ID176 Optimising Under‑Utilised University Estate

The Idea

I propose that Keele undertake a strategic review of its unused or under‑utilised staff residential properties, exploring financially sustainable and operationally efficient ways to repurpose these assets. 

Several of these houses currently sit empty and present an opportunity for Keele to generate revenue, enhance the student experience, or strengthen civic and commercial partnerships. By adopting a more dynamic approach to estate use, the university could convert these properties into income-generating or mission‑aligned resources. 

I do think currently there is a handful of properties that require investment. However, we could build this up as we go. For example, we could focus on properties that require a lot less work in the first instance. Then, once rent/purchase income is coming in we can reinvest this money into the properties that require more work/funds. 

Potential uses include: 

• Student rental housing, particularly for postgraduates, international students or placement‑year students seeking quieter accommodation. 
• Commercial rental opportunities, such as short‑term lets for visiting academics, consultants, researchers or even students families visiting. 
• Film and television location hire, leveraging the unique campus setting, subject to feasibility and risk considerations. 
• Sale of non‑strategic properties to reinvest into priority capital projects. 

This approach would support Keele’s broader ambitions around financial sustainability, estate modernisation and enhanced student experience. 

This review is guided by a balanced objective of maximising value from the estate, taking into account income generation, enhancement of student and partner experience, and opportunities to rationalise assets to support wider strategic priorities.

Why This Idea Should Be Considered

Universities across the UK are facing increasing financial pressures, rising estate maintenance costs and growing expectations from students for high‑quality, varied accommodation options. In this context, it is essential that Keele maximises the value and purpose of every asset it owns. 

Empty residential properties represent both: 

• A financial cost - through maintenance, utilities and opportunity cost. 
• An untapped resource - capable of generating revenue or delivering tangible student and community benefits. 

At the same time: 

• Demand for student housing (particularly for international postgraduates and mature students) continues to rise. 
• Visiting lecturers, student families, researchers and collaborators increasingly require short‑term local accommodation. 
• The creative industries frequently seek campus‑style or period properties for filming, although cost and logistical barriers would need careful management. 
• Selling selected properties could release capital funds for reinvestment into priority areas such as learning spaces, laboratories, or digital transformation. 

By developing a structured strategy for these houses, Keele can strengthen its financial resilience, support students and improve estate utilisation. It also sustains the ‘Keele Bubble’ which provides a better campus environment for both staff and students, tacitly stimulating interactions and promoting enhanced relation of sharing our facilities.

How We Would Implement This Idea

Conduct an Estate Utilisation Review  

• Identify all empty or low‑use staff properties.  
• Assess their condition, location and potential for reuse, rental, or sale.  
• Prioritise properties with the highest potential return or strategic value. 

Explore Student Accommodation Opportunities  

• Convert appropriate houses into postgraduate or specialist student housing (e.g., for mature students, families, healthcare placement students).  
• Ensure pricing and facilities meet student expectations to maintain competitiveness - especially with the new modern apartments within Newcastle town centre. We can push the convenience of these properties. Gardens, driveways, less commuting into campus and stress when trying park will be improved. 

Develop Commercial Rental Options  

• Create short‑term rental opportunities for visiting academics, families, partners and external collaborators.  
• Establish clear processes for booking, pricing and management. 

Assess Feasibility of Film & TV Location Hire  

• Evaluate compliance, cost, logistics, licensing and insurance requirements.  
• Develop a framework for safely hosting commercial filming where appropriate. 
• Partner with regional film networks to understand demand and viability. 

Consider Sale of Non‑Strategic Properties  

• Sell properties that are not essential to the long‑term campus vision.  
• Ring‑fence proceeds for strategic capital investment. 

Implement a Governance and Management Framework  

• Create clear processes for allocation, pricing, risk management and maintenance.  
• Coordinate between Estates, Accommodation, Legal and Finance teams to ensure robust oversight. 

Note: To provide greater clarity, it is acknowledged that the options would not all be implemented concurrently, and that decisions would involve balancing trade-offs between financial return, operational complexity, and strategic fit.

What Success Would Look Like

For Students  

• Increased access to high‑quality, affordable and varied accommodation.  
• Improved housing options for postgraduates, international students, and those with specialist needs.  
• Easier commute, no parking worries or long commutes - Saving money on fuel, buses and other travel. But still have convenient ways to travel to town centre through buses and driving.  
• A more welcoming experience for visiting researchers and collaborators. 

For the University  

• New income streams supporting operational and strategic priorities.  
• Reduced costs associated with maintaining empty properties.  
• Improved estate utilisation and alignment with long‑term campus planning.  
• Enhanced reputation for innovative, sustainable estate management. 

For the Community and External Partners  

• Stronger relationships with local creative industries and regional collaborators. 
• Opportunities for community engagement and campus visibility through potential filming partnerships.  
• Potential contribution to local housing availability depending on reuse model.