Methodology
Institutions have traditionally used 'space norms' when predicting the need for or measuring use of existing space. Although useful in the very early stages of space prediction, the overall methodology of how these norms should be combined in building up a picture of space needs is poorly understood.
This poor understanding along with poor timetabling methodologies and/or software approaches has resulted in reported institutional space usage being unacceptably low. Our studies from an academic and practical perspective have shown this to be approximately 20-30 percent.
Unable to make changes, Academic leaders and space planners have on the whole resorted to accepting this appalling waste of space as a 'norm' meaning that not only is existing space being used ineffectively but new space is being built with this norm 'hard wired' into the design.
'Flexible learning Spaces' has now become the new phrase to be applied to space in an attempt to improve this situation. Although an extremely important pedagogic delivery style, an understanding of it's meaning is just one key issue in Realtime's approach.
Realtime Solutions challenges this traditional approach and through its innovative methodology can deliver real and significant savings in relation to space needs, effectiveness, space usage and staff and student satisfaction.
For instance, as an example of measurement of space effectiveness, measuring the current utilization of space as an indicator of effectiveness is a good example of putting the 'cart before the horse'. What is required are measurements for student flexibility both in the distribution of activities throughout the week and the options which can be taken within the modular structure. Measurements for staff flexibility is required in activities throughout the week and the the variance in pedagogic mixes offered by the degrees run by individual units.
Finally, we need measurements of what space is being used for and how well it is being used. The important issue is that all by addressing all of these measures we will increase the efficiency of the overall system.
At the centre of the Realtime methodology is the 'Listen, Learn, Lead' philosophy. The Realtime Methodology seeks data, information and knowledge in providing an overall institutional space model. Once understood, this model can be analysed to ensure better existing space usage or indeed more confident predictions of the need, type and amount of new space. Importantly. creating a model of the environment which is adaptable to changes in the market means student demand can be met both in what they want to be taught and how they want to be taught. We believe that cultural change comes about through integrated decision making. Institutions must understand what can be improved and how. Realtime deploys expertise through consultancy and analytic tools to meet these aims.
In creating this model, the Realtime methodology concentrates on three key areas;
Space Drivers
Investigation and understanding of institutional 'space drivers' i.e. what are the factors creating the need for space. Unique to each institution, the identification and combination of these is paramount to understanding the nature of the combined space requirement. Understanding the interaction of these space drivers allows institutions to provide more effective space to meet the customer demand i.e. students and staff.
Identification of wastage
The reasons why space is wasted need to be investigated and understood. At an institutional level, these are a combination of universal and 'home grown' issues. Simply measuring wastage is of no use; it is the understanding of the creation of this wastage which provides new knowledge on how space usage can be improved in either existing space or new build. Equally, setting targets for space usage is pointless if a clear understanding is not reached of what is achievable given the factors uncovered.
Timetabling Methodology
Although many institutions have invested in software to help improve space issues, in general this has been of limited success. The problem is the lack of understanding of how such systems should be implemented and by whom. This must take place within the overall framework instead of the disjointed approach adopted by many institution. More effective usage will come about through integrating the decision making process of how space is to be used through all levels of staff within the organisation. Integrating the decision making as part of the work allows an nstitution to react quickly to customer demands and ultimately creates an organisation which has the ability to maximise the use of all of its resources. Although powerful resource allocation algorithms have a role to play, they must be part of the overall institutional space methodology.