The future supply of the strategy is shown in figure 5.7.

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Sustainable park Tram track

Figure. 5.7: 2D Future Campus (own image.)

Oppurtunities and Threats The challenges in executing the strategy proposal are defined as opportunities and threats as shown in table 5.3. It lists the relevant political, economic, social, technological, environmental and educational factors that have to be considered in the further development of the strategy. Relevant stakeholders, who are under the influence and could give solutions to overcome these difficulties, and possible solutions are also been provided.

Generally, due to the high uncertainties in this strategy, value-based and incremental strategy will be considered together in the future stage(O’Mara, M. A.,1999). To be more specific, a detailed brief will be discussed with consultants with different expertise in advance to form a buffer for future uncertainty. The strategy will also be flexible enough to cope with changes and problems in the future. Information platforms will also be set for providing timely and transparent information and process to increase public engagement.

Aspects

Opportunities

Threats

Affected Stakeholders

Solutions

Political/Legal

-Education subsidy

-Decreasing national education budget

-Government -Municipality

-Policy stability

Economic

-Reducting energy bill -Revenue from cooperating with private company -Revenue from selling or leasing buildings -Saving money on adding new real estate from compact campus

-Limited annual budget for renovation -Possible budget overrun -No capital for initial investment on sustainability park

-Board -Bank -Financial department -Third-party companies

-Investment by bank -Private investor -Economically sustainable redevelopment -Detailed budget plan in briefing

Social

-Increasing social reputation -Increasing visitors -Increasing PPP -More students housing on campus -Accelerating ‘knowledge city Delft’

-Limited accessibility now -Possible bother from visitors -Lack of understanding and collaboration from students, staffs, residents, etc

-Citizens in Delft -Visitors -Local business -Real estate department -Students -Municipality

-Adding visitor center -Taking advantage of cooperating with local business -Better public traffic -Educating students/staffs/residents on sustainability knowledge -Setting a platform to provide timely and transparent information

Environmental -Accelerating /Technical energy-neutral -Mature technology in solar panel and wind -Potential solutions from experiments in sustainability park -More green from decreasing parking lots

-Uncertainty in using alternative energy -Every building need different plans to renovate -High uncertainty in maintaining sustainability park

-Real estate department -Contractors -Researchers -Energy suppliers

-Engaging energy suppliers and contractors in briefing -DBFMO contract

Educational

-Possible decreasing in education quality -Uncertainty in online technology

-Deans -IT department -Students -Staffs -Real estate department

-Evaluating every lecture detailed in advance -Ensuring more study space

-Students diversity -Competitive advantage -More study space with effective use -Interdisciplinary communication -Increasing online lectures

Table. 5.3: Challenges and threats; (own work.)

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Phases of implementation The realisation of the strategy to enhance to use of the resources of the TU Delft of the will be a gradual process. This process is described in this part and is splitted up in four phases. The initial phase is the transition of the current planning to the new planning and functions as preparation time for the further phases. The second phase the main contribution to the self-sustainability by the sustainable park will be executed. Whereafter, in phase 3 the EWI building will be fully renovated as main sustainable model landmark for the TU Delft. In the last phase 4 the social part of sustainability will be more emphasized by the opportunity of student housing development on the campus.

Figure. 5.8: Timeline (own image.)

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Phase 1 & 2

P h a s e

1

( 2 0 2 0 - 2 0 2 2 )

The first phase will mainly be a prephase which functions as preparation. As it is short time to reserve the current strategy and plans, the activities which are line and fit to the new strategy will be continued. During the briefing stage, every building will be evaluated, including energy performance, number of study room, lecture hall, occupancy rate, etc. According to the available data now, big maintenance will be conducted on the Civil Engineering and Geoscience and TNW building. Small changes in this maintenance will be implemented to buildings which do fit to the future developments of the sustainable park supply. Moreover, the planned development of the multifunctional building of Echo will endure. EWI has the most serious problem in the evaluation phase because it will not be functioning according to sustainable standards and it provides space which will not be useful functionally but need high maintenance costs, so will be sold. No further funds will be spend on the development of parking spots or garages. To emphasis that it is not stimulated to go by car and later in the phase the parking will be centralised on one location for the whole campus.

The evaluation of every lectures will also be conducted to access if it is suitable to transform to online learning. This will not take much place of the university and will incorporate a long practices process.

For the preparation of the sustainable park, alternative energy suppliers will work as consultants as well as contractors. After the briefing stage, tender of contractors will be held for the work in next stage.

P h a s e

2

( 2 0 2 2 - 2 0 2 7 )

Phase 2 consists of 2 sub-stages. After some time for reasoning of the development of the sustainable park, in phase 2.1 the execution start can be made.

Facilities about using alternative clear energy and experimenting new energy will be constructed and installed. For the sustainable park the collaboration with third parties is important and will be included in this phase. Such attraction and cooperation is started. Considering the aspect that the energy supplies and renerations are relative new, with the ongoing process of improvement and new research in development, the sustainable park will be in a cycle of ongoing improvement, which need a DBFMO contract with contractors for the future maintenance continuity. The park will never be â&#x20AC;&#x2DC;finishedâ&#x20AC;&#x2122; but continues adapted to the current status of research, which need a high flexible execution plan in advance.

Phase 2.2 takes place in line with phase 2.1. Due to the development of the sustainable park, the connection should be made to the consiting buildings and network of new alternative energies. In order to achieve self-sustainable, buildings also need to be retrofitted at the same time. This retrofitting will take place building for building, starting with the building with energy consumption higher than KPI, which is 100kWh/sqm. In which, EWI will be renovated to a monumental architecture due to it works as a landmark of TU Delft and has important meaning to the city of Delft. More detailed plan regarding environmental and memorial value will be taken into consideration in the briefing stage. The special role of EWI also works as a successful practicable visualization of new technology and ways to renovating architecture. Besides renovating EWI, building 6 will also be renovated to a tourist center

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Phase 3 & 4

P h a s e

3

( 2 0 2 7 - 2 0 3 3 )

With the sustainable park and retrofitting much improvement to the self-sustainable campus is developed, space of the old parking spots becomes available. With rearranging the function of the buildings, some of them will be renovated to students housing More students housing and common areas in figure 3.5 will be built in this phase to make the campus more livable so as to raise the satisfaction of students. They will live, study, do sports and relax on campus, consequently, the fragmentation of campus will be released.

Then besides this the accessibility improvement besides with the tram connection will be improved.

And the one centralised parking spot will be realised.

Along with all the changes in more sustainable real estate, the manner of utilizing the real estate also will be different to make the full advantage of the changes. This will not happen unconsciously. Consequently, education about the real estate utilizing is an important part to take the full advantage of sustainable solutions in the real estate of the campus. Energy generation on the campus will in this phase will cover for all the energy use of the Campus. Extra investments to achieve this are made. Going further than only energie neutral is the new way of thinking. A developed form of circularity is introduced in the real estate.

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P h a s e

4

( 2 0 3 3 - 2 0 4 0 )

In the last phase, after renovating and compacting the faculty building and building students housing, some existing buildings on campus becomes available. To contribute to the economical and social sustainability of the campus, these buildings will be renovated and to sell or lease to local business or third-party enterprises. Consequently, the number of public and private partnership will increase, which will benefit the research of the school and ensure a long term income from this property tax. The university carries out the character of â&#x20AC;&#x2DC;total sustainabilityâ&#x20AC;&#x2122; and teaches its lessons to the rest of the world. New issues concerning scarcity of drinking water, the rising sea level and the plastic soup problem are still big issues. Creating solutions to these problems could also lead to financial impulses for the university.

Img. 5.13: 3D Futue Campus; (own work.)

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Economic estimation

60

Table. 5.4: Financial overview; (own work.)

61

Conclusion

Img 6.1: TU Delft in 2030. (Own illsuration)

To recapitulate, the report firstly gives an overview of what is corporate real estate(CRE) and how CRE being developed on organizational, general educational and TU Delft level. At different times in history, changes in society give different drivers to organizations to adjust their value, consequently, it brings challenges and opportunities for CRE department to manage the real estate resources.

Third-party C

TU Delft is pursuing to achieve a better image, higher educational quality, being a pioneer in sustainability, and diversity of students and staff, etc. However, scarcity is the main problem in TU Delft, which leads the focus on addressing the paradox between the high demand for spaces and the low occupancy rate of all the buildings. The result of the evaluation of current performance also shows that most of the indicators are insufficient, which means big efforts should be made in filling the gap.

Greenin

â&#x20AC;&#x2DC;Self-sustainable TU Delftâ&#x20AC;&#x2122; strtategy, as shown in img 6.1, starts with the idea of fulfilling the energyneutral requirement by 2030, then it is expanded to three aspects to form a comprehensive strategy, namely environmental, social and economic sustainability.

Environmental sustainability is, of course, the first objective of this strategy. It means improving the energy performance of all the buildings and reducing the real estate footprint. After the approaches mentioned before, consequently, the campus 62

Company Buildings

Sustainable Research Center

Sustainable Park Sports Park

Wind Power Field

Students Housing

New Green EWI

Added Tourist Center

Roof Solar Panel Interior Deep Renovation

ng Parking Lot

Vertical Greening

Tram Line in Campus

New Greening

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will become more compact and more students will be accommodated without adding real estate stock. The second aspect is social sustainability, sharing facilities with the city of Delft can help with environmental sustainability and furthermore, accelerate the integration with the city. A more living campus consists of housing, living facilities, common spaces and study places that will benefit the sustainable development of TU Delft. The third aspect is economic sustainability, all the approaches can be funded within the campus even though TU Delft has no capital to invest such a new project due to the decreasing government subsidy and annual fiscal deficit. With the compactness of study and education spaces, more buildings will be sold or leading to private companies. Partnership relationships will also be established in developing the sustainable park. All these approaches can bring revenue to TU Delft for investing in retrofitting existing buildings.

However, due to the high uncertainty of this strategy because of the possible change of regulation, technology and amount of students, the strategy should be incremental and be re-evaluated every two years to adjust the management activities. For instance, it is hard to anticipate the development speed of new technology like VR or AR in the coming 10 years, now the strategy only states some of the lectures can be transferred to online courses, but after several years, new implementation plans would be developed to deal with the new trends.

Another example is environmental technology, more and more new alternative energy resources will be developed and used in the future, the renovation of buildings should be flexible enough for facing these possible changes and leave room for further renovation. In a word, the CRE department should be sensitive enough to seize opportunities in the future and adjust the strategy timely.

It is also expected that this ‘self-sustainable’ mode can be applied to other campuses in the Netherlands. TU Delft is always the front runner of sustainability, and this core value is shared by several universities in the Netherlands. Once TU Delft shows the good start and the success of the first step, it will benefit the sustainable renovation and development in other partner universities. More research on appliable technology and evaluation of future uncertainty will be conducted to form a

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more flexible and comprehensive strategy.

Not only the stakeholders in the campus, but also the external stakeholders will be benefited.

With a better-developed home city, the city and campus will complement each other and reinforce the positive influence on the image of ‘Knowledge city Delft’ and TU Delft will complement each other. For instance, local businesses will be benefited from the increased visitors and knowledge workers in TU Delft.

In conclusion, self-sustainable means TU Delft will achieve energy-neutral, high integration with the city and circular economy. During which process, more specific and measurable data should be collected for objective evaluation on the gap we need to fill in every detail implementation step in the strategy. One important thing needed to keep in mind is the high uncertainties in social, legal, technical and economic areas. That decides that instead of trying to make a stable and perfect strategy, the important value of a successful strategy is flexible on strategic, tactical and operational levels to deal with future changes in core business values and real estate objectives.

Eef van der Pas Willem Wijnen Yuan Jia Zainab el Khamlichi

4976754 4491831 5093260 4476611 65

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