The Future of Student Accommodation: Flexible, Sustainable, and Strategic - A personal Reflection

Recent discussions about the future of universities in a VUCA (volatile, uncertain, complex, and ambiguous) environment have led me to reflect on an important yet often overlooked aspect: university accommodation. While much of the conversation has focused on financial sustainability and operational efficiency, I find myself grappling with a crucial question: How can we increase residence accommodation and make it sustainable amid financial uncertainty?

Typically, accommodation is expected to be a self-sustaining operation, generating enough revenue to cover costs and create a surplus for reinvestment. Unfortunately, current models often fall short of this goal, putting pressure on both institutions and students. This reflective piece aims to explore ways to rethink accommodation in order to address these challenges, drawing inspiration from global innovations that are already setting a positive precedent.

The Current State: An Overlooked Crisis

Reflecting on university accommodation, I've come to realise that this crucial aspect is often treated as an afterthought in institutional strategy. Given the waves of student protests concerning housing shortages, one would expect accommodation to be a central component of planning. Instead, it tends to be overlooked, disconnected from enrolment strategies and broader institutional objectives.

This disconnect is surprising, especially considering the far-reaching consequences: students burdened by debt, institutions facing financial losses, and governments stretched thin trying to provide subsidies. The real crisis lies in the inflexibility of our current accommodation models, which are misaligned with the evolving landscape of higher education, particularly with the rise of blended learning.

The Potential of Blended Learning

One of the most transformative opportunities in education today is the emergence of blended learning. If students no longer need to be physically present on campus throughout the year, why should they continue to pay for year-round accommodation? This realisation paves the way for innovative models, such as:

-          Rotational Residency: Students could be on campus only during periods that require their physical presence, such as exams or practical sessions.

-          Flexible Calendars: Staggered academic schedules could enable institutions to maximise the use of existing housing infrastructure, allowing more students to be accommodated without additional investments.

These ideas not only address institutional challenges but also directly reduce the financial burden on students and their families. For many, especially those from lower-income households, this could lead to fewer debts and a greater chance of academic success.

Lessons from Global Innovations

In reflecting on these challenges, I found inspiration in institutions that have successfully reimagined their approaches to accommodation and blended learning:

1.  Arden University: Arden's blended learning model combines online study with in-person classes held twice a week. This flexible approach significantly reduces the need for year-round accommodation, offering a practical blueprint for integrating education with cost-effective living arrangements.
2. The Social Hub (formerly The Student Hotel): The Social Hub operates as a hybrid space that serves students, professionals, and travelers. By creating multi-use facilities, it optimises occupancy rates and generates diverse revenue streams, demonstrating that financial sustainability is achievable through innovative thinking.
3. University of Manchester: Their modular and stackable degree programs enable students to engage in lifelong learning at a flexible pace. Students attend campus only when necessary, aligning their accommodation needs with their academic schedules.
4. University of Birmingham: The flexible study models at Birmingham accommodate students balancing work, family, and study commitments. This approach reduces the requirement for year-round residency, directly addressing affordability concerns for students.

The Way Forward

Reflecting on these examples, I realised how deeply interconnected accommodation is with enrolment planning and institutional strategy. Accommodation cannot operate in isolation; it must be strategically integrated into the university’s vision and goals, complete with clear objectives and SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) KPIs.

Furthermore, we must acknowledge the reality of a blended learning future. Consider the following questions:

-          Do students need to live near campus for the entire year?

-          Can we reimagine academic calendars to accommodate rotational residency?

-          How can accommodation policies reduce student debt while ensuring financial sustainability?

The answers to these questions indicate a future where housing models are more flexible, inclusive, and aligned with both student needs and institutional goals.

A Call to Action

This reflection has highlighted a crucial need for a shift in the conversation surrounding university accommodation. Institutions should consider the following actions:

1. Integrate accommodation into strategic planning: Align housing capacity with enrolment goals and sustainability objectives of the institution.
2. Reimagine accommodation models: Explore hybrid, multi-use, and rotational residency options to optimise resource utilisation.
3. Adopt innovative financing models: Create surplus revenue that can be reinvested in infrastructure, thereby reducing dependency on external funding.

A Personal Note

I am reminded of the saying, "What gets measured, gets done." If university accommodation remains on the outskirts of institutional priorities, its challenges will continue. However, by integrating it into the core of strategic planning and learning from global leaders, we can develop sustainable solutions that benefit students, institutions, and society as a whole.

This reflection is not merely an intellectual exercise; it's a call to action—for myself and for the sector. The solutions are within reach, but they require courage, collaboration, and a willingness to rethink the status quo.

What are we waiting for? The time to act is now.

Department of Higher Education and Training (DHET)

Universities South Africa

SARUA - Southern African Regional Universities Association

Council on Higher Education

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