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Liverpool John Moores University
Space Management Policy
Relevant to All Staff
Approved by Strategic Management Group
Date approved 28 October 2008
Responsible Officer PVC (Infrastructure)
Date introduced 1 January 2009
Date(s) modified
Next scheduled review date October 2009
Reviewed by Campus Development Directors via
Space Management Steering Group
Maintained by
Space Management Policy
Space Management Policy Liverpool John Moores University
Contents
1. Governance and Management Structures ....................................................... 2
2. Space Management Principles ........................................................................ 5
3. Space Requirements ....................................................................................... 7
4. Managing Examination Accommodation ....................................................... 10
5. Role of Conference & Events Services .......................................................... 11
6. Role of the University Timetabling Team ....................................................... 12
7. Timetabling Procedures ................................................................................. 15
8. Setting and Changing Building Open Times .................................................. 19
9. Planning Accommodation Needs................................................................... 21
10 Space Charging ............................................................................................. 24
11 Quality of Accommodation ............................................................................. 25
12. Managing Space Use and Occupancy .......................................................... 26
13. Business Case Guidelines ............................................................................. 28
14. Letting of University Accommodation ............................................................ 29
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Space Management Policy Liverpool John Moores University
Liverpool John Moores University
Space Management Policy
1. Governance and Management Structures
1.1 Responsibilities of Senior Managers
o The PVC (Infrastructure) has responsibility on behalf of the Vice-
Chancellor for driving the strategic direction and overall performance of
the infrastructure at the University. As part of this role, the PVC
Infrastructure chairs meetings of the Property Advisory Board and ensures
the implementation of policies on space management.
o PVCs, Deans and Directors of Service have the authority and
responsibility for equitable distribution of space under their control, for
periodically reviewing this distribution, for ensuring that space is well
utilised and appropriately equipped, and for ensuring that there is
compliance with the policy. They can sub-assign space to Units within
their remits and redistribute space between them.
1.2 Specific functions include:
a Development and maintenance of a system of standards for the assignment
and administration of University space (e.g. space charging, reassignment of
space, space planning, maintenance of space databases) – discharged
through managers in Property Services, Academic Planning and Finance, and
by the Campus Development Directors
b Integration of these standards into the planning processes for capital
construction and renovation projects – discharged through Property Services
c Collection, compilation, maintenance and periodic audit of the University
space inventory database – discharged through Campus Development
Directors, the University Timetabling Team, and Property Services.
d Delivery of the strategic property development strategy – discharged through
the Campus Development Directors, who provide professional advice and
support in the academic planning and development of the University‟s
physical environment, and act as the senior LJMU “change agents” across
both the property development programme and the systems development
programme. Deans also lead various property-related projects as Project
Leaders.
e Central timetabling – discharged through the University Timetable
Coordinators, working closely with local timetablers.
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Space Management Policy Liverpool John Moores University
f Exam timetabling – mainly discharged through Student Services, with some
examinations being managed locally.
g Casual letting of University space for contracts - arranged by Conference and
Events and the Business Development Centre.
h Leasing or assigning of LJMU space, approved by the Director of Property
Services, to external bodies
i Setting of building opening hours – discharged through the PVC
(Infrastructure)
j Scheduling of new works, routine periodic maintenance, cleaning and
refurbishment of space, signage – discharged through the Director of
Property Services.
k Shared teaching accommodation will be appropriately furnished (furniture,
blinds, AV/IT facilities) through a University central budget.
1.3 Implementing and developing space management
The UK HE Space Management Group (2007/30) identified the key elements of a
successful space management strategy. These include not only a space
management policy per se but a „space management committee‟ chaired by a PVC
(demonstrating top-level support and acting as a space management champion) to
implement and develop the space management policy.
The PVC (Infrastructure), acting on behalf of the VC, will take the lead role in making
space management as effective as possible. This requires coordination of many
processes and responsible managers dispersed across many departments, and will
be coordinated through the Property Advisory Board (PAB). The PAB has specific
terms of reference:
To monitor the implementation of the Strategic Property Development
Programme.
To oversee the successful production of the following key deliverables:
A Vision
An Effective Communications Strategy
A Programme Action Plan
To monitor the implementation of all projects.
To identify and manage the risks of the Programme and its components and to
advise the Strategic Management Group of risks to be included in the Institutional
Risk Register
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Space Management Policy Liverpool John Moores University
Space management will be monitored via a Space Management Policy Steering
Group reporting to the PAB with the following terms of reference:-
Overseeing the on-going development of space management policy and
processes
Promoting awareness of space management policy and processes
Ensuring compliance with space management policy
Overseeing the implementation of the recommendations of the Space
Optimisation Audit
Receiving and advising on business cases for additional space or changes in
space usage
Advising on equitable and transparent space allocation and timetabling practices
across all campuses
Using the S-Plus Reports to inform management across the university about
space use performance, incorporating benchmark measures for faculties to
understand their relative performance
Ensuring that the physical room utilisation audits are completed each semester,
with results being incorporated into the annual utilisation reports
Ensuring that specialist rooms are managed using the Syllabus-Plus system
Ensuring that all room cancellations are reflected on the S-Plus system
Other ad hoc studies and space management recommendations to the PAB and
the PVC Infrastructure
Membership as follows:
PAB nominee as Chair
Campus Development Directors x 2
Property Services Manager
School Directors x 2
Chair of AVIT
University Timetable Manager
Faculty Managers x 3
Executive Director, Projects Assurance
Deputy Finance Director
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Space Management Policy Liverpool John Moores University
2. Space Management Principles
2.1 Space is a University resource that is allocated in a manner that best supports
University priorities. It is essential to manage and make best use of the space
the University has available.
a. The university has an obligation to provide students, academic and
administrative staff with suitable space to perform university-related
activities.
b. University space and the activities conducted within it must comply with
the Health & Safety Codes of Practice, including compliance with the
Disability Discrimination Act. http://www. ljmu.ac.uk/HSU/65138.htm
c. The University has overall responsibility for the space occupied by
individual departments.
d. The allocation of space to any organisational unit should not be
regarded as permanent and allocations may require periodic justification
or realignment.
2.2 Requests for the allocation of space and the redesignation of type or function
of existing space will be subject to the approval by the University. Faculties
and Service Teams will need to justify requests for space changes (See
Business Case Guidelines, p 27).
2.3 The University will seek to be efficient in its use of space ensuring that the
University plans for the future in the most efficient way possible. Space that is
used infrequently may be reassigned to others.
Whenever practicable, departments will not be fragmented and should have
office, laboratory, and support activities located contiguously.
As far as possible, existing space will be used to accommodate growth in
student/staff numbers and changes in teaching or research activities. Every
effort will be made to meet space needs within existing space through internal
reallocations.
A major criterion used in determining allocations will be the effectiveness and
efficiency of space usage.
Whenever practicable, consideration will be given to improving space use
through extending the teaching day/week/year. There should also be
encouragement to use traditionally unpopular time slots to improve room
utilisation.
There will be periodic reviews of utilisation for different types of space (i.e.
classroom, office, and laboratory) to discourage over-booking and to ensure
the most efficient utilisation.
A proportion of the estate is devoted to research or to support space and this
space should be used efficiently.
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Space Management Policy Liverpool John Moores University
As much space as possible should be shared by departments in a co-
operative way to minimise duplication of space, equipment, and staff services,
and to avoid unnecessary costs.
All teaching space, including laboratory space, will be timetabled through
Syllabus Plus. Where there are local seminar rooms, these should be added
to the central pool unless there is a strong justification to do otherwise.
All flexible teaching space will have a layout which is published on the door. It
is the responsibility of all users to return the accommodation to its agreed
layout after use.
Meeting space will be booked through Syllabus Plus where possible.
Space needs should be planned flexibly in order to meet current needs and
preserve the ability to modify configurations in the future.
Whenever practicable, workspaces should be shared or open plan and hot
desking used in the case of part time appointments, those where home
working is approved, and where much time is spent in laboratories.
Space allocation for staff should be planned on the basis of functional need.
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Space Management Policy Liverpool John Moores University
3. Space Requirements
Following a review of practice within universities, the UK HE Space Management
Group decided against recommending space norms for the sector because “the
changes that have taken place in HE and the diversity across the sector render it
difficult to select a range of coefficients for their calculation which would be
applicable to the full range of institutions.”
It is recognised however that space norms can provide space managers with
benchmark data which enables them to judge whether space allocations are
adequate and equitable. Norms can be used to inform decisions not only on new
build, but also on refurbishment, change of space usage and to consider
departmental requests for change. The UK HE SMG developed a method to
calculate indicative space needs and this method will be evaluated to establish its
utility for LJMU.
3.1 Teaching and meeting space
The University aims to maximise the quality, flexibility and utilisation of teaching
space to ensure that it matches university needs
Wherever practicable, teaching rooms should be fitted out for multi purpose use
The University will have all teaching and enterprise accommodation subject to
central booking through Syllabus Plus, which will enable more efficient planning
for future needs
The University seeks to provide teaching rooms which are fit for purpose in
terms of threshold standards for AV and IT facilities, furniture, decoration, heat,
ventilation and light.
3.2 Learner support space
The University will provide campus-based library and allied learning support
facilities.
Learning support buildings and facilities will be open at times to support the
needs of users, with specifically Learning Resource Centres being open 24/7
during semester time. Opening times will be published at the beginning of
each academic year.
Learner support buildings will be zoned to support different types of learning
including social, group and private study.
Learner support buildings will provide open access information resources in
all relevant formats, networked PCs and peripherals and equipment to
support student learning activities.
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Space Management Policy Liverpool John Moores University
3.3 Study / social space
Wherever practicable, there should be multi-purpose study / social space for
undergraduate students, post-graduate students and staff, e.g., social learning
zones with wireless access.
Sub-campuses (sites) and Faculties where feasible, should be provided with
areas which are suitable for students to meet, work and socialise together.
3.4 DDA Requirements
The University will provide an accessible environment in which disabled users
can study.
At a minimum, all ground floor teaching space is accessible to students (although
many buildings are accessible beyond the ground floor).
Staff should be mindful of any access and evacuation issues arising within their
particular work area, e.g., is there room for a wheelchair user to integrate fully
with teaching?
Disclosed disability data will be held on the OSS / Admissions systems and
integrated into the timetabling process.
Timetablers must have full knowledge of fixed and static aids, for instance loop
systems, adjustable lab benches, and ramped access.
Adequate space must be ensured for Learner Support Workers to accompany
students into sessions, even if they wish to sit anonymously away from the
student they assist.
Specific considerations and adaptations required by individual students should
be contained within the Individual Student Learning Plan (ISLP). Locally in
schools, the DisCos will have a copy of this or alternatively staff within the central
Disability team will be able to advise.
Contacts
Yvonne Turnbull, Head of Student Guidance and Counselling services, x3168,
y.turnbull@ljmu.ac.uk
Disability team, x3315, disability@ljmu.ac.uk
3.5 Office Space
The University will seek to provide a suitable workspace for all staff deemed to
need it. A workspace may be an office or a portion of an open plan area.
PVCs, Deans and Directors of Service are responsible for maintaining workspace
facilities under their control.
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Space Management Policy Liverpool John Moores University
Many staff work effectively in multiple-occupancy offices and there is merit in
having a proportion of multiple-occupancy rooms: it can represent efficient use of
space for team working, for part-time staff and for the assimilation of new
members of staff, i.e., through mentoring support from experienced colleagues,
It is recognised that there will be a continuing demand for single offices for a
variety of reasons, e.g., quiet working space, privacy, confidentiality, health &
safety, and security.
Single-occupancy academic offices between 8 and 10m2 in area will generally
accommodate 1-to-1 tutorials, with larger tutorial and seminar groups being
accommodated in bookable rooms.
Members of staff should not have more than one office. Where a member of staff
is working on more than one site, hot-desking arrangements need to be in place
When additional staff are appointed to departments, every effort should be made
to accommodate them in existing departmental space, e.g., by ensuring that
larger offices, i.e., greater than 12m2 in area, will normally be occupied by at
least 2 persons.
Occasional users of office space, e.g., part-time staff, visiting lecturers, should
be subject to hot-desking arrangements or provided with „touch-down‟ points.
3.6 Research / teaching laboratories
Wherever practicable, laboratory space capable of being shared between
departments will be developed, with flexibility, adaptability and good utilisation in
mind.
3.7 Storage space
The University will work with space users to ensure that adequate storage
facilities are available - for documents and paperwork, for academic equipment
and materials, and for personal belongings in laboratories.
The University will endeavour to increase the efficiency of document storage
within office and administrative areas, e.g., avoiding duplicated storage and
archive arrangements, and providing electronic solutions.
Local storage protocols should be compatible with and complementary to the
institutional approach to records management practices. Advice on records
management and document retention periods can be obtained from the Manager,
Secretariat & Records Management, on ext 3116 or 3550, or email
J.M.Wordsworth@ljmu.ac.uk
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Space Management Policy Liverpool John Moores University
4. Managing Examination Accommodation
Student Services are responsible for the management of examination
accommodation. Such accommodation must be safe, and invigilation teams must
be made aware of the procedures in respect of emergency evacuation and first aid.
Contacts: Jayne Kerwin, Progression Support Manager (j.e.kerwin@ljmu.ac.uk) and
Margaret Rudkin, Examinations Officer (m.rudkin@ljmu.ac.uk)
In recent years the University has shifted the majority of student examinations from
smaller University rooms to larger external venues. Currently, LJMU uses
accommodation at Aintree. This enables the University to:
Manage large examinations in single rooms with a small team of invigilators
rather than having the students spread over four or five small rooms requiring
significantly more invigilators.
Build invigilation teams with a number of non-academic members, so saving
on some academic staff time.
Organise examinations in a high quality environment and to provide a
consistent assessment experience across the University.
Work on the building fabric of the University in non-teaching time without
concerns for the students of builders‟ noise, interruptions to the electricity
supply, or unstable fire alarms.
The IM Marsh Sports Hall continues to be used for some exams during May. It is a
reliable fall-back option that can accommodate the largest examinations, and also
covers those occasional days when external venues might not be available.
It is the intention of the University to implement Syllabus exam scheduler to support
the management of the exam timetable, and further integration of IT systems.
The Assessment Regulations can be accessed at http://www.ljmu.ac.uk/
UMF/88679.htm
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Space Management Policy Liverpool John Moores University
5. Role of Conference & Events Services
The Conference and Event Services (CES) team manages the hire of conference,
training (all year-round) and accommodation facilities (throughout the summer), and
the booking of meeting rooms in Egerton Court. They also provide an Event
Management service to members of the University who wish to run a corporate or
commercial event. Where LJMU cannot provide appropriate facilities at times which
suit clients, the team are able to manage events at external venues.
Income from these activities supports the refurbishment of University facilities and
corporate activities such as Graduation.
Web Address: http://www.ljmu.ac.uk/conferences/index.htm
Contact: Conferences & Events Services Manager: Dawn Fantin
(d.fantin@ljmu.ac.uk)
The team have two main areas of responsibility:
1. The team actively promotes the hire of University facilities for
academic seminars, conferences, student activities and community and
commercial events. In addition to their dedicated facilities within the
new Art & Design Academy,
The Art and Design Academy has a 350-seat multi-purpose exhibition
space, seminar rooms, and galleries within a public space which is
managed by CES.
CES have access to other accommodation when it is not in use for the
core activity of teaching and learning. The faculty timetablers and the
timetable coordinators work closely with CES and the Campus
Development Directors to ensure that space is utilised efficiently and
that, for example, the work of CES is not compromised by overbooking
of teaching space
2. Event Management of conferences, association and corporate events
on behalf of the University. These events require a variety of facilities
but most frequently need a lecture theatre for 110 - 250 delegates with
adequate breakout/workshop space and exhibition/catering areas, all
in close proximity. There is also a frequent requirement for dining
facilities for formal dinners of between 50-250 attendees. Disabled
access and egress, the location of adequate toilets, car parking and
access via public transport and proximity of residential accommodation
are all relevant factors.
Hire charges……4.1 A schedule of hire charges applies for use of centrally
managed teaching and learning space facilities. The current schedule of fees is
available from:
The Academic Facilities web site. http://ljmu.ac.uk/conferences/75969.htm
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Space Management Policy Liverpool John Moores University
6. Role of the University Timetabling Team
The University Timetabling Team is committed to providing a high quality timetabling
and room booking service to staff and students. They liaise with academic and
administrative timetablers across the institution to deliver an integrated timetabling
process and to ensure that:
A workable timetable is delivered for the academic year
Teaching facilities are utilised equitably and effectively to maximum
efficiency
Teaching accommodation is managed in a responsive and flexible manner,
thereby enhancing the teaching environment for staff and students alike.
Effective space management policies and procedures are promoted.
Contact: Karen Bernard, University Timetabling Manager (k.m.bernard@ljmu.ac.uk)
6.1 Introduction
Liverpool John Moores University has approximately 24,000 students. The
timetabling process carried out by academic and administrative staff across
the university is a complex process and requires the full co-operation of staff
to ensure that staff and students are able to make best use of the teaching
facilities available to them.
The University Timetabling Team has two members of staff:
The University Timetable Manager, Karen Bernard
The University Timetable Co-ordinator, Julie Robinson.
6.2 Management of Rooms
There are currently 486 locations on the timetable database (2007/08). These
rooms are categorised into teaching, specialist and non-teaching accommodation.
Faculty timetablers schedule rooms in their „home buildings‟. The University
Timetabling Team has a general overview of all room allocations, but takes a more
significant role where accommodation is shared, such as in the City Campus.
Cross-Faculty mediation to resolve timetabling conflicts is an important part of the
University Timetabling Team role.
6.3 Annual Production of the Timetable
Timetabling is dynamic and responsive to changing teaching trends. Preparations
for the production of the academic timetable begins in November and continues
through to September. A programme of scheduling tasks with agreed deadlines is
published by the University Timetabling Team annually. Faculty timetablers are
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Space Management Policy Liverpool John Moores University
responsible for ensuring that the timetable reflects accurate programme and module
information for their schools. Deadlines are closely monitored to ensure that tasks
are completed in a timely manner, facilitating the publication of the final timetable on
the live web page in September.
6.4 System Support
The University Timetabling Team is responsible for:
The administration of Syllabus Plus Timetabler & Course Planner
software
Monitoring of the timetable database
Timetable web access
Off-campus timetable support
Room bookings in shared accommodation
Interrogation of timetable databases for information management
purposes
Space modelling for estate project planning
Regular Space Audits
6.5 Staff Support and Training
Support in application software is provided by the University Timetabling Team to
new and existing users. Training and guidance notes are produced by the Team.
Bespoke training sessions required by Faculties are delivered upon request.
6.6 Surveys and Space Audits
There are marked differences in predicted and surveyed
rates of utilisation, which can lead to strong perceptions of
shortages of space while, at the same time, rooms are
empty.
UK HE Space Management Group Finding
Space utilisation surveys are employed for the following reasons:
to identify unused bookings and unused space, not least at times or in
locations where there is heavy demand
to better understand space use, thereby enabling greater transparency,
fairness and efficiency, i.e., space utilisation data used to inform
development plans and strategy, and provision of space more in
accordance with need
to educate users about space use and encourage responsible
behaviour
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Space Management Policy Liverpool John Moores University
Regular audits of teaching accommodation across the institution are carried out by
the University Timetabling Team, and the ultimate intention is to survey
departmentally controlled rooms, including offices and specialist space such as
teaching and research laboratories. The main audits are conducted in early
October/Jan-Feb so that any necessary changes can be implemented as soon as
possible and the benefits felt immediately. Data gathered as part of the room audit
exercise is compiled for reporting purposes and submitted to the Campus
Development Directors to feed into proposed new builds and refurbishment project
planning.
Surveys normally record:
rooms booked but not used
percentage occupancy by headcount
frequency of room usage
Percentage occupancy is less useful indicator than registered class size because
student attendance is sometimes at or below 50 percent.
It is also proposed that there should be periodic occupancy evaluation surveys in
which the views of accommodation users will be sought about the utility and quality
of space.
6.6 Space Analysis and Modelling
As part of the ongoing estates management strategy, the University Timetabling
Team is required to undertake comprehensive space analysis projects. Working
closely with the Campus Development Directors, the University Timetabling Team
produces “what if” scenarios and in-depth space analysis reports for modelling
purposes, as part of the long-term strategy to improve utilisation of existing space
and establish the need for new teaching accommodation. The University Timetabling
Team also provides in-depth statistical reports to Deans of Faculties, Directors of
Schools and Service Teams, and other key staff for information management
purposes.
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7. Timetabling Procedures
7.1 Introduction
The following procedures aim to facilitate the timetabling process for staff and
students. These principles will ensure the equitable allocation of rooms and ensure
the efficient use of teaching accommodation across the institution. It is important to
emphasise that space is owned by the institution and therefore, is available to all.
7.2 The Timetabling Process
7.2.1 The University Timetabling Team will publish an annual calendar of tasks to
facilitate the production of a teaching timetable. Faculty timetablers must
supply the University Timetabling Team with accurate information by the
stipulated deadlines. Timetables will be compiled within the following general
guidelines:
Core Teaching Hours for full-time courses:
Monday to Friday 0900hrs-1700hrs
Core teaching hours will be extended where necessary to fulfil the
teaching provision
Schools are expected to make full use of the spread of core teaching
hours across the week
Traditionally some areas of the University keep Wednesday afternoons
free (1300hrs-1700hrs), but such are the timetable pressures that this is
not general University policy.
7.2.2 It is the responsibility of Faculties and Service Teams to ensure that sufficient
numbers of timetabling contacts are in place to facilitate the delivery of the
teaching timetable. The University Timetabling Team will ensure that
timetabling contacts in Faculties and Service Teams are adequately trained in
the use of Syllabus Plus software and will provide continuing support in the
timetabling function.
7.2.3 Faculty timetablers are responsible for ensuring that Programmes of Study
and Module offerings are correct and accurately reflect information held on
the Oracle Student System, prior to publication of the final timetable.
7.2.4 Over-booking of rooms, usually on a „just-in-case‟ basis, gives a false
impression of LJMU‟s space requirement, and has serious implications
for the scheduling of teaching and for commercial use of
accommodation. Accommodation booked when not required affects the
outcome of space analysis reporting and ties up space which could be
released for other activities.
Rooms therefore must be timetabled for the exact time(s), day(s) and week(s)
required.
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7.2.5 Activities must be scheduled into rooms of an appropriate size. The
University Timetabling Team will, in liaison with Faculty timetablers, reallocate
activities into accommodation of „best fit‟, if necessary.
7.2.6 Scheduled activities should, whenever possible, start on the hour, and only
exceptionally on the half hour. Teaching should commence no more than
five minutes after the scheduled start time and finish five minutes prior to the
scheduled finish time.
7.2.7 The timetabling teaching week pattern will reflect the academic calendar
weeks, Weeks 1-52. Week 1 on the Syllabus Plus Timetabling database will
refer to the first week of teaching, semester 1.
7.2.8 Whilst the core teaching period and named availability patterns are based on
two semesters of twelve weeks duration, it is recognised that flexibility of
teaching week patterns will be necessary to accommodate delivery of
professional and non-standard courses.
7.2.9 Reading Weeks will be agreed University-wide in liaison with Faculty
Management Teams and will be reflected on the scheduling database
accordingly. Variation from the standard Reading Weeks is strongly
discouraged.
7.3 Teaching Accommodation
7.3.1 All teaching accommodation should be included on the Syllabus Plus
Timetabling Database, including laboratory and other specialist teaching
space.
7.3.2 The University Timetable Manager will have responsibility for adding or
withdrawing rooms from the timetabling database, following instruction from
the Campus Development Directors. The decision to add or withdraw
accommodation from the database will be based on the suitability of the room
for teaching purposes.
7.3.3 Whilst there is a clear distinction between general teaching and specialist
accommodation, it must be recognised that all space is owned by the
University. The decision to reassign or redesignate any space must be
agreed at institutional level (see Business Case Guidelines p.23).
7.3.4 Redesignation of rooms, adjustment to room capacities, and any other
changes to the general teaching stock, must be reflected on the timetabling
database, prior to the deadline of 1st March, to enable Timetablers to meet the
scheduling requirements of their Faculties.
7.3.5 Faculty timetablers will have access to general teaching accommodation in
their designated „home‟ buildings in the first instance. Once Faculties have
completed their timetable, remaining available slots will be offered to other
Faculties.
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7.3.6 Residual timetable slots will be made available to Faculties and Service
Teams across the university once the timetabling process is complete.
7.4 Access for disabled students
7.4.1 The specific requirements of disabled students can impact upon the provision
of teaching space. However, as the timetable database is constructed prior to
the confirmation of the specific access requirements of students, this
information cannot always be reflected in the allocation of rooms. It is
essential, therefore that local timetablers are advised in a timely manner of
the specific needs of students with disabilities.
7.4.2 Once specific requirements are known, the University Timetabling Team will
resolve access difficulties and support the rescheduling of teaching into
alternative accommodation.
7.4.3 The University Timetabling Team is working with the Campus Development
Directors to incorporate a full and accurate picture of LJMU‟s teaching
accommodation provision on the Syllabus Plus Timetable Database.
7.5 Non-Teaching Activities
Whilst the main principle of the timetabling process is to facilitate the production of a
workable teaching timetable, there are a significant number of non-teaching activities
which need to be accommodated.
7.5.1 Faculties, and Service Teams such as Conference & Events Services and
Business Development are required to address the commercial needs of the
institution. It is essential, therefore, that teaching and non-teaching
accommodation is made available wherever possible in order to meet this
demand.
7.5.2 The University Timetabling Team will, when necessary, liaise with the
Campus Development Directors, Faculty timetablers, Conference and Events
Services, and Business Development to facilitate the booking of teaching and
non-teaching accommodation for internal and external events.
7.5.3 Once accommodation for income-generating activities has been confirmed
with clients, the university has a contractual obligation to deliver the event.
The withdrawal or reallocation of rooms once they have been confirmed with
clients, will not be permitted.
7.6 Changes to the Timetable
7.6.1 Teaching staff are responsible for advising Faculty timetablers when activities
are cancelled and the allocated room is no longer required.
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7.6.2 Faculty timetablers are responsible for reflecting changes to scheduled
activities on the published database.
7.6.3 The University Timetabling Team will carry out room audits during designated
weeks in Semester 1 and 2 to verify that information held on the current
timetabling database is correct. The purpose of this exercise will be to
identify planned room utilisation vs. actual room utilisation and room
occupancy levels.
7.6.4 For planning purposes, the Campus Development Directors will keep the
University Timetabling Team informed of scheduled maintenance and building
work which may affect the use of teaching accommodation.
7.6.5 The Campus Development Directors will advise the University Timetabling
Team when, for reasons beyond their control, it is necessary to withdraw a
room from service at short-notice.
7.6.6 The University Timetabling Team will keep Faculty timetablers informed of
scheduled maintenance and proposed building work affecting teaching
accommodation and will suggest alternative accommodation wherever
possible.
7.7 Information Management Reporting
The manner in which Faculties and Service Teams use teaching and non-teaching
space is subject to constant evaluation by the university. Statistical analyses of
room usage, frequency and occupancy are carried out throughout the year by the
University Timetabling Team and submitted to Faculty Management Teams,
Campus Development Directors, etc for information management purposes.
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Space Management Policy Liverpool John Moores University
8. Setting and Changing Building Open Times
8.1 Introduction
This note gives guidance on who should be involved in determining the times that an
LJMU building is open, how open times should be communicated to staff, students
and visitors and what process needs to be followed for requesting short term
variations to open times.
It is recognised that standard opening hours cannot be prescribed for all building
types – academic, Learning Resource Centres and administrative.- because this
would fail to recognise the different needs (and wants) of Faculties, Schools and
Service Teams. Further, a balance needs to be struck about user requirements and
the resources available so as to ensure that the presumed benefit of opening
buildings for longer is not outweighed by the additional costs incurred.
8.2 Determining Building Open Times
The Services Manager in Property Services maintains the official record of Building
Open Times because of its operational importance for staff in Security and Facilities.
While the record is very much a reflection of custom and practice, it is important that
it is regularly reviewed to reflect needs and efficiencies. Periodically, therefore, the
Services Manager will arrange for consultations with those staff with responsibilities
for scheduling use of a building or managing activities in a building. Discussion
about building open hours should be a routine agenda item at Building User
meetings.
The record of Open Times needs to note any daily, weekly, termly and vacation
break variations. Ideally, for simplicity, there should be a regular pattern of open
times for a building or a collection of buildings over a period. Users will
consequently be much clearer about opening and closing times.
Zoning of buildings may enable parts of building to be opened or shut down at
different times from those for other parts of the building. This added complexity both
requires more scrutiny of how a building can be used in part or in whole to optimal
effectiveness and more communication to users about open hours and the need to
move to different locations when parts of the building are being closed.
8.3 Open Times Information
Unless there are security issues, information about open times of buildings should
be displayed prominently near their entrances, alongside general information, for
instance plans of the building layouts. Property Services should ensure that
information is kept up to date.
Information about the opening hours of the Learning Resource Centres is already
available on the intranet and its display presents a model for others involved in
managing buildings with a specialist function, see
http://www.ljmu.ac.uk/lea/83095.htm
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8.4 Short Term Variations to Standard Open Times
Buildings may need to be opened longer than the normal daily hours, or for activities
at weekends or for special events for a variety of reasons.
It is essential that there is a process in place that first involves a request for
additional opening hours, which enables analysis of the implications before deciding
whether the request is approved or not, and finally coordinates the resources
required and makes the arrangements for the non standard opening. Such a
process must be fit-for-purpose: efficient, flexible enough to cope with urgent
requirements, and leading to cost effective outcomes.
Support services such as computing services operate to standard opening hours.
Opening a building outside of these times does not mean that support will be
available unless it has been specifically arranged for. Staff should plan their support
needs when buildings are requested to be open longer than normal daily hours and
consult with the appropriate service team. There will be a cost incurred with support
services being open outside of standard opening hours. This may be a cost to the
event concerned.
All requests should therefore be directed to the Property Services Campus Offices
with as much lead time as possible. Staff in the Property Services Campus Offices
will then assess whether the additional opening hours are feasible in the building
requested or whether an alternative location – for example, a building open at the
time required or more suitable – would be possible. They will also advise about the
extra costs of any opening and the budgetary responsibility for these.
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Space Management Policy Liverpool John Moores University
9. Planning Accommodation Needs
“It is essential that we link the university
strategies for student numbers,
departmental growth/decline, shift to
alternative modes of delivery, PG/UG split,
conference/events utilisation etc. to any
consideration of space as a strategic
entity”.1
It is essential that the space needs are regularly assessed for current and future
activities.
9.1 Developing a Planning Case
In order to ensure that the programme approval and validation processes are much
more co-ordinated with effect from January 2008, all issues related to specialist
physical resources are managed outside of the validation process. Support with be
available to the Faculty and programme teams from the APT/DIS Team to develop a
„planning case‟ for a new programme proposal.
The “planning case” would lead to a „Programme summary statement‟, which should
provide details of the overall design of a proposed programme for consideration at
Planning Programme and Development Committee (PPDC). The summary
statement would include more detail than is available under the present process.
This would include an assurance to the PPDC that the physical resources
requirements are understood and available.
For existing provision an exercise has been undertaken to model total student
numbers by Faculty and Campus as a result of the student number target and
Faculty Strategic Planning processes. This provides a broad indication of student
numbers for the next five years, and will assist in space planning.
9.2 Space Analysis and Scenario Planning
Contact: Karen Bernard, University Timetabling Manager (k.m.bernard@ljmu.ac.uk)
9.2.1 Background
Syllabus Plus Timetabler and Course Planner, purchased to deliver a university-wide
timetable, has been used in space analysis reporting and “what-if” scenario planning
by the University Timetabling Team.
1
From “Overview of Space Norms”, prepared for Space Management Policy Working Group by Mike
Riley, October 2007
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Space Management Policy Liverpool John Moores University
9.2.2 Space Analysis
Space analysis reporting is used to identify the frequency of room usage and
occupancy rates across teaching accommodation throughout the university. It gives
an indication of how effectively and efficiently space is being used and is used in
estate planning and development.
Data provided by space analysis reporting gives an indication of:
Accommodation usage which may not be appropriate for the size of
activities taking place in the building
shortfalls in the accommodation provision, i.e. large lecture theatres, pc
labs
high and low utilisation accommodation rates
teaching accommodation usage by individual schools
peak and low timetable slots
recommendations for estate planning and development
9.2.3 “What-if…?” Planning
“What-if” scenario planning informs project work carried out by the Campus
Development Directors for the City Campus, IM Marsh Campus and Mount Pleasant
Campus and feeds into the strategic planning of the university estate. Data from the
timetable database is imported into a standalone Syllabus Plus image and facilitates
the investigation of “what-if” scenarios., e.g., “What if…teaching accommodation
was to be redesignated for alternative use…?”; “What if…a school was to relocate
from its current building to a building currently occupied by five other schools…?”.
This type of exercise provides information on:
the number and nature of teaching activities scheduled in accommodation
the type of accommodation required for teaching
room utilisation rates before and after the exercise
effects of relocating teaching on university estate
9.2.4 Methodology
No two space analysis projects are the same. Different parameters and constraints
must be taken into consideration for every analysis undertaken. It should be noted
that only accommodation on the Syllabus Plus timetable database is included in
space analysis exercises carried out by the University Timetabling Team.
The process involved is generally as follows:
Checking the data to ensure it is appropriate for the analysis. This would involve
checking module sizes, amending activity sizes, ensuring room capacities and
suitability types are correct.
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Space Management Policy Liverpool John Moores University
Reporting on current room utilisation for scheduled teaching activities. Usually,
ad hoc bookings such as meetings, inductions, etc. are not included in the
analysis initially, but are included at the end of the exercise.
Location mapping. Ensuring accommodation requirements meets teaching
delivery methods.
Rescheduling teaching activities into alternative accommodation. Priority is
given to rescheduling teaching at the same day and time, and where possible
taking student availability into account. Secondary rescheduling is then carried
out, removing all constraints and allowing teaching activities to fall into all
available timetabling slots.
Reporting on room utilisation after teaching activities have been rescheduled into
alternative accommodation.
Reporting on teaching (and non-teaching) activities which cannot be rescheduled,
and identifying activity type, size of activities, room suitability required.
Summarizing appropriate recommendations, i.e., additional pc lab requirements,
100-seat lecture theatre, etc.
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Space Management Policy Liverpool John Moores University
10 Space Charging
At LJMU space charging is operated via the Institutional Central Overheads charging
model which is a component of the resourcing model used to inform the budget
allocation to Faculties. The Central overhead charging model uses cost
apportionment to attribute central costs to Faculties using appropriate cost drivers.
The academic cost centres, on which space charges are levied, are schools and
faculties. Departments/faculties are not charged directly for the running costs
incurred for the space that they occupy.
The purpose of the Estates charge is to highlight the cost of providing and
maintaining space. It is hoped that by charging it will cause departments to be more
efficient in the use of available space and will act as a disincentive to taking more
unrequired space. The size of the Faculty/school charge and the schools income
determines whether significant efficiencies result.
The costs are attributed according to a well-defined floor space driver, which
includes all space used at a specified date, including the appropriate share of
centrally pooled teaching space.
All space is weighted as 1 with the exception of store rooms which are weighted as
0.2 and energy costs applied to laboratory space which is weighted at 1.7
The Estates charge payable by a Faculty is calculated by dividing the amount of
weighted space occupied by the University by a total amount made up of budgets
for :–
Rent & Rates
Insurance
Energy (Heat, Light, etc.)
Water & Sewerage
Building Maintenance
Grounds Maintenance
Other Maintenance
Cleaning
Estates Management Services (Ops.)
Security & Portering
Mail Room
Depreciation
Infrastructure adjustment (TRAC related)
To reach a rate per square metre of space, and then by multiplying this amount by
the weighted space occupied by the Faculty.
A date is set annually for measurement of space occupied, and the detail is
reviewed by Faculties prior to being incorporated into the Central Overheads
charging model.
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Space Management Policy Liverpool John Moores University
11. Quality of Accommodation
11.1 Maintenance of buildings. It is the responsibility of Property Services to
ensure that buildings are appropriately maintained. There is a programme of
periodic planned maintenance. Communication with Property Services is
routed through the Campus based Property Services Help Desks. The Help
Desks are the main point of contact between the hours of 8.30a.m -5.00pm
Monday to Friday. Telephone 0151 231 5533. Alternatively requests can be
made electronically via http://ljmu.ac.uk/PRS/. Emergencies outside of these
hours should be reported to the Security Office 0151 231 2222.
All repairs and maintenance requests including all routine and emergency
repairs are to be reported to the Help Desks. All jobs reported to the help
desk are issued with a job number to ensure that requests can be tracked
through the system.
11.2 Any requests for new works (excluding repairs and maintenance) are to be
made to Property Services. Requests can be made via the Help Desks, or
alternatively electronically via http://ljmu.ac.uk/PRS/. New works irrespective
of the funding source, cannot be initiated without the approval of Property
Services.
11.3 New space and modifications to existing space, will be designed in
accordance with statutory requirements and best practise guidelines.
11.4 The Computing and Information Centre are responsible for the cyclical
upgrading of PCs in open access IT Suites and Learning Resource Centres.
11.5 Faculties are responsible for the cyclical upgrading of specialised equipment
that is not available for general teaching purposes, specialised IT facilities
such as mac suites and staff IT equipment.
Statement on employment of User Surveys to promote Quality (in preparation)
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Space Management Policy Liverpool John Moores University
12. Managing Space Use and Occupancy
The Property Data Home Page http://www.ljmu.ac.uk/PRS/58437.htm has been set
up with the intention of providing sound and sufficient information about the
University's buildings. A comprehensive database is held on all of the University's
buildings which are linked to the floor plans. The information is kept up to date, and
is analysed to provide management information for the University as well as
statistical reports for HEFCE. It also fulfills the requirement of Health & Safety and
Fire legislation that the University keeps an accurate database of the occupancy and
function of all accommodation on the estate.
The estate comprises more thasn 40 buildings with a Gross Internal Area (defined
as the measure to the internal face of the perimeter walls at each floor level) of over
151800 m² and a site area of over 18 hectares. The total room area within these
buildings, excluding corridors and stairwells, is over 95505 m².
To manage the space usage and occupancy, the facilities management system
Archibus is used. Drawings of all buildings / floors are held on Archibus and
amendments to the drawings drive changes within the room database.
Archibus enables Property Services to:
Provide data to IPD Occupiers Property Data Bank. Track and report on
space and physical assets according to Estate Management Statistics
Service (EMS). This is a national survey which after completion provides
institutions with the facility to compare results of individual institutions in the
UK higher education sector.
Provide data to enable a Transparent Approach to Costing (TRAC)
Provide statistics on occupancy/use of buildings, thereby facilitating the
decision making process with regard to Key Performance Indicators.
To analyse the space needs which arise from the Accommodation Strategy
and the requests of Academic Planning
Graphically identify types and duration of space usage and vacancies to
enhance strategic planning.
Provide space reports tailored to requestors‟ needs
Provide solid, defensible data and reports by department, faculty,
occupancy, and room use, room type for audits, relocations, feasibility
studies and benchmarking exercises
Accurately track space usage and occupancy
Provide plans to comply with statutory requirements ( fire log boxes etc )
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Space Management Policy Liverpool John Moores University
Supply plans to contractors and companies to enable them to provide
quotes for minor / major works and surveys ( e.g. Asbestos survey )
Provide lease information held within Archibus including rent reviews,
break clauses, tenant/landlord responsibilities.
Complete rating forms for Valuation Agency providing accurate
information with regard to buildings.
Future Aims
At present much of the information held cannot be easily accessed by managers, but
the intention is to make available detailed reports about the amount of space
available by room type, department and faculty, and the publication of floor plans for
the University buildings. Property Services will need to operate closely with
custodians of space throughout the University to ensure maximum transparency and
that the data is current and robust.
There is a need to associate the data on Archibus with that held on Syllabus Plus.
Further information on Archibus is available from Hilary Ellis, Space Planner in
Property Services (h.ellis@ljmu.ac.uk)
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Space Management Policy Liverpool John Moores University
13. Business Case Guidelines
For any changes to the accommodation allocated to a faculty or service section by
the University, a succinct business case should be prepared with the support of the
appropriate Campus Development Director, signed off by the relevant Dean or PVC,
and endorsed by the Property Advisory Board.
A business case should be submitted for approval via the Property Advisory Board
as soon as a faculty/service department identifies a requirement for new, different or
modified accommodation (which might include giving up space), and also when a
change in room function is planned, e.g., converting a classroom into a staffroom. A
business case should also be submitted when a department is bidding for space
vacated by another faculty or service section
1. The business case should include
Description of the project, the proposed objectives and how it impacts
on the efficiency and effectiveness of space use.
Explanation as to why additional space needs cannot be met from the
existing space allocation
Statement on the project‟s consistency with the strategic plan and with
the Space Management Policy
Estimated costs, anticipated income, proposed sources of funding,
including the departmental contribution
Local and corporate implications of implementation and non-
implementation
Outline of alternative options considered
Anticipated timescale for implementation
Risk management which includes the impact of the proposed
development on the student experience.
2. The Campus Development Director should be involved from the outset in the
preparation of the business case
3. The business case should be submitted as early as possible to allow a timely
decision on the basis of a thorough consideration of the options available.
4. The Dean or PVC must be satisfied with the business case and that it aligns
with the corporate strategic plan before submission to the PAB.
5. The PAB cannot consider applications which are not supported by a business
case.
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Space Management Policy Liverpool John Moores University
14. Letting of University Accommodation
14.1 Range of letting
14.1.1 A range of possibilities exists where the University might make space and
facilities available to external individuals and organisations or to LJMU staff
for private use. While it is recognised that each case may require a particular
treatment, this policy statement gives a framework which is intended to be
easy to understand and apply.
14.1.2 For clarification, the different types of letting and the hiring out of facilities are
classified as being either Fixed or Casual. Each category has a different
treatment and set of operational arrangements which will be reviewed
periodically within the context of this policy statement.
14.1.3 The Director of Property Services will advise whether a particular letting or
hiring out should be regarded as Fixed or Casual. As a general rule, any
letting with duration longer than six months, whether continual or repetitive,
e.g. a regular hire of a room for an hour per week, should be regarded as
Fixed and will necessitate a licence agreement.
14.2 General policy
14.2.1 Faculties, Services and individual members of staff are encouraged to pursue
opportunities to let space and hire out facilities where such opportunities are
in line with the University‟s mission, are consistent with LJMU‟s values,
contribute to achieving the objectives of the Strategic Plan and comply with
Health & Safety policy and other operating arrangements. Occasions of
letting or hiring out must have no adverse impact on the normal business of
the University. Budget holders are required to assess whether an opportunity
meets the criteria described. Where income generation is the primary reason
for letting or hiring out, the charge should normally be set at the commercial
level.
14.2.2 A Faculty or Service may be fortunate in being located in buildings or with
facilities that are suitable for letting or hiring out. However, as a principle and
in the interest of equitable treatment, a favourable occupation of part of the
University‟s estate should not in itself give a financial advantage to a
particular Faculty or Service. Income from all types of letting or hiring out,
whether Fixed or Casual, is treated as institutional. It is therefore available for
both reinvestment in facilities and general budgetary allocation.
14.2.3 All occasions of letting of space and hiring out of facilities, either on a casual
and short-term basis or for a longer period of use, are subject to a formal
process of decision-making and approval. This is because the use of
University accommodation, property or land by third parties, whether on a
concessionary or commercial basis, has risk implications for the University,
some of which may not be immediately apparent.
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Space Management Policy Liverpool John Moores University
For instance, letting accommodation or leasing land or property may have an
adverse impact on the value of the University‟s estate. Activities might be
undertaken that could be seen to be outside of the University‟s charitable
purpose or to constitute the misuse of public funds. Legal advice may be
needed on the form of agreement for the letting or hiring out according to the
circumstances of each case so that tenants do not gain unauthorised rights.
Also, guidance from the University‟s insurers may be essential to determine
the extent of insurance cover and liabilities. There will be health and safety
issues to consider and risk assessments required. Furthermore, the letting or
hiring out may have negative consequences for the academic and commercial
interests of the University or its reputation.
14.2.4 The corporate perspective will always take precedence in decisions whether
to approve a letting of space or hiring out of facilities or equipment.
Overriding factors will be considered, for instance, ensuring that
accommodation can be available during assessment periods, or, prohibiting
the letting of space and hiring out of facilities by one Faculty or Service to a
third party that directly competes with the activities of other Faculties or
Services.
14.2.5 For the reasons outlined above, unauthorised letting or use of University
property or space is not permitted under any circumstance. All matters
relating to the land and buildings which the University occupies must be
referred in the first instance to the Director of Property Services who has the
responsibility for the supply of accommodation and for ensuring effective and
efficient use of space.
14.3 Fixed Letting
14.3.1 Definition By Fixed Letting is meant any University space occupied by a
third party for a continuing period of time, normally beyond six months,
whether on a whole time or frequent, regular basis. This definition covers, for
instance, Student Union space in the Haigh Building and at IM Marsh; and
any contract which would let an LJMU car park for third party use.
14.3.2 Legal agreements or management, building and premises agreements will
normally apply, with the terms of occupation made explicit and the schedule
of services defined.
14.3.3 Responsibility The Strategic Management Group will approve any fixed
letting. The Director of Property Services has the responsibility to determine
the basis for the fixed letting of University space and the rent to be charged,
taking into consideration all costs, including management and legal fees,
which relate to the letting. Whether rent is to be payable or not, Property
Services will have resolved at the outset issues concerning insurance, health
and safety, charging of direct costs of services provided by the University and
other related matters. Where rents and service charges are payable to LJMU,
Property Services are responsible for notifying Finance to undertake billing
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Space Management Policy Liverpool John Moores University
and collection as an outcome of the agreement initially handled by Property
Services.
14.3.4 Budgetary Arrangements The Director of Property Services has budgetary
responsibility for securing income from Fixed Letting. Income is treated as
institutional income.
14.4 Casual Letting and Hiring Out of Facilities
14.4.1 Definition Casual Letting and Hiring Out of Facilities refers to occasional and
short-term use by third parties, whether staff, students, groups or individuals
from outside, of University space and facilities. This definition also covers
casual letting of the University‟s Residences. (The definition does not apply
to lettings, overseen by the Director of Property Services, where the Strategic
Management Group has decided that the Business Development Centre
should manage the contracts and that the income should be specifically
applied. This is the case with the letting of the sports facilities at I.M. Marsh
and where income from letting forms part of a funded project which has
specific contractual targets for the generation of such income.)
14.4.2 Casual lettings must be monitored along the same lines as fixed lettings in
relation to health and safety, insurance, legal and other issues and to ensure
that changes in circumstances are quickly taken into account. In this regard,
the Director of Property Services must be notified no later than four months
after the start of a continuing or regular short-term letting so that a Fixed
Letting agreement, if necessary, can be completed before the six-month time
limit.
14.4.3 Responsibility The short-term nature and local incidence of casual letting
and hiring out places a responsibility on individual members of the Strategic
Management Group as budget holders to ensure that the implications of third
party use are fully considered and procedures properly followed. The Head of
Conference & Event Services has responsibility for all procedures and
processes relating to casual letting and hiring out and for monitoring contracts.
Faculty Managers and others with oversight of accommodation and facilities
will have a key role to play in co-ordinating any casual letting or hiring out and
in liaising with Conference & Event Services. Based on advice received,
Conference & Event Services will set the amount to be invoiced, the
conditions of booking and service charges, for instance, for the direct costs of
additional heating, Technician support, General Administrative services and
Security staff.
14.4.4 Conference & Event Services will check that discussions have taken place in
Faculties and Services to identify the specifics of each letting and hiring out
and to assess practicality and commercial viability where appropriate.
Conference & Event Services will ensure that matters relating to letting of
rooms and facilities have been referred to the Campus Development Directors
and staff in Property Services to ensure the effective and efficient use of
space. This is to avoid, for instance, the needless opening of a building with
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significant operational costs when an alternative venue satisfying the
requirements is available inside, or even outside, the University.
14.4.5 No casual letting or hiring out should be agreed except in accordance with
any operational arrangements approved by the Strategic Management Group.
Conference & Event Services has the responsibility for administering these
arrangements working closely with Faculty Managers. The Head of
Conference & Event Services will advise the Director of Property Services,
before four months have elapsed, of any letting or hiring which has the
potential to be classified as a fixed letting.
14.4.6 Budgetary Arrangements Normally, the standard Income Generating
Activity (IGA) contract rules in force at the time will apply. Faculties and
Services may request that the rules are relaxed, but Conference & Event
Services must approve any proposed letting or hiring out which does not meet
IGA requirements, based on general criteria approved by the Strategic
Management Group. Conference & Event Services maintains a record of
letting and hiring out, whether charged for commercially or made available at
concessionary or no charge. It will periodically inform Property Services of
the use of buildings and facilities as part of the system of space management.
This is important because it enables an assessment to be made of demand
and the additional costs, for example, from wear and tear, which the
University incurs but does not necessarily recover on individual contracts.
14.4.7 Conference & Event Services will process the contract or agreement, even
where the decision has been taken to waive charging, and arrange the
invoicing for every casual letting and hiring out.
14.4.8 Income from this category is part of IGA. All direct costs will normally be
charged on a standard cost basis designed to cover the actual costs incurred
during each year. Conference & Event Services, relying on information
provided by Faculties, Property Services and other services, will determine
the amount of standard costs that apply to each contract.
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