Estates Portfolio Board
The estates portfolio board is responsible for this strategic framework. Composed of stakeholders from across the University, we exist to help colleagues identify and realise estates-intensive projects.
Purpose of the estates portfolio board
The estates portfolio board supports the delivery of a 'one estate' approach. This is done through
- evidence based decisions
- understanding of current and future utilisation
- agile project management
Composed of stakeholders from across the University, they exist to:
- help colleagues identify and realise estates-intensive projects
They report into the Infrastructure Strategy group and are informed by the faculty groups.
Estates portfolio board also liaises with the Technology Portfolio Board. This is to ensure:
- coherent handling of projects which combine physical and digital workstreams
- that it consults with the cultural campus advisory group. This is to identify opportunities within planned and existing projects for cultural enrichment
- we enhance the colleague/student experience and distinctiveness of the campus. This should reflect our values as a global and inclusive University
The estates portfolio board receives and reviews proposals for:
- strategic estates developments
- replacing and maintaining projects that impact stakeholders across the campus
For projects that are singular to an area with no shared purpose, these would remain within a Faculty or School. For projects that are greater in cost than £250,000 or have significant infrastructural implications for the University, these would move into the Infrastructure Strategy group. Guidance would be provided by the estates portfolio board.
Strategic enablers
Newcastle University strategic enablers for the estate
In January 2019, Newcastle University agreed the strategic enablers that would ‘provide a framework for integrated thinking that joins-up the planning and delivery of services.
This will help us to:
- make best use of resources
- improve decisions
- show accountability, transparency and stewardship’ (page two)
The following are the strategic enablers for infrastructure. These will inform the physical elements of the estate and the strategic framework.
Areas for infrastructure
- We will work together across our services to understand academic objectives and to produce timely, expert support for education and research and innovation
- We will support and inform the development of world-leading facilities and services and add value to core strategies
- We will develop our information technology and built environment together to facilitate multi-disciplinary engagement between students, colleagues, and external partners through an integrated and seamless digital experience
- We will provide a range and diversity of residential accommodation to meet changing needs and expectations
- We will design and develop our physical and virtual estate and will support the University’s commitment to sustainability through the responsible use of energy and resources
The University’s capital investment plan supports delivery of the vision. The continued development of:
- the academic and residential estate
- investment in sports facilities
- sustainable development projects
- the refresh and enhancement of our digital services
These will serve to create an outstanding future-facing teaching, research and living environment for our students and staff.
We are working to ensure that space on our campuses is:
- used as effectively as possible
- developed in line with the evolving needs of our communities
- are providing value for money (page six)
Read our full strategic enablers document (PDF: 483KB)