Besides the above mentioned projects, in 2017 some other necessary projects will be realized:
- Visual and physical assimilation of the redeveloped Technohal building and the O&O area.
- The campus buildings which fall vacant following the relocation of the Health cluster are to be adapted for use as assessment/examination rooms. This will obviate the need to rent external accommodation for this purpose, as is currently the case (to be realized at the end of 2018).
To prioritize other relevant projects of the Long-term Housing Strategy the Executive Board requested a review group to advise in prioritizing these projects upon the availability of sufficient financial resources. The Board is following the advice of the review group, which leads us to the next projects in order of relevance:
Priority 1: Creation of appropriate faculty accommodation to allow for the reorganization of departments in combination with the desire to create a ‘home base’ for students. This will also provide an opportunity to create additional study facilities for each programme (most notably in and around the E&R area).
Priority 2: Creation of workspace and facilities for UT student teams: the ‘Dreamhall’ concept. The encouragement of entrepreneurship and experimentation on the part of students is one of UT’s strategic spearheads.
Priority 3: Upgrading of the Bastille building to reinforce its function as a central meeting place for students and to allow the structured launch of the SU plan incubators (‘Start-up hub’). Improvement of sports and cultural amenities on campus, particularly with a view to increasing opportunities for individual activities in line with demand from our international students. It may be possible to implement some of the proposed projects during the forthcoming plan period, depending on whether sufficient resources remain available once the other priorities have been addressed.
In prioritizing the subsidiary projects the review group used the criteria below:
- Enhancement of the university’s profile and visibility (and that of the relevant strategic themes).
- Facilitation of personal interaction and involvement: integration and synergy within and between education, research, valorization and support activities.
- Facilitation of experimentation (the ‘smart living’ campus) and student entrepreneurship.
- Retention (to the greatest degree possible) of the green character of the campus and of the facilities which increase its attractiveness to students and staff, such as the sports and cultural amenities.
- Promotion of ‘community building’ and small-scale educational concepts.
- The desire to be a ‘home base’ for all students, and the promotion of good relations between students, student representatives and staff.