How are these issues being overcome?

The report on the design and management of open plan spaces states that "There is clearly an interplay between the design solution that is developed for a space and the ensuing management issues". So the first thing to say is that management issues presented by a space can be overcome at the design stage i.e.designed out. For example design can be used to create temporary divisions in open plan space. Whilst this is 'design' it is also a strategy for 'managing' large open spaces.

On the matter of open plan spaces the report notes that there is often an assumption that open plan space is unsuitable for many activities in Further and Higher Education. However the debate that takes place in institutions around open plan space usually tends to be an "either/or" one - open plan space or cellular offices/rooms. But the report points out that there is territory to explore that spans the spectrum from open plan to cellular space such as the 'igloos' which serve as temporary semi-private structures used in the Saltire Centre at Glasgow Caledonian University. Challenging the need for cellular space and creating new forms of semi-private space within open plan that can fulfil articulated needs is seen as an important management task by this report.

A key part of the management of spaces again is part of the design process and is described by the report as:

... managing the conversations about, and expectations for, new spaces and promoting their strategic purpose, highlighting their success.

If this is not done it

... leaves a vacuum for subjective judgements which once established are difficult to remove or correct. Interventions that promote purpose and intention and comment on success are therefore crucial in the management of space projects.

And this process of promotion through conversation and other channels is seen as an important ongoing management strategy essential to the survival and success of any innovative open plan space project. It should be started early and continued indefinitely with vigour. This is about what the authors call "Managing opinion". A study from Leeds Metropolitan University says that resistance from students to new initiatives in the Library is directly proportional to the time that they have already spent at the University. This general rule applies to all members of the University or College community. In addition to managing the conversation as described above it is important to collect data that shows evidence of success, as well as legitimate criticism. User surveys, comments cards and focus groups all serve to ensure a continuing conversation with users and in the long run will pay dividends when support is required for further change.

Managing access

Open plan spaces that provide a wide range of facilities and services for users can be confusing. The aim should be for the space to be 'intuitively understood' by its users.

Managing use and behaviour

One of the most common issues raised in this study by respondents relates to user behaviour. This includes noisy behaviour, creating litter, or in rare cases damage to the furniture and fittings. One solution, often used, is to develop a set of rules that articulate clearly what is expected. Interestingly the Information Terraces at the University of Sunderland used this approach when they first opened (see case study) but have now abandoned it, as there no longer seems to be a need. It is as if over time the population of users has 'learned' the expected behaviour. A similar rules-based approach is being introduced in a number of places (see Leeds Metropolitan University case study) in response to the increasing consumption of food and drink and the subsequent litter problem. A variation of the rules-based approach, which takes a more partnership stance is to develop a charter of behaviour, which places responsibilities on both user and management of the space and clearly articulates what each can expect from the other. Many libraries have used this approach successfully.

The goal that most sites aspire to is to create a tone and ethos to the facilities that makes them effectively self policed.

In short then - you should aim to 'design out' the 'physical' issues and create an appropriate environment for the psychological ones. And to make sure that what you have done and are doing is working you should actively seek constant informal and formal feedback.