Strategic Space Utilization Organizational Design

As part of Western's Administrative Redesign, the University is taking a more strategic approach to how classrooms and other spaces are scheduled, invested in and used. The goal is to improve teaching and learning experiences by concentrating activity in higher-performing spaces and reducing investment in persistently underutilized spaces. This approach will help ensure that students and faculty have access to higher-quality environments while enabling us to make better use of our physical resources.

Current state of space use

Today, too many classes are being held in rooms that do not match their class size or instructional needs. Federated scheduling practices and the University's large instructional footprint have resulted in underutilized space. Based on a standard higher education utilization target of 70%, WMU may have 50% more classroom space than it needs.  This excess capacity reduces campus vibrancy, increases operating costs and stretches investment across too many rooms of uneven quality. The initiative is intended to shift space decisions from fragmented practices within individual units to more coordinated stewardship that supports the student experience, faculty satisfaction and long-term sustainability.

In practical terms, this effort centers first on instructional classrooms while also informing broader decisions about repurposing, modernization and the future use of underperforming buildings and spaces. It will rely on unified scheduling through 25Live, shared utilization standards, clearer policies for classroom assignment and investment, and a stronger focus on concentrating instruction in high-performing core academic buildings.

Benefits

For the University

  • Better use of classroom and facility resources by aligning scheduling, investment and renewal decisions to actual utilization and instructional need.
  • Lower operating and capital costs over time through consolidation, repurposing and reduced investment in persistently underused space.
  • A more vibrant and concentrated campus experience, with instruction scheduled more intentionally in the highest-performing and most modern buildings.

For colleges and departments

  • Better access over time to right-sized, higher-quality classrooms that are more aligned with enrollment, pedagogy and actual course demand.
  • More transparent information through utilization reporting and dashboards, helping academic leaders make decisions with a clearer picture of how space is being used.
  • Clearer expectations for classroom scheduling, assignment and utilization through shared standards, central scheduling and institutional reporting.

For faculty and students

  • A stronger teaching and learning environment through improved classroom quality, better room fit and more concentrated use of modern instructional space.
  • Greater clarity for faculty, schedulers and support teams about how rooms are assigned, what standards guide investment and how exceptions will be handled.
  • Over time, more predictable planning for instructional space as classroom use, renewal and repurposing decisions are guided by visible standards.

Planning approach

Leadership: Jan Van Der Kley, vice president for business and finance, and Dr. Chris Cheatham, interim provost and vice president for academic affairs, will establish the Classroom Utilization Governance Group (CUGG), a standing group that will guide standards, review processes and implementation expectations.  

As with the other redesign efforts, the approach is meant to be phased and governance-informed, using common metrics and clearer decision-making rather than relying primarily on decentralized practices within individual units. For colleges and departments, this approach will create more consistent expectations and fewer purely local workarounds, while still allowing governance processes to shape the standards and review exceptions.

Timeline and phases

Discovery, foundation and standards phase

The provost will establish the CUGG; determine classroom utilization targets; create assignment standards; and establish review criteria and reporting expectations. The process will begin for consolidating evening, Friday and summer courses into fewer academic buildings.

Implementation planning phase

The CUGG will begin its efforts in fall 2026 with responsibility for implementing and then monitoring guidelines for classroom utilization; classroom assignment; room scheduling; evaluating classroom conditions and prioritizing investments. It will also be responsible for subsequent performance monitoring.  

One of the group’s first actions will be scheduling all spring 2027 instructional classes through 25Live, the University's official scheduling system. Changes will be made regarding Friday classes and use of Moore Hall as the University moves toward a Core Campus Classroom Strategy. By the end of the 2026-27 academic year, CUGG will develop a classroom use and condition dashboard to be used in the future management of classrooms.

Execution and continuous improvement planning

Starting in summer I 2027, classroom use of Moore Hall will end; utilization reports will be provided to deans and academic leadership; annual reviews of classroom performance will be conducted; and renewal priorities and governance standards will be established. Over time, this phase will also support strategic renewal of core classrooms, the repurposing of oversized or underused rooms, and broader decisions about lower-performing space elsewhere on campus.
 

A drone view of Sangren Mall on WMU's campus.

Connect with Administrative Redesign leadership

Contact us to share your perspectives, questions or concerns about the Administrative Redesign.

Other Administrative Redesign initiatives

Financial and administrative operations

A campuswide assessment is underway to identify where shared services could ease routine finance and HR work.

IT redesign

Campus technology teams are coming together under unified leadership to strengthen security and simplify support.

MarCom organizational design

Marketing and communications functions are consolidating into one team to sharpen WMU's competitive edge.

Strategic sourcing and spending

A new approach to procurement and contracts aims to stretch every non-personnel dollar further.