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EMBS Estate Strategy 2007

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EMBS Estate Strategy 2007 Estate Management and Building Service Estate strategy 2007 CONTENTS Page CHAPTER 1 THE BACKGROUND 3 CHAPTER 2 THE CURRENT ESTATE: CONTEXT 4 CHAPTER 3 STRATEGIES FOR THE ESTATE 11 CHAPTER 4 OPERATION OF THE ESTATE 24 CHAPTER 5 RECOMMENDATIONS 32 ANNEX A IMPLEMENTATION OF THE ESTATE 34 STRATEGY 2 CHAPTER 1 THE BACKGROUND 1.1 This Strategy covers the operational and non-operational estate of the University of Cambridge. It does not include the Colleges. Neither does it include the University Press, Local Examinations Syndicate, nor properties outside Cambridge which are held in the investment portfolio. 1.2 The Estate currently comprises more than 300 buildings ranging from Grade 1 Listed buildings to agricultural type buildings with a total net assignable area of some 360,000m2 and gross built area of 650,000m2 in the operational estate. The current estimated replacement value of the Estate is £1.2bn. The University’s maintenance and utilities budgets for 2006/07 are £15M and £10.6M. The ‘non-operational’ estate comprises properties held for the general purposes of the University (e.g. residences) and land and property that could be needed in the foreseeable future for the operational estate. The properties are generally leased or rented out. The current capital value of the non-operational estate is £60.2M and the forecast net income to the Chest in 2006/07 is £1.5M. 1.3 HEFCE’s Circular 00/04 ‘Estate Strategies: A Guide to good Practice’ contains the following guidance: An estate strategy draws its aims from the institution’s corporate plan, and establishes the estate needs to achieve these aims. It looks at the buildings and facilities available and addresses potential shortfalls in space, surplus space, and unsuitable or inappropriate space. It also considers opportunities for development, rationalisation or reconfiguration of the estate. 1.4 A time-frame of five academical years (2007-2012) has been adopted for this Estate Strategy. In addition, the Strategy looks ahead in outline terms for 25 years, and more, in relation to strategic long-term land holdings and land-use planning. 1.5 This new Strategy has been prepared in parallel with the preparation of a new University Strategic Plan, and has been informed by material contributed by the Schools and Non-School Institutions in connection with that Plan through the Planning Enquiry conducted during 2006-07. 1.6 This Estate Strategy was produced under the supervision of the Planning and Resources Committee during 2006-07 and approved by the General Board and Council. It should be noted that the strategies and policies described in the Strategy are subject to development and change over the two year plan period. 3 CHAPTER 2 THE CURRENT ESTATE: CONTEXT 2.1 Cambridge is a compact dynamic city with a thriving historic centre. Its unique historic character derives primarily from the College and University buildings in the centre. The other key qualities are the green spaces within it and the green corridors which run from open countryside into the urban area. Through the presence of the University the City is a centre of excellence and world leader in higher education and research. The challenge facing the Cambridge sub-region is to foster dynamism, prosperity and expansion of the knowledge-based economy whilst protecting and enhancing the historic character and setting of Cambridge. The University has a key role in this. REGIONAL CONTEXT 2.2 The University is generally accepted as one of the region’s greatest assets. Cambridge is respected as perhaps the most impressive cluster of knowledge- intensive company spin-off and start-up activity in Europe, and the University’s pivotal role in this is widely appreciated. When talking about the region, Cambridge and Cambridge University are the names that are most likely to achieve instant recognition, associated, as they are, with innovation and academic excellence around the world. The Greater Cambridge sub-region has a unique combination of attributes, which contribute to a widespread sense that Cambridge is one of the most exciting places in the UK to live. The physical, academic, business and social conditions at the heart of Cambridge’s success are unique. 2.3 Throughout its interactions, the University needs to convey the clear message that it can make the strongest contribution to the region by: • Remaining a world-class international institution. • Continuing to: contribute significantly to the success of the Cambridge sub-region, encourage the extension of this impact further into the region, as circumstances allow. • Playing a collegial and strategic role within the region as a whole. • Using its influence to secure the closest possible inter-working between the regions, and in particular the three regions of the greater South-East, which form a reasonably coherent economic and social unit. 4 2.4 In relation to the estate, the University engages actively with the planning authorities and regional bodies with a view to: • Maintaining a planning policy background at the regional, county and district level, which is favourable to the direct interests of the University (predominantly in Cambridge or very close to Cambridge). • Ensuring that the planning authority understands the local, national and international roles of the University. • Seeking improvement to the transport infrastructure in the Cambridge sub- region. • Seeking to maintain an environment in the Cambridge sub-region, which is attractive to existing and potential staff and students. • Giving support and expert advice where appropriate to the development of regional strategies to demonstrate interest in the region and build good relationships with the authorities. TOWN AND COUNTRY PLANNING CONTEXT 2.5 The University’s infrastructural planning and development activities can be grouped into three main areas: • The provision of a land supply to meet requirements for relocation and expansion of University space in the short, medium and long term. • The development of new built space. • The maintenance of existing built space. 2.6 The planning, development and use of University land and buildings takes place within the context of new and other Town & Country Planning legislation, policies, proposals, designations and guidance from the national to the local levels. The legislative framework has recently undergone significant change. The University shapes this context through its involvement in revisions to planning legislation and documents. National Level 2.7 Government has introduced a major reform of the planning system through the Planning and Compulsory Purchase Act 2004. The Act has four main implications for University development: • The introduction of a statutory purpose for planning – the achievement of sustainable development. • Regionalisation of strategic planning. • A new form of local planning – the replacement of Local Plans with Local Development Frameworks, comprising a portfolio of local planning documents, some of which will have development plan status. • Changes to the development control process. 5 2.8 The Government’s Sustainable Communities Plan was launched in February 2003 and seeks to tackle housing supply and affordability issues in the Southeast. Identified strategic challenges for the East of England Region include addressing the issues of high house prices and their impact on the recruitment and retention of staff in and around Cambridge, and improving transport infrastructure to meet the needs of economic growth. The Government has identified London-Stansted-Cambridge-Peterborough as a growth corridor. Regional Level 2.9 Regional Planning Guidance for East Anglia (RPG6) was published in November 2000. Policy for the Cambridge Sub-Region is to develop a vision and planning framework for the Sub-Region that will: • Allow the sub-region to develop further as a world leader in research and technology based industries and the fields of higher education and research. • Foster the dynamism, prosperity and further expansion of the research and technology based economy. • Protect and enhance the historic character and setting of Cambridge and the important environmental qualities of the surrounding area. • Provide a more sustainable balance between rates of growth in jobs and housing, allowing the sub-region to accommodate a higher proportion of the region’s housing development. • RPG6 also calls for a review of the Cambridge Green Belt, and identifies an order of preference for housing and related development, including development on the periphery of the built up area of Cambridge. The plan requires a net increase in dwellings of 2,800 per annum in the Cambridge Sub Region to 2021. 2.10 The draft Revision to the Regional Spatial Strategy for the East of England (The East of England Plan, 2001 - 2021) contains policies for the Cambridge Sub- Region that are based upon policies in RPG6 and the 2003 Structure Plan. A Public Examination into the draft RSS was held in September 2005 and adoption is due in summer 2007¹. County and Sub-Regional Levels 2.11 The Cambridgeshire and Peterborough Structure Plan, adopted in October 2003, establishes the broad requirements for development in the County from 1999- 2016. (The Structure Plan is available at www.cambridgeshire.gov.uk/environment/planning/.) The Plan sets out a strategy for the Cambridge Sub-Region, identifying a requirement for 47,500 additional dwellings, of which 8,900 are to be provided in the built up area of Cambridge and 8,000 on the edge of Cambridge. The Plan identifies locations for land to be released from the Green Belt, including land between Madingley ¹ As at 2008 the RSS is not yet adopted. 6 Road and Huntingdon Road, which it designates a Strategic Employment Location, to be reserved for “predominantly” University-related uses and only brought forward when the University can show a clear need for the land to be released. The Plan requires a masterplan to be prepared for the site, and land not required for development by 2016 to be designated as safeguarded land to meet longer-term development needs.
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