In the world of higher education facilities, space is often treated as a zero-sum game. When data reveals chronic underutilization, lecture halls at 20% capacity or office spaces that sit dormant, the natural instinct from leadership can be defensive. For space planning leaders, delivering this data often feels like delivering an indictment.
However, the most successful institutions have learned that the key to modernizing large real estate portfolios isn’t just about the data itself; it’s about how you frame the conversation.
The Purdue Pivot: From Policing to Partnering
A powerful example of this shift comes from Purdue University. After initial pushback from leaders, they pivoted from approaching departments with a “you’re in trouble” or “we’re taking away your space” mentality, to a language of evolution. Their strategy centers on a set of assumptions that prioritize transparency and mutual benefit:
- “We are not out of space.” This moves the conversation away from the panic of scarcity towards the logic of optimization.
- “We’re not taking your space away.” This addresses “psychological protectionism” head-on, reducing the fear of loss that often leads to space hoarding.
- “The way we teach and work has evolved.” By acknowledging that people’s needs have changed at the same time that hybrid work has accelerated, the focus shifts to whether the current space serves the mission, not just who owns it.
- “Together we can proactively redesign your space.” This positions facilities as a partner in modernization rather than a central authority enforcing mandates.
Moving Beyond the “Blame Game”
When addressing underutilization, the goal is to close the “gap” between vision and reality without alienating the champions and leaders who manage these spaces daily. Here is how to navigate those conversations:
1. Focus on the Cost of Inertia
Instead of calling out specific departments, highlight the collective burden of maintaining underused facilities. The cost of heating, cooling, and deferred maintenance on empty buildings strains everyone’s budget. At Brown University, Sara Walsh, Executive Dean of Finance and Administration, emphasized that managing physical resources effectively is a financial imperative that enables strategic priorities. Walsh summarized, “I monitor my personal finances on a regular basis even so they don’t really change month to month. It’s responsible to monitor utilization on something we’re paying for.”
2. Present Data as a “Source of Truth” for Support
Frame occupancy analytics not as a monitoring tool, but as a justification for investment. For example, if data shows a space is consistently at 50% utilization, the conversation isn’t about failing to use it; it’s an opportunity to “restack” and return square footage to use for higher-impact functions like collaboration or heads-down spaces.
3. Identify the “Cascading Effect” of Opportunity
Show how one change creates a windfall for others. Purdue’s decision to decommission Heavilon Hall—an aging building with low utilization—allowed them to save millions in deferred maintenance and redirect those funds toward modernizing adjacent buildings. This “cascading effect” turned a loss of an old building into a gain for student experience and innovation.
Practical Reframing Strategies
| The Old Narrative | The Strategic Reframing |
|---|---|
| “Your department isn’t using its allocated square footage.” | “How can we help you adjust your space to better support your workers?” |
| “We need to reclaim this building because it’s mostly empty.” | “This building is at its end-of-life; let’s find you a more modern, efficient home in a high-utilization hub.” |
| “The data shows you’re not following the occupancy policy.” | “The patterns we’re seeing suggest current policies might not reflect how your team actually works. Let’s align the space with reality.” |
Building a Culture of “Universal Space”
The ultimate goal for any space planning leader is to foster a culture where space is viewed as a shared asset leveraged for the good of the entire institution. This shift in narrative helps you build champions across departments and leverages data to reduce misperceptions and emotions.
By following this framework, shifting the discussion around underutilization as a chance to “rethink how we work,” you move from being a space enforcer to a strategic steward. You aren’t taking space away; you are unlocking its full potential.
