Bricks and stone may set the tone

Architecture can play a key role in university life argues, John Worthington. For every university that has its architectural landmark, many also have their horror stories. Buildings are potentially both an opportunity and a liability.

Many university administrations regard space as expensive, poorly utilised, costly to maintain, and taking for ever to procure, and even longer to dispose of. But space that is well conceived and managed can become an asset. Good architecture can be a valuable source of income, providing a high-profile image and attracting outside users and students. It can be a key organisational resource, a stimulus to academic departments and a focus for institutional identity. The best of our academic architectural heritage "raises the spirits", allows for changing functions, and enhances activities.

Good architecture today aims to provide a thoughtful and cost- effective use of resources, that supports institutions in achieving their objectives, as well as adding spirit, quality and identity. To achieve good architecture, committed clients and a clear understanding of organisational objectives are crucial. The effective use of what exists, and the commissioning of new buildings that will be assets rather than liabilities, cannot be shrugged off. This is the long-term responsibility of the university estates director and his relevant committees on behalf of the institution. The role of estates management is to: * understand the existing building stock and assess how the space could allow for changing teaching needs due to shifting external pressures, new technology and changing student demographics; * identify the gaps in the existing stock where new facilities may be required, or existing space could be renovated or adapted to provide more effective use; * establish goals and work closely with academic departments to draw up clear briefs, select appropriate design teams, and ensure the final building project meets institutional expectations.

At the historical centres of learning such as Oxford, Cambridge, Trinity College, Dublin, and Durham, the architectural heritage has provided the keystone for setting standards and attracting quality students. Through a continuous and thoughtful programme of commissioning new architecture these universities have enhanced their positions, while growing and changing. Trinity College, Dublin initiated a distinguished programme of modern architecture with Paul Koralek's competition-winning library in the mid-1960s. The building was uncompromisingly of its time while sitting comfortably with the past. His practice (Ahrends, Burton and Koralek) followed up the library with an arts complex which provides both a wall and a link to the city beyond. This work stimulated an exciting commissioning programme at the college which has established many young Irish architectural practices and enhanced the campus.

In the United Kingdom "the new universities", often located in declining inner city areas with few architectural assets, have taken the opportunity of investing in buildings to raise their profile and create a student focus. Sheffield Hallam's resource centre binds together existing buildings, and forms an amenity focus for the institution in the city centre. Sunderland with its new complex of buildings by Building Design Partnership has used the development to establish a magnet, and a sense of place, where little sense of cohesion existed. De Montfort University has used its building programme to improve standards, reflect new academic objectives, and to raise external awareness. The recently completed engineering building (Short Ford architects) is a benchmark for energy-conscious design, as well as a statement in its internal spatial organisation of the balance between teaching spaces and the central linear circulation and milling space for informal interaction. The building in its internal spatial relationships has established a new paradigm for academic work, as well as providing the university with a high profile. At the second Milton Keynes campus the university pragmatically has adapted the development corporation's speculative business park buildings for the departments of architectural and business studies. The result: a flexible, effective, good value for money and highly appropriate space.

A positive approach to the quality of the institutional environment, and commitment and care in managing the design process can result in building that will support the university. But there are many pitfalls and buildings programmes can easily become a millstone. Strong department heads acting as autocratic committee chairmen can champion idiosyncratic solutions that enhance the egos of individual academics and their architects but provide little flexibility for future users. The engineering building at Leicester University and the history library at Cambridge by James Stirling were rightly hailed by the architectural profession as masterpieces, but arguably have been maintenance nightmares with limited flexibility of use. Similarly poor articulation of institutional expectations, have resulted in the use of inappropriate designers and aborted or inadequate designs. Tight budgets, the need for greater private-sector funding and speed of response will place increasing pressure on universities to establish realistic expectations and spend sufficient resources up front in preparing briefs, undertaking cost-flexibility studies and assessing options, before being talked into joint funded deals that may be found wanting in a few years time.

Architecture, is a long-term asset, which has served our established universities well. The best university buildings have shown that the long-term commitment of the institutions and their architects to the built environment, can enhance academic objectives. Good architecture from Wren's library for Trinity College, Cambridge, to the greenfield campuses of the 1960s, such as the University of East Anglia and York has served their institutions well. However, with poor design and institutional indifference, buildings can become an embarrassment.

John Worthington is director of the Institute of Advanced Architectural Studies at the University of York.