Academic Strategy: Curriculum Driven Facility Optimization

MGDA specializes in strategic analysis guiding fundamental academic decisions that optimize resources, facilities, and revenue potential leading to increased margin. This type of analysis is particularly valuable when building a new University where there is no campus history, no patterns to accommodate, and not reference points to use to develop specifications. The simplest form of data one could use (and many do) is to just look at an existing institution about the size and clone it. There a number of reasons this is not advisable, some examples include:

  1. The current paradigm shift to a digital learning ecosystem is changing room utilization use patterns, room configuration requirements, capacity and technology requirements.
  2. Without some optimization analysis, low utilization artifacts can continue unrecognized and unabated.
  3. There are multiple sources of sub optimization. Low schedule utilization, inappropriate course or pedagogy for a room configuration, disruption of optimum schedule, …

To illustrate the magnitude of difference between optimization scenarios we offer the following real world example from our client experience.

Comparative Analysis Comprehensive University

MGDA assessed the curriculum of a comprehensive university and analyzed four growth scenarios and their impact on academic facility space. The university is committed to double its size and grow from its current 20,000 student enrollment to 40,000 students. This summary table shows the total room count across all 82 Programs of Study. The blue columns show total room counts at 20K enrollment, the orange shows the count at 30K enrollments and the grey columns show rooms required at 40K enrollment.

Room Count Comparison by Scenario and Schedule Model (Chart)

The Room Count by Scenario and Schedule Model chart is very revealing. Academic administrators and facility managers will immediately recognize very different perspectives and beliefs reflected in the scenarios and the politics of the institution. In the end funding agencies required some assessment of room utilization possible and an unambiguous and impartial view of capacity. The chart shows actual room counts by stage of enrollment growth for each of four facility ownership scenarios.

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