Estate Strategy

HARTPURY 2030 > S T R A T E G Y ESTATE STRATEGY

Hartpury 2030: Estate Strategy | hartpury.ac.uk

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Our mission is to deliver outstanding University and College education in land-based, sport and related disciplines, to equip our students with real-world skills for the benefit of local, regional, national and global communities.

MISSION

VISION

To provide a welcoming and distinctive campus that is a great place to learn, study, live and work; offering excellence in the student experience, world class learning facilities and modern, accessible and inclusive accommodation and workspaces. Our assets and services will provide value for money today and sustainable long-term outcomes.

VISION

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Foreword by the Director of Estates, Sustainability and Environment

Our campus is the canvas on which all of Hartpury’s

work and live. The Estate Strategy will reinforce Hartpury’s leadership in land-based education, considering the needs of our students, staff and external stakeholders both today and into the future. It will provide an agile framework within which we can pursue external funding and partnerships to support our growth and impact. We intend to make our campus more welcoming, efficient and resilient and in so doing show leadership in addressing the challenges of climate change. Francesca Fryer

success is created. The Estate Strategy sets the direction for the management and development of it to enable the Hartpury 2030 Strategy. It reflects feedback from consultation events with Staff and Students and seeks to deliver an approach that ensures Hartpury’s campus is welcoming, inspiring and inclusive, providing our exceptional community with a great place to learn, study,

VALUES

EXCELLENCE NURTURING AMBITIOUS

RESPECTFUL EMPOWERING

We support students and staff to reach their potential and pursue opportunities

We show consideration for staff and students, promoting freedom

We encourage and demonstrate a desire to succeed through

We support each other, embrace and celebrate

We strive for excellence in everything we do and uphold high academic standards across all our activities.

difference and act with integrity to benefit society and the environment.

that positively impact our communities and wider society.

of expression and creating a safe and inclusive campus.

dedication and perseverance.

Hartpury 2030: Estate Strategy | hartpury.ac.uk

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STRATEGIC PRIORITY 1 SUPPORTING EXCELLENCE We will provide a vibrant and stimulating campus and supporting estate services to deliver an excellent student experience for each of our diverse student cohorts.

A campus that supports excellence of student and staff experience The campus will promote wellbeing, inclusivity and accessibility and enable staff and students to make their own sustainable choices. Students who live in Hartpury

accommodation, whether on or off campus, will have the choice of safe, affordable, fit-for-purpose accommodation. For students who commute to campus daily, we will continue to widen access to Hartpury by providing a network of reliable and sustainable transport services.

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To achieve this, we will:

1.1. Engage students by providing a vibrant, stimulating campus environment for learning, study, sport and socialising that promotes student and staff wellbeing. We aim to ensure we have the right mix of high-quality, flexible teaching environments to meet the curriculum need and improve the quality, availability and visibility of our non-teaching spaces, from study, social and recreational spaces to our sports pitches and grounds. 1.2. Provide modern, fit-for-purpose residential accommodation both on and off campus that is affordable and provides choice to students. We will establish a financing and delivery strategy to meet our future residential requirements. We will assess commercial partnership opportunities to undertake phased renovation of our on-campus accommodation and the acquisition or development of new accommodation for growth, both on or off campus. 1.3. Deliver campus services that ensure excellence in the student experience, promote inclusivity, sustainability and student wellbeing, and enable individual choices through removal of barriers.

We recognise the breadth of the student body and that our community has diverse needs and abilities. We will undertake a programme of access and inclusion improvements both within and between buildings. We will also promote wellbeing through active travel around our campus, creating more “Pedestrian First” shared pathways, improving wayfinding and providing supportive infrastructure for those choosing to cycle. 1.4. Provide efficient, reliable and sustainable transport services that widen access to attend Hartpury, support connectivity to campus for our non-residential students and support Hartpury’s portfolio of sport, recreational and educational trips. Working with our supply partners, we will continue to deliver cost effective transport that meets our student, curriculum and competitive sporting needs whilst also modernising our vehicle fleet. We will seek to reduce our carbon emissions where an appropriate sustainable option is available that meets our performance criteria.

Hartpury 2030: Estate Strategy | hartpury.ac.uk

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STRATEGIC PRIORITY 2 RESPONSIBLE STEWARDSHIP We will approach the management of our estate holistically, with an appropriate balance of investment in specialist facilities and the maintenance of our existing assets.

Ensure responsible stewardship of our estate assets We will maintain a safe, legal and compliant estate and seek the most efficient stewardship approach to protect our estate for future generations, and the emerging challenges that they

may face. In all that we do, we will look to ensure our buildings are operated efficiently and sustainably. This will include ensuring that they are utilised effectively, both in and out of the academic timetable, and support shared and agile working wherever possible.

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supports nature recovery and develop our climate resilience strategy. This biodiversity masterplan will be integrated with the overarching Estates Masterplan, to ensure coherence in the development of the campus. 2.3. Ensure that all assets are maintained, efficiently utilised, and that resources to operate them are managed effectively and sustainably. We will develop policies and systems to support effective timetabling and agile working, to optimise space allocation and adjacencies for Professional Services staff; we will develop estate systems and the necessary performance data to support prioritisation and business case development. 2.4. Introduce systems and controls to reduce utilities consumption, seek circular economy opportunities and on-site energy generation. We will drive greater efficiency into our use of utilities by developing a comprehensive network of localised electricity and water sub-meters to provide transparent, reliable and accurate consumption data. This will inform the development of effective policies and control measures, and assist in the prioritisation of initiatives to improve energy efficiency by lighting, fabric and mechanical and electrical upgrades, both as integral parts of projects and as standalone programmes. We will work with partners to deliver on-site energy generation and storage where there is a compelling business case, and thereby increasingly phase out our fossil fuel based heating systems. We will look to reduce our water consumption and waste generation through adopting circular economy innovations, such as reuse of grey water, rainwater harvesting, and improved facilities for biodegrading green waste.

To achieve this, we will: 2.1. Maintain a safe, legal and compliant campus. We will continue to undertake a rolling programme of health and safety, fire, equality and diversity and compliance audits of our building, integrating actions into our delivery maintenance programmes. We will maintain our Business Continuity Plan and, through review of our critical infrastructure, look to strengthen site-wide resilience and understand the capacity of the campus to absorb future growth in both buildings and activity. We will ensure our policies help provide a safe environment and that our 24/7 security coverage meets our safeguarding and security standards. 2.2. Protect our built and land assets for future generations, in a manner that celebrates our heritage and prepares for changes in our climate; maintaining an appropriate balance of investment between new development and the maintenance of our existing assets. Through the development of our Estate Masterplan, we will set out our plans for future spatial development of the campus and establish a 10-year Strategic Maintenance Plan (SMP) for our existing built infrastructure. We will look to establish project proposals in such a manner as to be attractive to external funding partners. For example, seeking grant funding for the restoration of our Grade II listed Hartpury House, so as to celebrate our heritage Our focus will be broader than our buildings. We will be responsible stewards of our land, especially in the face of our changing climate. We will seek to protect our natural capital by creating a biodiversity masterplan and habitat management plan that

Hartpury 2030: Estate Strategy | hartpury.ac.uk

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STRATEGIC PRIORITY 3 EXTERNAL ENGAGEMENT Our campus is our canvas and how we build and operate our estate will demonstrate Hartpury’s leadership in putting theory into practice.

Promote external engagement with Hartpury 2030 As we implement our energy strategy, we will be able to showcase rural and land-based energy solutions for the 21st century. Working with internal

and external colleagues, we will seek to develop partnership opportunities with community-based and commercial organisations to ensure that we leverage our estate to expand Hartpury’s reach in offering wellbeing and access to nature, and contribute to economic growth and our own income diversification.

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permeable, whilst respecting our safeguarding standards. From our orientation and wayfinding for visitors, through to improved pathways, seating and narrative interpretation of our gardens and grounds, we will encourage all to celebrate the estate and Hartpury’s achievements. In addition, where we can, we will work to offer community based groups regular access for wellbeing and education in nature. Through our biodiversity plan, our planting and methods will become increasingly pollinator and wildlife friendly, including allocation of areas for ‘No Mow May’. 3.4. Support commercial revenue generating initiatives alongside our core activities. In creating an estate that we can share beyond our core educational purposes, we look to support diversification of our income by providing spaces, external infrastructure and services that can be hired commercially, where these events are complementary to our core activities. This could include the use of a renovated Hartpury House and its formal gardens for weddings, filming or corporate events, growth of the summer commercial activity, or secondary revenue from catering and retail activities, especially out of term time and alongside our major sporting or equine matches/competitions.

To achieve this, we will: 3.1. Demonstrate Hartpury’s leadership in putting theory into practice. We will highlight how our estate and our operations promote Hartpury’s strategy and values. From showcasing the services we deliver, such as operating a modern fleet of electric vehicles (EVs), to how we remove barriers and enable students to make sustainable choices, such as through providing a comprehensive provision of water refill points or waste recycling stations, to reduce use of single-use plastic bottles and reduce waste. We will also look to work with local producers and our supply chain to promote opportunities for on-campus activities such as Farmers’ Markets and outlets for Hartpury’s own produce, from cider to milk and honey to sausages. 3.2. Demonstrate leadership in rural and land based energy solutions for the 21st Century. Our campus and our activities combine to offer a unique opportunity to demonstrate multiple innovative energy production means at one location. We will work with partners to establish the viability of providing cost efficiency through introduction of effective modern technology including anaerobic digestion, roof-mounted photovoltaics (PV), biomass and wind generation. In addition, we will consider wider opportunities for production of biofertiliser from our green waste and ground or car park mounted PV arrays, or hosting commercial offsetting for third party off-campus developments. 3.3. Create an estate that is inclusive and promotes health wellbeing and access to nature for communities beyond Hartpury. Our campus will be welcoming and we seek to make it open and

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Hartpury University and Hartpury College Hartpury Gloucester GL19 3BE

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