1. BCIT SPACE MANAGEMENT
BUSINESS PLAN
Prepared by Educational Support Services,
Office of the VP Education Research and International
June, 2014
2. TABLE OF CONTENTS
Table of Contents
Executive Summary ______________________________________________________________________________________ 1
Rationale and scope _______________________________________________________________________________________________ 1
Opportunity ________________________________________________________________________________________________________ 1
Risks ________________________________________________________________________________________________________________ 1
Timelines ___________________________________________________________________________________________________________ 2
Rationale and Objectives_________________________________________________________________________________ 3
External Stakeholder Expectations_______________________________________________________________________________ 3
BC Skills for Jobs Blueprint _______________________________________________________________________________________ 4
Sustainability_______________________________________________________________________________________________________ 4
Scope _______________________________________________________________________________________________________________ 5
Opportunity_______________________________________________________________________________________________ 6
Business Drivers ___________________________________________________________________________________________________ 6
Other opportunities _______________________________________________________________________________________________ 7
Costs_______________________________________________________________________________________________________ 8
Risks_______________________________________________________________________________________________________ 9
Short Term _________________________________________________________________________________________________________ 9
Long Term __________________________________________________________________________________________________________ 9
Milestones_______________________________________________________________________________________________ 10
Metrics: Estimating the opportunity__________________________________________________________________ 11
Gross square feet per FTE________________________________________________________________________________________11
Utilization Data _________________________________________________________________________________________ 13
Room Utilization __________________________________________________________________________________________________13
Seat Utilization____________________________________________________________________________________________________14
Supply and Demand ______________________________________________________________________________________________15
Appendix 1 – Space Management Project Resources ________________________________________________ 16
Appendix 2 – Space Management Initiative Gantt Chart ____________________________________________ 17
Appendix 3 – Detailed Data source information _____________________________________________________ 18
3. TABLE OF CONTENTS
Primary data list __________________________________________________________________________________________________18
Calculations _______________________________________________________________________________________________________18
Utilization Data Classroom List__________________________________________________________________________________19
4. SPACE MANAGEMENT BUSINESS PLAN
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Executive Summary
Post-secondary institutes across North America are recognizing that space is their second
most valuable resource after Human Resources. Space Management is a proven
methodology to reduce costs, develop revenue generating capacity and support
educational quality. A Space Management strategy that is properly resourced will help
BCIT meet stakeholder expectations and capitalize on future opportunities.
RATIONALE AND SCOPE
Improving our space utilization is a key strategy articulated in our current Strategic Plan
(Sub Goal 1.1). Eliminating waste and ensuring the most appropriate space for activities
is central to space management best practices. The Ministry of Advanced Education has
also outlined expanded enrolment targets for trades training in both the short term (LNG)
and longer term (Shipbuilding and High Tech). Space is a strategic enabler for BCIT,
allowing us to play a key role in meeting the province’s labour market needs.
This project will include in its scope all types of space on all of our campuses. It will
consider the space needs of all types of activity including education, research, industry
services and external events.
OPPORTUNITY
Space Management will provide the Institute with significant opportunity to expand
revenue generating activity including enrolment increases in both domestic and
international students, industry services, external events and commercialization/research
opportunities. It has also proven to have a significant impact on operational efficiency at
other PSEs, potentially saving the institute millions in annual cost avoidance. The project
will provide the institute with the opportunity to implement our Campus Development
Plan, fostering innovation and keeping pace with technological change in education and
supporting the justification for new capital construction.
RISKS
If the Institute does not pursue Space Management best practices, it will compromise our
ability to meet the short term targets set out in the BC Skills for Jobs Blueprint. It will also
limit our flexibility to react quickly to future opportunities presented by the government
as well as industry. Without Space Management, we will also not be in a position to
5. SPACE MANAGEMENT BUSINESS PLAN
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control our capital equipment costs and facilities operating costs or reduce our capital
infrastructure.
TIMELINES
Space Management Triage Complete by Fall 2014
Data collection standards Complete by Fall 2017
Space and Timetabling standards Complete by Fall 2018
Incentivizing Complete by Fall 2016
Space Mining Strategies Ongoing
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Rationale and Objectives
This initiative is an important opportunity for the Institute to adopt and implement
industry best practices in space management. It is a holistic approach in managing space
as an institutional asset. By optimizing our space resources with effective and efficient
business processes, we will create additional capacity within our existing footprint by
targeting waste. With this additional capacity comes the opportunity for new revenue
generating initiatives. It also enables us to demonstrate to external stakeholders the
value of investing in BCIT.
Space Management is a strategic priority:
EXTERNAL STAKEHOLDER EXPECTATIONS
• Space Management is the road map that will
identify the capacity and provide the flexibility
within our existing footprint to react quickly to
Government priorities, plans, and funding
opportunities, such as:
Immediate opportunities:
o Critical Trades Training seats
o Liquefied Natural Gas (LNG)
Longer term opportunities
o Shipbuilding
o Aboriginal Initiatives
o International Strategies
o Mining
o High Tech
Align $270 million
in post-secondary
funding to
programs that
support in-demand
jobs.
Objective 2, Key action 2
BC Skills for Jobs Blueprint, 2014
Strategic Sub-Goal 1.1: Increase Our Number of Graduates
1.1 Increase utilization of existing and future space.
1.1.a. Ensure programs are designed to fully use our
current space, particularly in the summer.
1.1.b. Maximize classroom and learning space capacity.
Create learning spaces that allow for multiple uses
and changing needs.
7. SPACE MANAGEMENT BUSINESS PLAN
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This initiative will help the Institute:
• Position itself to leverage our utilization
metrics, as outlined on page 13, for capital
investment dollars from the Ministry of
Advanced Education.
• Demonstrate to the City of Burnaby how we
steward our space resources consistent with
Civic and Campus Development Plans.
BC SKILLS FOR JOBS BLUEPRINT
Space Management is integral to the success of the institute but BC’s new Skills for Jobs
Blueprint has given us specific short-term purpose and urgency in this project.
Understanding and strategically managing
our space will allow us to react appropriately
to the peaks and valleys of our enrolment
patterns. We embrace the Skills for Jobs
Blueprint as a catalyst to move Space
Management forward.
SUSTAINABILITY
An effective Space Management strategy will enable BCIT to position ourselves to achieve
our environmental, social and financial targets. Implementing best practices will enable us
to minimize our ecological footprint and increase our capacity to offer affordable access to
education. Reducing operating costs and avoiding capital costs will allow us to redirect
funds to more critical areas of need.
Targeted LNG vocations taught at
BCIT
Expected labor demand
in jobs by 2018
Construction Trades 11,800
Steamfitters and Pipefitters 3,800
Welders 2,200
Carpenters 1,400
Gas Fitters 1,100
Purchasing Agents and officers 875
Total 21,175 jobs
BC Skills for Jobs Blueprint, 2014, p. 29-32.
Over the next 3 years,
government will spend
$750 million for
infrastructure and
equipment at our post-
secondary institutions.
Objective 2, Key action 8
BC Skills for Jobs Blueprint, 2014
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SCOPE
• All campuses
• All types of space
• All programming and activity
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Opportunity
BUSINESS DRIVERS
Optimization Opportunities:
1. Significantly increase capacity for new revenue generation opportunities
Programming in both trades and technology
Industry Partnerships
External Events
Commercialization
2. Operational efficiencies and capital investment optimization
A net reduction in square footage will positively affect our operating costs
Maintenance
Utilities
Custodial
A net reduction in facilities will reduce our capital equipment requirements
Depreciation expense
Furniture
AV/IT installations
3. The implementation of our Campus Development Plan
Upgrading existing space to meet innovative and technological change in
curriculum design and student collaboration
Rationale and justification for building renewal and construction of new
buildings.
Land use transformation
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OTHER OPPORTUNITIES
Performance Improvement Framework
Space Management is aligned with performance measurement and is a catalyst for
continuous service improvement. The application of Lean methodologies or Fujitsu Flow
Improvement could provide valuable learning opportunities for our Continuous Service
Improvement team.
Living Lab
The scope of the Space Management initiative is so broad that it may provide valuable
opportunities for our Living Lab initiative. This could include access to space utilization
and ecological footprint data and the identification of new space to support student
collaboration and research. Opportunities may be found in the following areas:
• Business Analytics and Statistics
• Sustainability
• Change Management
• Project Management
• Interior and architectural Design
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Costs
1 FTE (Salary/Benefits) Permanent Management position.
Salary Range: $78,000 - $90,000 (salary and benefits)
To be funded by BC Jobs Plan targeted funding. Job description is under development.
Final pay grade is dependent on placement
Expenses - Professional Development (workshops, seminars) $5000 – $10,000
This is specifically to bring Phil Rouble, Associate Director of Facilities Planning and
Sustainability at Algonquin College to BCIT for a week long workshop on Space
Management best practices for key stakeholders.
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Risks
The following are some risks associated with not pursuing Space Management
SHORT TERM
1. BCIT’s ability to deliver on the BC Skills for
Jobs Blueprint may be impacted if we do not
adopt Space Management best practices in
the immediate future.
LONG TERM
1. Without the implementation of Space
Management strategies and best practices,
BCIT will not have the capacity or flexibility
to meet ministry enrolment growth targets.
2. We will not be in a position to control growing capital equipment, capital
infrastructure, and facilities operating costs.
3. We will not be able to address the gap between our current capacity constraints
and Ministry of Advanced Education utilization data.
4. Lost opportunities for capital infrastructure funding.
The Provincial
Government is
providing an
additional $6.6 million
this year for critical
trades seats.
Objective 2, Key action 3
BC Skills for Jobs Blueprint, 2014
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Milestones
Space Management Triage* Underway Complete by Fall 2014
Data collection and reporting Begins Summer 2014 Complete by Fall 2017
Space standards and stewardship Begins Fall 2014 Complete by Fall 2018
Incentivizing Begins Summer 2015 Complete by Fall 2016
Space Mining Strategies Underway Ongoing
*Space Management Triage refers to high-priority, quick-win projects that offer two tangible benefits to
the Space Management Initiative; provides significant return on investment and provides the team insight
into the complexities of the broader Space Management Initiative. Some examples of current triage projects
are:
• SoCE Lab Utilization expansion
• SW01 Space Database Pilot Project
• Trades Training Enrolment Increase
SPACE MANAGEMENT BY PROJECT CATEGORY
Data Collection and Reporting Incentivizing
SW01 Pilot Project Utilization Expectations, Thresholds and Guidelines
Space Database Standardization Space Costing Model
Archibus Upgrade RFI
New Space Database Data Entry Space Mining
Routine Space Database Update/Validation Process Space Needs Analysis
Space Database Synchronization Term Length Alignment
Scheduling System Needs Set Size Standardization and Optimization
Scheduling Data Entry Admin Space Audit
Utilization Data Reporting Service Area Audit
Seat and Room Utilization Strategies
Space Standards and Stewardship Online Learning strategy
Space Management Governance Hours of Instruction
Timetabling Process and Guidelines Learning Space Design
Space Allocation Guidelines Enrolment increase impact analysis
Standardization of Space Attributes
Space Audit within Program Development and Review
Room Access and Security Review
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Metrics: Estimating the opportunity
GROSS SQUARE FEET PER FTE
The standard metric for Space Management is gross square feet per full time student
(GSF/FTE). This measure allows a post-secondary institution to quickly assess the general
health of its space management policies and processes. BCIT’s gross square feet per FTE
for 2012 is as follows:
Gross square feet, all campuses1 2,332,012
Full Time Students2 17,453
GSF/FTE 134 sf
There are 3 ways this ratio can be optimized through Space Management strategies:
• Sq ft stays the same, FTE enrolment increase (Revenue increase + cost avoidance)
• Sq ft reduction, FTE enrolment stays the same (cost reduction)
• Sq ft reduction, FTE enrolment increase (Cost avoidance + cost reduction + revenue
increase)
For example, a 10% reduction in our GSF/FTE from 134 to 120.6 through space
optimization strategies could have the following impact on the Institute’s resources:
$1,534,462 Cost avoidance or reduction in annual operating costs
$101,442,435
Avoidance in one-time capital construction costs (shared
ministry/BCIT costs)
820 Tonnes In annual avoided GHG Emissions
$2049 In annual avoided carbon offsets
$4,977,228 In average annual new FT tuition revenue (general)
$4,933,115 In average annual new FT tuition revenue (domestic)
$5,549,100 In average annual new FT tuition revenue (international)
Figure 1, Impact of 10% reduction in GSF/FTE. For full calculations of the above data, please refer
to appendix 3, p. 18.
1 2012 APPA Survey
2 2012/13 BCIT Enrolments by student groupings.
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ALGONQUIN COLLEGE CASE STUDY
The following represents actual change in GSF/FTE at Algonquin College between 1990
and 2005.
Algonquin College – Actual Growth Change
Analysis period 1990 2005 15 years
Audited Enrolment 7034 FTE 12,400 FTE +5366 FTE
Total Facilities GSF 1,400,000 sf 1,257,000 sf -143,000 sf
GSF/FTE 199 101 -49%
Rouble, P. (2007), Space Mining: A Space Management Approach to Sustainable Success, (Powerpoint).
Based on a model of cost avoidance only, Algonquin College estimates it has saved
$484,240,000 over 15 years due to their Space Management strategies.
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Utilization Data
The standard metric for space utilization is one student in one room for one hour, or a
‘seat hour’. Based on calculations of total number of instructional spaces at BCIT, their
average seating capacity and the number of teaching hours in a standard week, it is
estimated that there are over 38,000,000 available seat hours per year.
ROOM UTILIZATION
Room utilization is the percentage of the available teaching hours over the period of a
term that a room can be scheduled for instructional activity. The data is collected as a
snapshot in the 5th week of the term.
Room sample size3 72
Total teaching hours in 1 week 50 (7:30-17:20, M-F)
Total available room hours 3,600
Total scheduled room hours 2,327
Room Utilization 65%
• Monday-Friday, 7:30-5:20
• Generally timetabled Classrooms and Theatres. BBY campus only
• Snapshot data from the week of October 7-11, 2013
Examples of classroom utilization rates for daytime activities from other PSEs:
Algonquin College 82.5%
Thompson Rivers University 70%
University of the South Pacific 90%
TEFMA4 Utilization target 75%
3 For a full list of rooms included in the sample, please see Appendix 3, p. 18.
4 Tertiary Education Facilities Management Association.
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SEAT UTILIZATION
Seat utilization measures the actual enrolment of a scheduled activity against the capacity
of the room. The metric is a percentage of seats used per hour. Snapshot data is collected
in the 5th week of the term.
Room sample size 72
Total Seating Capacity 101,473
Total seats used 58,667
Seat Utilization Rate 57.8%
• Monday-Friday, 7:30-5:20
• Generally timetabled Classrooms and Theatres. BBY campus
• Snapshot data from the week of October 7-11, 2013
Examples of seat utilization rates for daytime activities from other PSEs:
Algonquin College 73.1%
Thompson Rivers University 60%
University of the South Pacific 90%
TEFMA Utilization target 75%
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SUPPLY AND DEMAND
Supply and demand allows us to compare the size of our available classrooms and the size
of the sets that are scheduled into those classrooms. This metric allows us to better plan
the size of instructional spaces to meet the needs of our programs. It attempts to compare
actual enrolment with the room capacity of our instructional spaces.
Some inferences from the above data:
• We have too few classrooms with a capacity below 26.
• We have too many classrooms with capacities between 26 and 40.
• Our classroom infrastructure is well positioned if we are to increase set sizes beyond the 26 student
mark.
• We are well proportioned for classrooms with capacities above 40
• Any availability constraints in our large theatres (100 and above) is likely caused by the scheduling
of small classes in these large spaces.
7%
45%
13%
17% 17%
56%
18%
8% 11% 7%
0%
10%
20%
30%
40%
50%
60%
1-25 26-40 41-60 61-100 100+
PercentageofActivity
Supply: % of the room sample with defined # of seats
Demand: % of courses scheduled into the sample with defined actual enrolment
Based on Room Hour activity
Supply and Demand Analysis
72 generally timetabled classrooms and theatres in BBY
Snapshot Data: Week of October 7 to October 11, 2013
Full-time studies only (M-F, 7:00 - 17:20)
Room Capacity
Enrolment
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Appendix 1 – Space Management Project Resources
The following documents can be downloaded from the Space Management Sharepoint site by clicking on the
link. You may be asked to log in using your standard BCIT credentials.
Space Management Project Charter
Space Management Steering Committee Terms of Reference
Space Management Working Committee Terms of Reference
Space Management Project Identification Document
Space Manager Job Description
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Appendix 2 – Space Management Initiative Gantt Chart
Project April
2014
Summer
2014
Fall
2014
Winter
2015
Summer
2015
Fall
2015
Winter
2016
Summer
2016
Fall
2016
Winter
2017
Summer
2017
Fall
2017
Winter
2018
Summer
2018
Fall
2018
DataCollectionandReporting
1 SW01 Space Inventory Pilot Project
2 Space Data Standardization
3 Archibus Upgrade RFI
4 New Space Database data entry
5 Routine Space Database Update/Validation Process
6 Space Data Synchronization
7 Scheduling System Needs
8 Scheduling Data Entry
9 Utilization Data Reporting
SpaceStandardsand
Stewardship
10 Space Management Governance
11 Timetabling Process and Guidelines
12 Space Allocation Guidelines
13 Standardization of Space Attributes
14 Space Audit within Program Development and Review Processes
15 Room Access/Security Review
Incenti
vizing
16 Utilization Expectations, Thresholds and Guidelines
17 Space Costing Model
SpaceMining
18 Space Needs Analysis
19 Term Length Alignment
20 Set Size Standardization and Optimization
21 Admin Space Audit
22 Service Area Audit
23 Seat and Room Utilization Strategies
24 Online Learning Strategy
25 Hours of Instruction
26 Learning Space Design
27 Enrolment Increase Impact Analysis
Green – Working Period Amber – Evaluation and Refinement Period Blue – Monitoring Period
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Appendix 3 – Detailed data source information
PRIMARY DATA LIST
Data Source
Total Square Feet 2,332,012 sq ft 2012 APPA Survey
Total Facilities Operating Costs, 2012 $15,344,638 2012 APPA Survey
Annual Operating Costs/Sq Ft $6.58 2012 APPA Survey
Full Time Enrolment 2012/13 17, 453 FTE Enrolments by Student Grouping
2013
Full-Time Enrolment 2012/13 Domestic 16, 211 FTE Enrolments by Student Grouping
2013
BCIT International Students 2013
Full-Time Enrolment 2012/13 International 1,242 FTE BCIT International Students 2013
Full-Time Tuition Revenue fy 2012/13 $49,772,285 2012/13 Consolidated Financials
Domestic Full-Time Tuition Revenue, fy 2012/13 $45,822,454 2012/13 Consolidated Financials
International Full-Time Tuition Revenue fy 2012/13 $3,949,831 2012/13 Consolidated Financials
GHG Emissions, 2013 calendar year 8196 Tonnes 2013 Ministry report
Carbon Offsets paid in 2013 calendar year $204,909 2013 Ministry report
CALCULATIONS
10% reduction in gross square feet/FTE (Figure 1, p.10)
Cost avoidance or reduction in annual operating costs
(2,332,012sf x 10%) = 233,201sf
233,201sf x $6.58/sf = $1,534,462
One-time capital construction costs
Average facility replacement costs (construction + soft costs + FF & E) = $435/sf
233,201sf x $435/sf = $101,442,435
GHG Emissions
8196 tonnes/yr x 10% = 820 Tonnes
Carbon Offsets
$204,909/yr x 10% = $2049
