UAL ESTATES STRATEGY 04
Allies & Morrison
This Estates Strategy is created for the period from 2022 to 2032, coincidental to and supporting of the UAL Strategy launched by the President and Vice Chancellor and his Executive Board in March 2022. It sits alongside other enabling strategies for finance, people and digital. Within this 10 year period we aim to complete the delivery of two major developments for LCF (2023) and LCC/ University Services (2027) thus rehousing circa 50% of the UAL population over the period. We will be disposing of surplus properties to raise the capital receipts to contribute to the funding of these developments. We plan to further rationalise the estate to replace buildings that are restrictive in accessibility and efficiency. We will continue to mould the University’s residen- tial estate to provide for the needs of our students. We will look to increase the number of beds offered near to our new campus locations. Whilst the backlog of maintenance legacies should
reduce as we dispose of our obsolete buildings, we must maintain the existing LCC estate to avoid infrastructure failures up to 2027. We will address this need with a separate, targeted campaign of improvements. During the period of this Strategy, we will also need to consider the long term ap- proach to the Chelsea campus. Our Facilities services will be adapted to suit the changing estate and the way in which we ensure security and effective back of house services. Final - ly, but very importantly, we must maintain our focus on reducing the absolute carbon footprint, despite likely challenges with longer operational daytime usage to maintain our trajectory to hit our target of net zero scope 1 + 2 emissions by 2030. The timing of this new strategy comes at an im- portant and opportunistic time in the rationalisation and development of the estate that was initiated and developed in the previous 10 year strategy. The significant capital development opportunities
for the physical contact elements of university life whether it is places to live, for learning/teaching, research, knowledge exchange, management or administration. We are committed to engendering inclusivity in all our operations and in the design of our physical es- tate. We see fair terms and conditions of contract- ed staff and exceeding University BAME staffing targets as a minimum requirement. Though our EDI initiatives and Inclusive Design standards we aim to be at the forefront of designing and operating a University estate fit for all whilst also engendering a strong social purpose.
identified in that strategy and consequential dis - posal opportunities have progressed largely on proposed timelines. Progress in our sustainability credentials, improvements in the condition of the estate, in our facilities management and our retail, catering and halls services have improved steadily over this period. This has created a robust platform from which stu- dents and staff can live and work in safe environ - ments with effective support structures in place and had the capability of handling the significant challenges of the pandemic. This strategy continues the work of rationalising the estate and enhancing or creating places to live, learn and work that will meet pedagogical require- ments as they change, enabling new and existing businesses to evolve and flourish in high quality en - vironments. In a digital age we understand that estates envi- ronments must be adaptive, flexible and attractive
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