1. Sunderland University: Making a place (to) work Reinvention of the City Campus 2005-2010 10 September 2010

2. The City Campus: background

3. Reinvention of the City Campus A Value Management based approach Focus on stakeholder requirements (value = what you get / what you give) Identify, record and agree strategic objectives Review constraints and opportunities Produce a ‘development framework’ Define a series of projects within the framework Review the projects’ potential to collectively deliver the strategic objectives Prioritise projects according to their value Secure funding, support stakeholders, maintain momentum Identify, record and agree project objectives Refine project brief and develop design

4. Strategic objectives

5. The Development Framework To enable the University to meet the challenge of increasing student expectation, to attract and retain students, academic and support staff, and to create an identifiable ‘place’ which Provides participation based sports facilities for students and staff Delivers a focal point for the City Campus Rethinks the provision of academic and administrative workspace Significantly enhances social and informal learning space provision Improves provision and effectiveness of non-academic support Enhances the external environment and creates external learning space Delivers student focussed facilities

6. The Development Framework

8. The Gateway Building An obsolete 1960s engineering teaching block The redevelopment should provide: A new reception for the City Campus A central location for access to non-academic services A student ‘forum’: a meeting space Co-location of support service teams

9. The Gateway Building

10. CitySpace Wearmouth Hall contained residential accommodation, Student’s Union, sports recreation and dining facilities Its replacement should provide: A ‘social heart’ to the campus High quality sports, recreation and fitness facilities A flexible facility for social, dining and events use A landmark building on Chester Rd A sustainable design solution

11. CitySpace

12. Murray Library Murray Library did not support contemporary working methods for students or staff Student expectation required: A variety of learning ‘landscapes’ Better access to distributed IT Improved help desk services Consolidation of staff facilities Social learning space

13. Murray Library

14. Faculty of Applied Sciences Applied Sciences activity is currently dispersed across the campus, located in outdated and inflexible accommodation with no clear identity Requirement s were: A significant new entrance and arrival space Access to social learning space and open access IT for students Co-location of all staff in an easily accessible area New multi-disciplinary teaching space High specification multi- disciplinary laboratory space

15. Faculty of Applied Sciences

16. The Quad The reconfiguration of the public realm which was identified in the Development Framework should deliver: A public space flexible enough to support large events and informal use Enhanced, safe and legible pedestrian circulation Minimised vehicular penetration into public areas Spaces of appropriate scale and character to support the life of the University A significant new public space for the City

17. The Quad

19. Conclusion We believe that designers, through... Engagement with the key stakeholders to identify strategic objectives A structured approach to establishing and recording these objectives Sustained support and enthusiasm from the client A focus on delivery of end user needs at a detailed level...can contribute to delivering real organisational change