Methods for improving the efficiency of university space and property utilization through the application of commercial asset management principles

Abstract

The article examines ways to improve the efficiency of the use of university space and property on the basis of commercial asset management principles, defining the aim as the development and quantitative validation of a model that shifts the asset complex from a cost to a revenue paradigm while preserving the academic mission; the empirical base includes data from 20 Russian universities of different profiles for 2019-2023 financial and operational reporting, internal registers, and the methodological apparatus combines systems and comparative analysis, economic-statistical methods, correlation-regression modeling, calculation of the basic and modified space utilization coefficient, as well as processing in SPSS/Excel to assess dynamics and robustness of effects. At the baseline, a low degree of commercialization is recorded effective utilization coefficient averaging 65-70%, share of income from property 5% and a structural gap between total and revenue-generating area; the introduction of asset management practices redevelopment of idle zones into coworking, congress formats, technology parks; diversification of tenants and services delivers accelerated growth of revenue from commercial use by 200-250% over two years while increasing the share of utilized space by 15-20%, with the modified coefficient identifying low-margin zones as a reserve for further optimization. Correlation analysis confirms a strong association between targeted modernization investments and revenue growth Pearson coefficients 0.91-0.96, and the calculated payback periods of individual projects e.g., coworking, congress hall, technology park fall within horizons of up to 2-3 years, followed by a multiplicative effect for the university ecosystem. A closed-loop managerial model is proposed audit and zoning of the space portfolio → redevelopment and launch of commercial formats → reinvestment of income into further modernization → growth of utilization and profitability coefficients, institutionally supported by the creation of a specialized asset management directorate, the introduction of KPIs for revenue and margin per m², a market re-rating of rates, and standardization of contractual practices; practical recommendations cover project screening, prioritization of facilities, management of downtime and seasonality risks, and the elaboration of regulatory constraints, making the proposed roadmap scalable at the industry level.