Space Management Policy
Newcastle University is committed to providing an efficient, sustainable estate that is
functionally suitable and ensures value for money whilst meeting the needs of our staff,
students and visitors.
In 2011 the UK Funding Councils selected Newcastle as an exemplar of outstanding
progress across several key estate metrics including space management. In 2000, we
had more space per student and lower functional suitability than most UK Universities.
Since then, we have implemented a Space Management Policy, central timetabling, room
auditing, space allocation procedures, and an intranet based property register. Cost
drivers have highlighted the importance of estate cost in the financial performance of
academic units and a space committee introduced. Since 2001 functional suitability has
improved by 43% and space per student and staff FTE1 reduced by 5.1m2. However, we
still have a very large floor-space and poorer functional suitability than peer universities.
Building upon recent progress we need to deliver high quality teaching and research
environments that match or exceed our competitors.
Renewed focus on space
management is required to support this and meet the challenge of carbon reduction.
The Space Management Policy supports Newcastle’s vision of as a “civic university with a
global reputation for academic excellence”. To meet the challenges of the next decade
our space management policy has been revised to ensure that our estate remains
affordable and fit for purpose.
Better not More
Investing in efficient quality space and releasing the least functionally suitable
environments facilitates campus regeneration and enhancement; the space management
maxim is ‘better not more’. The existing Estate Strategy has delivered improvements in
the amount of floor space in functional suitability grades 1 & 22 and condition categories A
& B3. In addition, we have doubled the amount of floor space let to third parties (ca
29,000m2). The Vision 2021 mission statement will be supported by this policy:
To be a world-class research intensive university – we are committed to research
excellence and innovation and need to ensure our research helps address some of the key
global issues by focusing on selected societal challenge themes. The Space Management
Group Affordable Estate model would suggest that we have 23,000m 2 too much Research
space, given the volume of research grant and income. We will:
work with units to reduce and rationalise inefficient research space

ensure there is no duplication of research facilities where they can be shared
between groups or faculties

optimise use and build upon areas of research strength, creating new added value
and unique research facilities
To deliver teaching and facilitate learning of the highest quality – as of 2010, 94% of
our teaching rooms had a functional suitability of grade 1 or 2. Frequency of use of all
teaching rooms was 50% against our 2012 target of 60%. Teaching and learning spaces
need to be high quality, accessible, and technology rich to enhance the student and staff
experience. We will:1
Refer to appendix table 1
Refer to appendix table 2
3
Refer to appendix table 3
2
1

review the design of teaching and learning spaces, including their condition and
functional suitability and co-ordinate maintenance

undertake biennial fitness for purpose surveys, closely monitor usage, and free
poorly utilised rooms, making them available for alternative use

set challenging frequency and utilisation targets4 and improve the management of
teaching room bookings to maximise occupancy
To play a leading role in the economic, social and cultural development of the North
East of England – co-location with high calibre business and industrial collaborators will
ensure the University secures its future as a research institution. We will:
adopt policies that encourage space sharing and free up redundant and
underperforming properties for alternative uses

develop incubator accommodation, promoting Third Party use to support the
importance of co-location of research with industry

encourage the use of vacant space to support the creation of spin-out and spin-in
businesses to develop third strand and/or commercial activities

develop new buildings, where business cases support either directly or with
partners, releasing space to enable major relocations and rationalisations

support the Science City initiative and develop the key societal challenge themes of
Sustainability, Ageing, and Social Renewal
Creating a Coherent, Accessible and High Quality Environment
We are proud of our University and the city-centre location puts us at the centre of city life.
An important aspect of our development programme is to improve the external look and
feel of our campus, providing an attractive and safe environment for all who use it. We
will:

create coherent, accessible and high quality external and internal environments

use a consistent palette of materials, street furniture and improved way-finding and
signage

improve our public realm space, providing better connectivity with the city

invest in the landscaping of public areas to create a distinctive, welcoming and
accessible environment for our students, staff, visitors and the local community
Effective Use of Space
Heads of Units, working with their Estate Faculty Co-ordinators, are responsible for
ensuring that their allocated space is well utilised and future space needs are planned.
Users who demonstrate good space utilisation and have considered their long-term
strategic space needs may receive preference when investment and space allocation
decisions are made. We will:
4

meet building users biennially to consider fitness for purpose of space, ensure that
all allocated space is well utilised and future needs are planned

improve the condition and functional suitability of the buildings
Refer to appendix table 4
2

identify surplus or underperforming buildings that can
complementary uses that will integrate the campus with the city

improve effective utilisation of space and the net to gross space ratio

seek to co-locate similar activities and match functions to space type

refurbish unpopular space and consolidate space where possible to bring it into
effective use

encourage the use of flexible, efficient, and economical open plan accommodation

implement and review robust space management procedures

ensure that our space management database is up-to-date and accurate and that
data is transparent

undertake effective space analysis and assessment as and when the need arises
using robust space management tools

employ key performance indicators and undertake peer group benchmarking

report bi-monthly to the Space Utilisation, Monitoring and Arbitration Committee
(SUMAC) and annually to Executive Board and Council
be
released
for
Effective Space Allocation
Space Guidelines will assist the process of space allocation and the assessment of space
utilisation. The guidelines will be implemented for new-build projects however structural
constraints will influence the refurbishment of existing buildings. The guidelines will be
subject to regular review. We will:
employ challenging space guidelines and space targets 5 to increase utilisation and
control estate size

ensure that no member of staff has more than one office, promote sharing of offices
where they are over 14m2 in size with a preference for open plan accommodation

provide shared office space (possibly hot-desk) for part-time and guest academics,
administrative staff, contract staff, and postgraduate research students

for those roles where a significant amount of confidential work is undertaken, the
provision of individual offices may be considered

not allocate space to contract staff during non-contracted periods

explore smart-working through the ESS pilot for potential wider roll-out
Governance
Strong senior level commitment is a key success factor in achieving estate objectives.
The Space Utilisation, Monitoring and Arbitration Committee chaired by the Pro-ViceChancellor (Planning and Resources) will underpin ‘Vision 2021’ and help deliver estate
strategic direction, ensure value for money and an affordable, sustainable and fit for
purpose estate through effective space utilisation.
5
Refer to appendix table 5
3
APPENDIX
Benchmarking Data and Estate Strategy Targets
Table 1: Gross Internal Area in m2 per Student & Staff FTE
Measure
Newcastle University
EMS Group Median
TRAC Group Median
SMG Estate Size
*
06/07
14.8
07/08
14.3
08/09
13.9
09/10
14.5
13.1
13.9
11.4
10/11
14.5
11/12
13.8*
12/13
13.5*
11/12
82*
12/13
84**
11/12
88*
12/13
89**
13.4
Estimated
Table 2: Percentage of floor space in Functional Suitability Grades 1 & 2
Measure
Newcastle University
EMS Group Median
TRAC Group Median
*
**
06/07
68
79
07/08
81
86
08/09
77
85
09/10
79
88
79
10/11
80
87
83
Estimated
Estate Strategy Target
Table 3: Percentage of floor space in Condition Categories A & B
Measure
Newcastle University
EMS Group Median
TRAC Group Median
*
**
06/07
80
69
07/08
84
80
08/09
86
79
09/10
87
81
81
10/11
89
83
81
Estimated
Estate Strategy Target
Table 4: Teaching Room Targets for Frequency and Utilisation by percentage
Measure
Frequency
Utilisation
*
**
#
06/07
45 (50#)
25 (26#)
07/08
47 (49#)
26 (22#)
08/09
51 (49#)
27 (26#)
09/10
54 (50#)
28 (29#)
10/11
57 (52#)
29 (26#)
11/12
60**
30**
12/13
60*
30*
Estimated
Estate Strategy Target
Achieved
Table 5: Office space guidelines for new buildings in m2
m2 per person*#
9**
4.5-7.5**
4.5-7**
4**
Space
Academic and single occupancy cellular office
Shared cellular office (up to 6 occupants)
Open plan office (7 occupants and more)
Postgraduate research space
*
**
#
Structural constraints will influence space guideline application in the refurbishment of existing buildings
No more than
The legislative workplace minimum is 3.67m2
Table 6: Annual cost of space per m2 based on 01 August 2012 cost driver budget
Space
Space type 1 (20m2 basement store)
Space type 2 (a - 9m2 cellular office) or (b - 50m2 teaching space)
Space type 3 (50m2 biological laboratory)
Space type 4 (50m2 large computer cluster)
*
Cost per annum*
£1,000
£800 (a) £4,400 (b)
£6,200
£7,250
Costs rounded to the nearest £50
Dean J Apes – Estate Planning Manager – 01 August 2012
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