| Strengths |
- HESA evidence shows we have a largely well-maintained estate in terms of functional suitability and building condition
- The location of our campus to the city is an advantage in terms of access and location to facilities
- We have excellent working relationships with local Council, Police, Health Trusts, SMEs, VCSE and cultural partners
- We are building relationships with other local Universities
- We have multiple styles of teaching facilities
- Our climate action plan is supported by capital investment
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- Continue to invest in estate maintenance and remain in the top quartile of the Russell Group
- Promote the campus as a city centre destination. Encourage on campus engagement from a civic perspective
- Continue to harness existing regional relationships and seek to increase/develop new opportunities with VCMEs and SMEs
- Seek opportunities for greater shared learning across the North East
- Explore the balance of teaching facilities across the campus, embodying the one university approach to respond to NUShape
- Continue to invest sustainably in our estate to work towards Net Zero by 2030
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| Weaknesses |
- Those areas of the estate which are in building condition C or D impact upon our overall performance
- Our campus is compact but split (Area 1: Central, Area 2: Accommodation, Area 3: Medical School, Area 4: Helix), which creates perceptions of dispersal and inaccessibility between areas
- Some of our estate is unadaptable either by design or because of its status as a Listed Building
- Duplication of facilities is costly and inefficient
- Lack of greater collaboration leads to poor utilisation
- Poor signage and wayfinding for the diverse, cultural and religious needs of our community
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- Explore the feasibility of invest-or-sell strategies for the buildings with condition C or D
- Promoting the physical connections between our Areas 1-4, through improved digital and physical wayfinding and branding
- Consider the functional suitability of our estate to ensure alignment with NU Shape and cohesion of our operations
- Promote rationalisation of the estate through sharing of facilities
- Explore opportunities for additional non-residential income through greater utilisation of our facilities
- Embed a wayfinding group within the Estates Portfolio Board, to consider global, iconographic and digital signage for the estate
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| Opportunities |
- As the size and shape of units and areas of activity are reconsidered (grow, rebalance, shrink) the footprint of those areas can also be reconsidered
- When spaces become vacant, they can be considered for repurpose beyond original use (e.g. other academic purpose, decant or partnership space)
- Whilst remaining an in-person campus, opportunities for hybrid teaching, working and meeting can be supported
- Health Innovation Neighbourhood (HiN) is a space where our research, education, engagement and place strategies can come together
- Income streams can be diversified to increase utilisation across the academic year
- Capturing and communicating our global community, impact and identify throughout the infrastructure of the estate
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- Use of data to inform NUShape decision making as part of the business case determination process
- Consideration of underutilised and vacant space is honoured through a transparent and trusted space management process
- Promotion and investment in appropriate hybrid facilities to facilitate teaching and meetings in accessible common user areas
- Consider further opportunities to connect this joint venture (between GKRL and Newcastle University) with all interested schools, faculties and institutes
- Market our available spaces to the civic and regional communities (SMEs, VCMEs, Schools and Colleges, to increase non-residential income)
- Work closely with the International Office through the Estates Portfolio Board to inform decision making across all future infrastructure planning and projects
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| Threats |
- Increasing energy costs due to global pressures
- Inflation challenges the feasibility of investment in new buildings
- Ageing buildings require continuous and increasing levels of investment
- With ageing buildings, the perception of disrepair can attract homeless, trespass and unacceptable behaviours
- Income in relation to student experience, engagement and retention on campus
- Colleagues and students moving off campus when not engaged in timetabled or resource engaged activities
- Lack of student accommodation is a threat to our student experience and income
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- Implement energy saving measures including reducing widespread out of hours access, improving temperature control and investing in building performance
- Ensure robustness of business case to support investment in new buildings
- Increase investment in our estate, where supported by financial sustainability
- Increase stakeholder liaison with local authority community teams and interaction with key Crime Prevention and Neighbourhood Police personnel
- Ensure that global and education strategies are aligned to inform estate planning
- Create exciting and innovation encounter spaces to create a sticky campus
- Consider options for student accommodation both in-house and/or with partners
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