Facilities Management: Role of IR in Policy and Procedure Development

1. Facilities Management: The Role of IR in Policy and Procedure Development SAIR 2014

2. WCU 10,382students Master’s Comprehensive Mountain location Resident and Distance

3. Current Climate • Performance-based Funding • Importance of data in decision-making • More scrutiny internally and at the state-level • More and larger classes • Few funds for renovations/furniture/technology • No capital funding on the horizon • Accuracy

4. Factors Related to Scheduling • Well over 11,000 students, faculty, staff • Largely residential • 6 academic colleges, 30 departments, 120+ programs • 11 main academic buildings • 240+ teaching spaces • 2 new “campus” locations came online in 2012 • Scheduling issues • Space management – more highly scrutinized • Series25 scheduling software (CollegeNet)

5. Scheduling Approach – Events • Very decentralized • Approximately 150 schedulers • Rationale • All areas use R25

6. Scheduling Approach – Courses • Two types of rooms • General pool • Pre-assignable (labs, conf. rooms, gyms, etc.) • General pool assignments – centralized process • Optimized placement based on size, location and features • Group review and tweaking of process (transparency) • Pre-assignable controlled directly by depts.

7. Strategies • Changing policies • Proactive approach • Data transparency & use • More inclusive decision-making

8. Policy Changes • Formal policies • Space Management (Policy #65) • Which bodies have authority • Who “owns” space • How space is assigned • How to request • Facilities Use (Policy #82) • “Recognizing that its support derives in large part from public funds, it is the policy of Western Carolina University (the "University') to make its facilities available for use by groups and individuals in a manner that is (i) consistent with its educational mission and related research, service, and outreach activities; and (ii) consistent with its responsibilities as a steward of the State's resources.” • Camps & Conferences (Policy #110) • How spaces can accommodate different types of groups • Strategic summer scheduling • Must still follow the Facilities Use Policy as well

9. SMC working policies • Rule of 6s • Non-standard classroom seating capacities present issues for course section scheduling, efficient and fair classroom utilization, and compliance with fire code • Seat counts all on multiples of 6s • Seating capacity will be documented as the closest multiple of six lower than the actual seating capacity • General Classroom Use Policy • Formal course sections have first priority • Departments can modify rooms but not impact desirability by other departments • First-come, first-serve • Modifications must come through SMC

10. Split the Space Management Committee • Space Management (SMC) • Older and most authority • Reports to Executive Council • Advisory • Broad representative membership (Policy #65) • Academic Space Advisory Board • Grants some representation to Academic Affairs • Spreads responsibility and accountability • Creates buy-in • Reports to SMC

11. Proactive Approach • Strategic Renovation Fund • $200,000 recurring for renovations • Factors for consideration • Improve overall classroom utilization numbers • Improve performance-based funding metrics • Improve classroom access • Address classroom safety and code compliance • Increase utilization of poorly utilized rooms • Flexibility of space • Style of room • Furniture • Trade off with flexibility and capacity

12. Proactive Approach • Look for low-hanging fruit • Low-cost opportunities • Add a door • Add a feature (like a white board) • Which rooms can accommodate additional seats • Better align class sizes with room sizes (Rule of 6s) • Ask depts to open additional seats when assigned to large space

13. Proactive Approach • When space is coming online, call for proposals • Factors for consideration • Consolidation of departments • Prior agreements and identified need • Space has same general usage type • Little/no renovation needed

14. Data Transparency and Use • Access to scheduling system • Everyone has access • Several dept heads very involved • Reports shared • Internal and State reports • Easy to read/interpret • Stored in central repository • Clear standards • Campus uses State standards • All space evaluated on same set of standards

15. Space Standards • General Purpose • 35 hr/week • 65% seat utilization • 18 s/f per station • Labs • 25 hr/week • 75% seat utilization • sf/station varies depending on discipline

16. Course Placement

17. Building Tours • Tour each academic space (Friday afternoon) • Invite all interested parties • Get a feel for space • Classroom size • Classroom layout • Seat density • Mix of room types • # and size of conference rooms • Offices sizes • Review utilization • Provides transparency

20. Other Strategies • Multiple meeting patterns for courses • Multiple reservation runs for error clean-up • Overbooking • Forums and surveys to identify space needs • Shared governance and transparency • Blocking buildings in summer for camps and conferences • HVAC scheduling based on utilization • Campus time off-set

21. Contact Information Alison Joseph, Data Analystajoseph@wcu.edu oipe.wcu.edu (828) 227-7239 Elizabeth Snyder, Research Specialistecaveny@wcu.edu oipe.wcu.edu (828) 227-7239