Why universities might need to reimagine the purpose of the campus
Darren Kibble, Director at Landwood Group, considers the growing importance of estate strategy to the future of higher education.
The role of the university estate is changing.
For decades, campus development largely meant expansion. New teaching buildings, student accommodation and specialist facilities reflected a sector experiencing sustained growth.
Today, however, many institutions face a very different set of priorities. Financial uncertainty, changing patterns of learning and ambitious sustainability targets are pushing universities to assess if the estate they own still reflects the institution they are becoming.
Across the sector, estate strategies are moving away from expansion and towards optimisation. Universities are increasingly asking whether they have the right buildings at all.
Student demand remains unpredictable, government funding continues to tighten and competition for both domestic and international students has intensified. At the same time, the cost of operating large estates has risen sharply. Energy, maintenance and compliance now consume a greater proportion of university budgets, placing renewed scrutiny on every square metre of campus space.
For estates teams, utilisation has become one of the most valuable metrics available.
Many institutions possess buildings that are occupied for only a small proportion of the working week, while others continue to carry ageing facilities that no longer meet modern teaching requirements. Hybrid learning, flexible timetabling and new course models, including accelerated degrees, are all changing how campuses are used.
Understanding those patterns requires robust data.
Occupancy monitoring, condition surveys, maintenance histories and energy performance data are increasingly informing strategic decisions. Universities that can combine these datasets gain a clearer picture of where investment will deliver the greatest long-term benefit, whether through refurbishment, consolidation or disposal.
Condition is becoming just as important as utilisation.
Much of the UK's higher education estate was built decades ago and now requires significant investment simply to remain operational. Deferred maintenance has created growing liabilities, while ageing mechanical and electrical systems continue to increase running costs and carbon emissions.
For many institutions, the most sustainable building is not necessarily a new one.
Extending the life of existing assets through carefully targeted refurbishment often delivers better value than wholesale redevelopment. Upgrading building fabric, replacing inefficient plant and improving energy performance can reduce operational costs while supporting institutional net zero commitments.
Masterplanning is therefore evolving beyond identifying sites for future development. Increasingly, it begins with understanding the condition, performance and strategic purpose of the existing estate before considering where new investment is genuinely required.
Universities are also looking beyond their traditional role as campus operators.
Partnerships with commercial organisations, healthcare providers, local authorities and developers are opening new opportunities to share facilities, generate income and improve utilisation. An open campus model can create assets that work harder throughout the day and throughout the year, benefiting both the institution and the communities it serves.
None of these decisions should be made in isolation.
Property valuations, development appraisals and market intelligence provide an essential evidence base for long-term estate planning. They allow institutions to understand not only what their assets are worth today, but what role they could play in supporting future financial resilience.
The universities best placed to navigate the years ahead are unlikely to be those with the biggest estates. They will be those with the clearest understanding of how every building contributes to their academic mission, financial sustainability and environmental ambitions.
Five estate planning priorities
1. Why valuations should inform estate masterplanning
A masterplan should be more than a map of future buildings. It should begin with a clear understanding of what the existing estate is worth, how those values may change over time and which assets are genuinely strategic.
Professional valuations can identify opportunities that aren't immediately obvious. A building that appears to have limited operational value may have significant redevelopment potential, while another asset may be worth retaining because of its long-term income-generating capacity or future development prospects.
By integrating property valuations into the masterplanning process, universities can make more informed decisions about investment, disposal, redevelopment and future campus configuration, rather than allowing short-term financial pressures to dictate long-term estate strategy.
2. Why disposal isn't always the best solution
When budgets are under pressure, selling property can appear to offer an immediate solution. However, disposing of assets should rarely be viewed as the default response.
Many sites can deliver greater long-term value through refurbishment, repurposing or alternative commercial uses. A surplus teaching building could become flexible workspace, healthcare facilities, innovation space or student services. Other properties may generate sustainable income through leasing or partnership arrangements while remaining under university ownership.
The challenge is understanding which assets are genuinely surplus and which simply require a different role within the estate.
3. Assessing commercial partnerships strategically
Universities are increasingly looking beyond traditional funding models, but successful partnerships require careful evaluation.
Whether working with private developers, healthcare providers, local authorities or research partners, institutions need to understand both the market value of their assets and the implications of different partnership structures.
Property expertise can help universities assess whether a joint venture, long lease, development agreement or outright disposal offers the best outcome, ensuring they maximise value while protecting future flexibility.
Commercial partnerships should support the university's long-term objectives rather than simply providing a short-term financial boost.
4. Balancing estate rationalisation with future flexibility
Reducing estate costs is an understandable priority, but rightsizing should not become short-sighted downsizing.
Universities need to retain sufficient flexibility to respond to changes in student demand, research opportunities and future funding. Once an asset has been sold, replacing it can be both difficult and expensive.
A strategic review should therefore distinguish between assets that no longer support institutional objectives and those that may become valuable again as teaching models, partnerships or as local markets evolve.
Estate decisions should support resilience over decades, not just immediate financial years.
5. Using condition data and market intelligence together
Condition surveys identify what needs repairing. Utilisation data shows how buildings are being used. Market intelligence reveals what those assets could be worth or how they might be repositioned.
Bringing these sources of information together creates a much stronger basis for decision-making.
For example, a building with high maintenance costs but strong redevelopment potential requires a very different strategy from one with similar maintenance costs but little market value. Likewise, understanding local demand for commercial space, healthcare facilities, housing or research accommodation can help universities identify opportunities that may otherwise be overlooked.
For more advice see www.landwoodgroup.com.
Darren Kibble is Director of Building Consultancy and Project Management at Landwood Group. With over two decades of experience in property, estates and project management, Darren has worked across both consultancy and client-side roles, including senior positions at the University of Salford and Currie & Brown. His background spans estates strategy, facilities leadership, surveying and project delivery, with particular experience in the higher education sector.