Space for an Outstanding, Green University – and for Oslo, the City of Knowledge
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Space for an outstanding, green university – and for Oslo, the city of knowledge Master plan for UiO’s properties Summary June 2015 Innhold Preface The University of Oslo (UiO) endeavours to be a leading international university with a modern learning envi- ronment, outstanding research community and extensive communication with the outside world. Our premises must enable us to realize these ambitions. We will create space for an outstanding, green university – and for Oslo, the city of knowledge. Our day-to-day environment affects the quality of our learning environment and research communities, and hence well-being and job satisfaction. This does not only refer to auditoriums, reading rooms, laboratories and offices, but also beautiful outdoor spaces, good social meeting places and well-functioning services. The stu- dents of today study, work and interact in different ways from previous generations, and this brings with it new demands on the environment. UiO owns 472 000 sq.m. and leases 110 000 sq.m. spread over the different campuses; UiO:Downtown, UiO:Blindern and UiO:Tøyen, plus several buildings in Norway and abroad. UiO is one of the largest players in the property market in Norway. Much of the building stock is run-down and outdated. An extensive boost is needed to adapt and modernize our properties. UiO aims to become a greener university. This means new energy solutions and more efficient use of space. Our buildings must meet international environmental standards. The modernization of existing buildings and build- ing of new ones will therefore be subject to environmental requirements. Ever since the buildings on Karl Johans gate were completed in 1852, UiO has been an important part of the city. Oslo is expanding rapidly, and radical changes are taking place around several of the campuses. UiO wants to continue to make its mark on the capital and to invite the city’s residents to take part in everything that this great university has to offer. This will help to define the role our campuses should have in the cityscape. This master plan for UiO’s properties provides an overview of the current situation, where we want to be – in both the short and long term – and how we intend to get there. The document lays down overarching guide- lines and priorities for achieving our ambitions. Major investments lie ahead. Funding is the biggest challenge to managing the huge maintenance backlog. We must work systematically to secure appropriate sources of fun- ding for our property operations. Challenging and exciting tasks will ensue from the master plan: we need to plan important building projects, as well as find ways to finance and execute them. However, we must also have a realistic understanding of what is involved in modernizing UiO buildings in line with the ambition described by the government in its signals to the sector, and what it will mean if we do not succeed. Oslo 23 June 2015 Ole Petter Ottersen RECTOR Gunn-Elin Aa. Bjørneboe UNIVERSITY DIRECTOR MASTER PLAN FOR UiO’S PROPERTIES – JUNE 2015 3 4 MASTER PLAN FOR UiO’S PROPERTIES – JUNE 2015 Space for an outstanding, green university – and for Oslo, the city of knowledge Mandate and work process tin Bauck; and several former employees of the Estate UiO endeavours to be a leading international univer- Department have also contributed. sity with a modern learning environment, outstanding Expert assessments have been performed by various research community and extensive communication sources, and Multiconsult AS has provided two reports. with the outside world. Our building stock must allow Architect Kristin Bauck has provided figures illustra- these ambitions to be met. The new master plan for ting, among other things, the need for modernization. UiO’s properties provides the framework for how UiO Seminars have been held for faculty management can develop the properties and campuses to make them on several occasions. In the winter of 2015, meetings suitable for future use. The ambition for the master plan were held with management from all of the faculti- has been to design an overarching steering document es, museums and the University Library, where they with clearer guidelines for UiO’s property development gave their input to the master plan. Several of the in the short term (2015–2020), medium term (2020– faculties and museums submitted written input to the 2027) and long term (2027–2040). This master plan for Estate Department after the meetings. Corresponding UiO’s properties provides an overview of the current meetings have been held with the leadership of Stu- situation, where we want to be – in both the short and dent Life in Oslo and Akershus (SiO). Students’ views long term – and how we intend to get there. The docu- have been heard in two meetings with the Student ment lays down overarching guidelines and priorities Parliament and in interviews with individual students. for achieving our ambitions, and discusses and recom- The unions have been kept informed about the work mends financial solutions and other frameworks. by the University Director and through the monthly Delimitation: Norwegian meetings with the Estate Department managers. Definitions from NS 3454: Standard 3454 Life Cycle Costs Management entails leading, In compiling the master plan, UiO has also consul- for Construction Works bre- planning and controlling the ted external advisers: aks down the work with work on buildings. properties into five main Maintenance entails activities • Svein Bjørberg, professor and adviser in pro- categories: management, to maintain the building and perty management, has been responsible for its technical installations at a operation, maintenance, stipulated level of quality. Multiconsult’s reports and been a good discussion development and service partner for the working group. Development entails related to buildings. This maintaining the building’s • Christian Joys, property developer, has given work has focused on how useful value over time. advice on business and financing models. UiO’s property portfolio • Henrik Syse, philosopher, has given advice on should be managed, maintained and developed. Ope- campus development and attractiveness. ration and service are not covered. • Idar Kreutzer, member of UiO Board and head of Work on a new master plan started in 2012 and Finance Norway, has given advice on financing. has taken somewhat longer than originally plan- • Kjetil Trædal Thorsen, member of UiO Board and ned due to reorganization of the Estate Department. head of Snøhetta, has given advice on property Estate Director John Skogen has been responsible development in general and sustainable property for finalising the new master plan. The composition development in particular. of the working group has varied during the period. The following have participated in the work: Seni- The work on the master plan was carried out in a clo- or Adviser Inger Stray Lien and Staff Director Britt se collaboration with UiO management and the Estate Amundsen Hoel, who in addition to participating in Department, and has been the subject of discussion the work, compiled the document; Section Manager in the rector and dean meetings on several occasions. Isabell Lexow; Operation and Maintenance Director The Board has been informed about the work and its Åke Appelqvist; Planning and Project Director Amund progress eight times in the period 2013–2015. In the Alm; Project Manager Magnus Næss; Architect Kris- winter of 2015, a Board seminar was held on the mas- Left: The new University Library was completed in 1999. The building is named after Professor Georg Sverdrup, the first head of the University Library in Oslo. The copper and glass entrance doors to the library are by Paul Brandt. Photo: UiO/Hans Fredrik Asbjørnsen MASTER PLAN FOR UiO’S PROPERTIES – JUNE 2015 5 ter plan. The topics covered include campus develop- sal design and in a way that meets the technical require- ment and the development potential of Lower Blin- ments for safety, environment, health and energy. The dern when the areas are released, professionalization regulations govern a number of conditions related to of the property activities, financing options, space the modernization and development of buildings. efficiency and the current internal lease arrangement. The long-term plan for research and education, As the work has progressed, the Board has given its Report to the Storting no. 7 (2014–2015), states that stu- advice on the direction of the work and focus areas. dents and researchers should have access to buildings The master plan for UiO’s properties will be revi- and infrastructure that are of the highest quality. Mod- ewed every five years. ern and suitable buildings and state-of-the-art research infrastructure are crucial for developing world-leading Guidelines from authorities and management academic environments. The new Life Science Centre Section 4–3 of the Universities and University Colleg- is referred to as one of two building projects in the plan. es Act stipulates requirements for the student’s phys- The Estate Department reports directly to the Uni- ical learning environment. It states that the Board is versity Director at UiO. Section 10–3 of the Universities responsible for ensuring that premises are designed and University Colleges Act states that the University and equipped for the activities carried out therein, and Director is responsible for the allocation of resources that the said premises are properly maintained. Sec- and property in accordance with the resolutions adopt- tion 4–4 of the Working Environment Act, Require- ed by the Board and is authorized to issue binding doc- ments for the physical working environment, states uments concerning the institution’s properties. The that structural conditions must be fully satisfactory Act also has a separate section on property manage- with regard to employees’ health, environment, safety ment (12–3), which states that the Board of an insti- and welfare.