Contents 1Introduction to the project 4

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Space Management in Higher Education

Report of the findings of the Newcastle University Space Management Project, jointly funded by the HEFCE Good Management Practice Programme and the University,


1Introduction to the project 4

1.1Objectives of the Newcastle Project 4

1.2The Methodology 4

1.3Summary 5

2The development of higher education space management thinking 6

1.4Space Norms and Standards: 6

1.5Space Management in Higher Education: a Good Practice Guide. (NAO, 1996) 7

1.6Space charging 8

1.7The Estate Management Statistics (EMS) Project 8

1.8Estate Strategies 9

1.9International sources 9

1.10DEGW scoping study 12

1.11Summary 13

3Case study methodology 14

1.12Sampling 14

1.13Interviews 14

1.14Summary 15

4University management structures 15

1.15Top management commitment and space management committees 17

1.16Officer level management structure 17

1.17Matching space management objectives to the university’s mission and ethos 17

1.17.1Different types of university 18

1.17.2Teaching and learning styles 19

1.17.3Space rich or space poor? 20

1.17.4 Light or tight control of space 21

1.17.5Estates staffing implications 23

1.18Managing change 24

1.18.1Change management: top down or consensual? 24

1.18.2Change management outside the HE sector. 24

1.19Summary 26

5Data Systems 28

1.20Space data 28

1.21Occupier data 30

1.22Course/module and student registration data 31

1.23Financial data 31

1.24EMS data 32

1.25Collecting and verifying data 32

1.26Data transparency as an agent of change 32

1.27Levels of data for different space management systems 33

1.28Space data systems at Newcastle University 33

1.29Further Development 33

1.30Summary 35

6Central timetable of pooled teaching rooms 36

1.31Selecting rooms 36

1.32The timetabled day 38

1.33Communicating with room users 38

1.34Improving utilisation rates by pooling teaching rooms 39

1.35Cultural issues 40

1.36Summary 40

7Space Norms and space standards. 41

1.37Lessons from collaborating universities 43

1.37.1Space allocation = f(number of students in the department, subject area). 43

1.37.2Space allocation = f(numbers of staff, numbers of students, subject area) 45

1.38Using UGC norms 46

1.39The details of calculating space need 46

1.40Bad fit 49

1.41Summary 49

8Space utilisation surveys 51

1.42Procedures in collaborating universities 51

1.42.1Centrally booked teaching rooms 52

1.42.2Departmental teaching rooms 55

1.42.3Teaching laboratories, workshops and specialist spaces 55

1.42.4Academic and research offices and research laboratories. 56

1.42.5Central department offices and specialist spaces 56

1.42.6Shared study areas 57

1.43Developing utilisation surveys at Newcastle 57

1.43.1Teaching rooms, including laboratories. 57

1.43.2Survey of specialist rooms: 58

1.43.3Research Space 59

1.43.4Office accommodation: 59

1.43.5Further analysis 59

1.44Summary 59

9Space ‘charging’ or cost attribution 62

1.45Attributing space usage to cost centres 62

1.46Attributing costs 63

1.47Relinquishing space 65

1.48The effectiveness of space charging 65

1.49Charging for the capital cost of the estate 67

1.50Summary 69

10Performance indicators 70

1.51Indicators used by collaborating universities 70

1.51.1External indicators and benchmarking 70

1.51.2Internal performance indicators and benchmarking 70

1.52Developing Indicators for Newcastle 71

1.53Improving Space Utilisation 71

1.54Developing a Rationale for Space Allocation 72

1.54.1 Estate Management Statistics 72

1.54.2Newcastle University Performance 73

1.54.3Using Performance Indicators to link the Transparency review to EMS data 75

1.54.4Are Performance Indicators a ‘Space currency’? 77

1.54.5Producing Performance Indicators 78

1.55Summary 78

11New ways of using space 80

1.56Open plan offices 80

1.57Shared laboratories and workshops 80

1.58Research ‘hotels’ 81

1.59Summary 81

12Guidelines for the sector 82

1.60Objective of the guidelines 82

1.61Identify the institution’s objectives and constraints 82

1.61.1Efficiency 83

1.61.2Effectiveness 84

1.62Management structures 84

1.63Data collection and analysis 85

1.64Central timetabling 86

1.65Utilisation surveys 87

1.66Space norms and standards 88

1.67Space charging 89

1.68Performance indicators 91

1.69New ways of using space. 92

1.70 Change management 93

Bibliography 94

Figures and Tables

Authorship and Acknowledgements

Clare Rogers, the Director of Estates at Newcastle University, led the study. The investigation into best practice, through six case studies, was carried out by Mary Lou Downie, Senior Lecturer at the University of Northumbria.

Our thanks are due to the six universities that participated, as well as the many others that offered advice and comments. Thanks are also due to HEFCE for funding the study, and the joint funding Councils, particularly SHEFC and the HE Space Management Steering Group, for their interest and support.
Last, but certainly not least, recognition is due to the sterling work of Newcastle University Estates Office staff who shouldered the considerable extra effort required to make this project so effective in the short time available, particularly Eric Laybourne, Maureen Watson and Nigel Haddow. Staff at every level and from other departments also gave invaluable assistance, which is genuinely appreciated.

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