ESTATE STRATEGY: ALL STAFF BRIEFING SESSIONS
JANUARY 2025
• Estate Strategy Objectives and alignment with 2035 vision
• Phase 1 strategic moves (academic and professional services)
• City Campus long-term vision
We want to transform our estate into an environment that better meets our needs today and allows us to grow in the future.
Reduce geographical spread
Facilitate targeted student growth
Improve our sustainability performance
Disposal of surplus assets
Improve the utilisation of our estate and reduce running costs
Enhanced student experience
Stronger civic presence and identity
Financially viable estate
• Space utilisation data suggests all campuses have capacity to significantly increase utilisation of existing spaces.
• Generally specialist spaces have lower utilisation due to smaller potential pool of users.
• There is opportunity to free up space for specialist uses from centrally timetabled spaces by increasing utilisation of these spaces.
• Further analysis of timetabling will be required once individual spaces are identified.
OBJECTIVES:
• Consolidate related courses into coherent clusters which can benefit from proximity.
• Improve space utilisation.
• Create well used, active campuses and buildings.
• Enable removal of underutilised/not fit for purpose/not required assets.
• Avoid double decant where possible.
• Aligned with long term strategy for growth and management of the estate.
• Professional services colocated into single location.
• Telford vacated by Q3 2026.
• Relocate Arts from MK.
• Consolidate Engineering and SoABE at Springfield.
• Create a new Medical School
“The workplace is no longer a building. It is no longer a single destination. The workplace is a network of virtual and physical places. This ecosystem provides flexible and on-demand places to support convenience, functionality and well-being.”
“50% of the workforce will likely be working across a Total Workplace Ecosystem, balancing office, home and third places.”
Cushman & Wakefield: The Future of Workplace (May 2020)
Consolidation of various Professional Services activities into a new Professional Services Hub. Enabling a phased consolidation of pockets of space vacated around other buildings on campus.
• Consolidation enables future repurposing of MX for alternative academic functions and operational efficiencies across professional services teams.
Workstation
Collaboration
Formal Meeting
Individual Office
Support Space
New Formal Meeting PODs
New Individual Office PODs
• 480 (475 headcount) Workstations provided with collaboration spaces integrated.
• 1no. large meeting room repurposed to provide large comms room.
• Majority of built meeting rooms retained or repurposed as offices.
• New Office and Meeting PODs provided throughout.
Telford campus to close by 26/27. All Engineering functions to be relocated to Wolverhampton.
• Available underutilised space in SoABE and ECMS is suited for Engineering uses.
• In interim, increased activity may provide catalyst for wider innovation corridor.
• Opportunity to improve student experience in SoABE with increased student numbers
Mechanical, Automotive, Motorsport, Aerospace
UNIVERSITY OF WOLVERHAMPTON MASTERPLAN
Telford campus to close by 26/27. Health functions to be relocated to City campus and Walsall.
Nursing and Paramedic to relocate to City campus.
Occupational Therapy and Physiotherapy to move to Walsall.
OPPORTUNITIES
• Good fit for other uses in MC.
• Intensifies Nursing and Paramedic uses in MC and improves utilisation.
• No new build space required at Walsall.
• Minimal additional space required in Wolverhampton. WALSALL
Nursing, Paramedic, Physiotherapy, Occupational Therapy
Occupational Therapy
Physiotherapy,
Nursing, Paramedic M N
Aim is to vacate MK building as soon as practicable. This will require existing School of Art functions to be relocated.
• To consolidate Arts provision into a fit for purpose facility
• Potential to co-locate Screen school activities with Arts creating School of Creative Industries Cluster
UNIVERSITY
Aim to create a new Medical School on the City Campus featuring facilities such as an Anatomage Lab.
• To create a new Medical School with strong links to the relocated Health provision.
1. Consolidated central Professional Services hub in the Civic Centre.
2. Telford Enginering functions move to SoABE.
3. School of Art relocated from MK to provide a new home for the School of Art.
4. Nursing and Paramedic relocated from Telford into MC to provide consolidated health hub. (Physiotherapy and Occupational Health to Walsall)
5. New Medical school in existing sports centre. Sports provision through use agreement for off-site facilities. Ongoing property due dilligence underway.
> An efficient Estate which better utilises existing assets (no new build) with clusters of academic excellence at Molineux, Wulfruna, Springfield and Walsall, with demolition of obsolete assets creating opportunities for future growth and redevelopment.
MK/ML cleared with meanwhile uses Springfield
New Medical School
UNIVERSITY OF WOLVERHAMPTON MASTERPLAN
> A renowned city centre campus of academic excellence at Wolverhampton, with a specialist health & wellbeing campus at Walsall. Both campuses will have a strong sense of belonging within the University and the wider City region, fostered by the creation of new academic buildings and open spaces.
• All-staff briefings (this week)
• Continued communication with staff, students, trade unions, key stakeholders (e.g. councils), media
• Develop FAQs based on your feedback
• Focussed sessions with specific groups including Telford staff and students, PS staff, Arts staff, WLV Sports staff, chaplaincy etc
• Develop and implement full programme for Phase 1
• Develop Phase 2 plans
