The Integrated Workplace

AN OV E RV I E W

T H E INTE GRATED workplace

a comprehensive approach to developing workspace

O FFICE OF REAL PROPERTY WORKING WITH THIS DOCUMENT

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TABLE OF CONTENTS

Foreword | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 1

Executive Summary | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 3

Acknowledgments | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 11

Chapter 1:

Chapter 2:

Chapter 3:

Description of the Integrated Workplace | | | | | | | | | | | | | | | | | | 25 Case Study 3: Manor Care Corporate Headquarters Case Study 4: National Partnership for Reinventing Goverment

Chapter 4:

Guidelines for Developing the Integrated Workplace | | 85 Case Study 5: Owens Corning World Headquarters Case Study 6: The Robert L. Preger Intelligent Workplace

Chapter 5:

Findings, Recommendations and Next Steps | | | | | | | | | | | | | 105 Case Study 7: Social Security Administration Headquarters

Appendix A:

Glossary of Terms | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 109

Appendix B:

Resources/References | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 111

Appendix C:

Related Legislation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 115

Appendix D:

Integrated Workplace Initiative Participants | | | | | | | | | | | | | | 116

Appendix E:

Publications Survey | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 127

Cover: Courtesy Steelcase, North America THE INTEGRATED WORKPLACE:

A Comprehensive Approach to Developing Workspace

U.S. General Services Administration

Office of Governmentwide Policy

Office of Real Property THE INTEGRATED WORKPLACE | 1

FOR EWOR D

The Office of Governmentwide Policy is pleased to issue The Integrated Workplace: A Comprehensive Approach to Developing Workspace. This report has been prepared to assist in developing Federal workplaces that best support the mission and goals of the people using them. I would like to acknowledge the support of David L. Bibb, whose Office of Real Property responded to the need for rethinking our workspace as recognized by Vice President Al Gore, GSA Administrator David Barram, and many forward-thinking private corporations. This report was prepared by a multidisciplinary team under the leadership of Stanley C. Langfeld, Director, Real Property Policy Division. The team leader for the project was Rob Obenreder, and the team members were Hank Aldag, Deborah Connors, Jonathan Herz, Wendell Joice, Gary Jordon, Jill K. Shafer, Joanne Shore, and Ray Wynter. Additional assis tance was provided by Melanie Anderton, Patrice Coleman, Carolyn Newsome, and Tanya Gross. I also wish to thank all the dedicated real property, human resources, and information technology professionals from the many Federal, academic, and private sector organizations who participated in discussions and provided input and review for this report. It could not have been produced without the collaborative effort of this diverse group. I think you will find the information contained in this report helpful in providing workspace that can take your organization into the twenty-first century.

G. Martin Wagner Associate Administrator Office of Governmentwide Policy U. S. General Services Administration

THE INTEGRATED WORKPLACE | 3

EXECUT IVE SU M MA R Y Imagine

A workplace that is specifically designed to support your office’s mission and that is integrated with your organization’s strategic plan

A workplace that serves the needs and work practices of the employees

A workplace that can be quickly and inexpensively adjusted by the user to maximize his or her productivity and satisfaction

A workplace that is comfortable, efficient, and technologically advanced and allows people to accomplish their work in the most efficient way

A workplace that meets your office’s needs and justifies its cost through the benefits gained

Imagine a way to create such a place. It’s called the Integrated Workplace. 4 | Executive Summary

What Is the Integrated Why Is the Integrated Workplace? Workplace Important?

The Integrated Workplace is Corporate America has discov the result of a collaborative, ered that the only way to multidisciplinary approach to remain competitive and stay developing and providing ahead of rapid changes in workspace, uniting your organi business and technology is to zation’s strategic real property continually reinvent itself, The MTV Offices in Santa plan with your organization’s using workspace as a strategic Monica California were strategic business goals. It tool that helps to meet those designed by Felderman and Keatinge to provide a home- responds to the people and goals. The way the Federal away-from-home feeling with work practices of each individual Government works is also references to the local sun, and group, and provides them changing, and there is greater sand, and surf. with the physical space and competition both within and Courtesy of Haworth Inc. tools needed for their success. outside of the Federal sector for quality employees. To take advantage of the current changes within Government to provide better workspace that best suits its needs, the General Services Administration’s Office of Governmentwide Policy, Office of Real Property established the Integrated Workplace Initiative. It will identify and promote a more comprehensive approach to providing leading-edge work places that will assist Federal agencies in creating cost effec tive, flexible, efficient office environments that enhance productivity and assist in attracting and retaining a quality workforce. THE INTEGRATED WORKPLACE | 5

The Integrated Workplace approach will help you develop facilities that support your changing business practices by involving all those affected by the workplace. With the Government’s ongoing rein vention and workforce reduc tions, organizations must work smarter with fewer resources. By using the Integrated Workplace as part of your strategic development plan, Herman Miller systems and matching business goals to Who is the Office of freestanding furniture were workplace designs, you can Real Property? used at Nationsbank to create consolidate and reconfigure three work zones – individual, interactive, and public/confer the spaces where you work The Office of Real Property ence - that can accommodate while providing people with develops policies and prac the different work styles of the the tools they need to support tices to guide the acquisition, organization. the organization’s mission. development, management, Used with permission of Herman Miller Inc. The Integrated Workplace is and disposal of the U. S. important because of what it Government’s real estate can produce for your organi portfolio. As part of the zation, such as: General Services Administration’s Office of > Improved productivity Governmentwide Policy > Improved employee job (OGP), the Office of Real satisfaction Property collaborates with other Federal agencies to > Better use of limited improve management of resources—namely, people, the Government’s real prop space, time, and money erty, including development of work environments that can best serve us now and accommodate future change. 6 | Executive Summary

How Can the Integrated can help assure that you have Workplace Help You? provided the best space for the required tasks. Improve Productivity Improve Employee Satisfaction You know intuitively that a and Health person who is uncomfortable Modular furniture systems in his or her workspace is less The work environment’s abili at Citibank provide comparable amenities in smaller worksta productive than one who is ty to increase employee job tions that rely on shared areas comfortable. Studies have also satisfaction and its ability to to provide additional space. proven this fact; good work attract and retain high quality Used with permission of Citibank. space improves productivity employees has not been and poor workspace reduces extensively studied, but there productivity. An integrated is some evidence to corrobo approach to the workplace rate its importance. MODULAR OFFICE SYSTEMS

Administrative standard Glazed panel modules workstation (7’6” x 10’) increase visibility without loss of privacy

Overhead storage units can be added or removed based on user need

Transaction surface for secretarial stations

Mobile pedestals can be placed to user’s preference

Shared surface facilitates one-on-one interaction

Shared spanner top for teaming Adjustable keyboard/mouse Enhaced CitiSpace workstation cutout is standard (7’6” x 7’6”) THE INTEGRATED WORKPLACE | 7

On the other hand, studies have proven that the health, and thus the productivity, of building occupants is directly affected by the interior environment.

Improve the Bottom Line

Using an Integrated Workplace approach can provide benefits through improved productivity and better use of space. Preliminary cost-benefit stud integrated solutions to your Different types of work areas workplace needs. They are: at the new Owens Corning ies have verified that the initial Corporate Headquarters cost of quality facilities can be People: The individuals who in Toledo, Ohio, support the justified by the substantial work in an organization, the various work processes of the organization. gains they provide later in 1work processes they use to improved performance. accomplish the tasks that fulfill the Courtesy of Steelcase North America. Other organizations have organization’s mission, and the cul- found that an integrated ture or working environment that approach to developing their defines that organization. Important workspace resulted in a reduc issues include: tion of total space that saves > Understanding individual on rent and maintenance costs. worker needs However, space reduction should be viewed as a second > Understanding the organiza- ary benefit to careful analysis of tional culture space function and need, and > Defining and analyzing not the primary goal. the organization’s work What Are the Basic Elements of processes the Integrated Workplace? > Exploring workplace There are three basic ele alternatives ments that must be consid > Managing organizational ered together as an interactive change whole in order to provide 8 | Executive Summary

Work stations must be flexible and adjustable to support the necessary technology.

Courtesy of Herman Miller Inc. Technology: All the engineered tools that support and 3enable people to communicate and process the information needed for their work. Issues include:

> Using technology that properly supports the organizational culture and work practices

> Accommodating future change

> Balancing cost and longevity Space: The building infrastructure that houses and > Using suitable procurement 2supports the occupants, their and maintenance methods work practices and technology. How Do You Implement the Important issues include: Integrated Workplace?

> Providing adequate flexibility Developing an Integrated in the infrastructure Workplace is a continuous, > Satisfying individual needs reiterative process that flows for personal comfort through three basic develop ment phases: planning, imple > Using suitable space mentation, and post-occupancy planning concepts management. The Guidelines > Understanding and section of this report will help you develop a plan for your Administrative workstations addressing important at the National Partnership for spatial characteristics workspace tailored to your Reinventing Government provide organization’s business needs. flexible space while making > Using appropriate, Critical to the entire process is a good first impression. ergonomically designed developing a multidisciplinary Photo by Hoachlander-Davis furniture project team comprised of both Photography courtesy of GSA Public an in-house steering committee Buildings Service Marketing Division. that represents all facets of the THE INTEGRATED WORKPLACE | 9

organization and talented pro > As Government organizations fessional consultants who are continually reinvent themselves well suited for the particular to remain competitive and stay project and organization. ahead of rapid changes in business and technology, provid- What Did We Find? ing workspaces with flexibility to The general findings of this adapt to change is the most criti- study are that: cal factor in supporting new work processes and technology. > The quality and suitability of workspace greatly affects the > Support from senior manage- productivity and well-being of ment is essential for successful those using it. implementation of an Integrated Workplace approach. > A clear definition of an organization’s mission and goals and the > The Integrated Workplace work practices used to achieve development process is a them are prerequisites to devel- reiteration of good design oping the best workspace. practice that is comprehensive and primarily focused on the > Since people are the most needs of the people and work important resource and great- processes rather than on est expense of any organization, space standards and furniture the long-term cost benefits of a requirements. properly designed, user-friendly work environment should be What Do We Recommend? factored into any initial cost Based on the research and considerations. findings of this study, we rec > Strategic organizational planning ommend that: must include real property con- > All Federal agencies should siderations and have participa- promote and use Integrated tion from facilities professionals. Workplace practices in devel- > Federal agencies need to keep oping their workspace. informed of new workspace > Procurement requirements, issues throughout the management processes, and Government and the space standards or guidelines private sector. 10 | Executive Summary

dealing with Federal workspace > The Office of Governmentwide should be reviewed and Policy should develop a method amended, where necessary, to for sharing information on facilitate an Integrated workplace issues throughout Workplace approach. the Federal Government.

> Senior management should > The Government’s successful be champions for better work- Integrated Workplace solutions space. need to be recognized and rewarded. > Budget and procurement decisions should encourage and support solutions based on a life-cycle model rather than a first-cost model.

> The Federal Government should promote and fund further research on the workplace, including the effects of the workplace and work practices on people’s health, productivity, and job satisfaction. THE INTEGRATED WORKPLACE | 11

ACKNOWLE DGMENTS

The Integrated Workplace ing organizations for opening Team wishes to thank the fol their doors and sharing their lowing experts for their contri insights with the Integrated butions to “The Integrated Workplace Team: Workplace Interagency Roundtable” > Center for Building Performance held on March 12, 1998, and and Diagnostics, CARNEGIE the “Integrated Workplace MELLON UNIVERSITY: Agency/Industry Workshop” held Volker Hartkopf, Vivian Loftness, on May 19, 1998. Steve Lee, Else Holter, Sila Berkol, Azizan Aziz > LOIS BENNETT Interior Designer, GSA National > HAWORTH FURNITURE: Capital Region, Public Buildings Bill Fonvielle, Phil Todd, Jean Service, General Services Blakeslee, Cal Kreuze, Jeff Reuschel, Administration Janis Evink, Judy Voss, Bryan > STEPHEN BINDER Eckert, Bob Tuttle, Kurt Forrest Vice-President for Global > HERMAN MILLER FURNITURE: Planning, Citicorp Gene Benassi, Mattie Blow, Mark > CYNTHIA FROGGATT, Salisbury, Sharon Lukas, Rick Duffy, Principal, Froggatt Consulting Gary Schultz, Karen Smant, Gordon > LOUIS GOETZ Stannis, Sharon Nienhuis, Marg Principal and CEO, Mojzak, George Morgan Greenwell Goetz Architects > STEELCASE FURNITURE: > LEONARD KRUK Greg Engelsma, Don Buchan, President, Sam Massie, David Lathrop, Jim Office Visions Consulting Lawler, Kurt VanEss, Craig Wilson, > RICHARD LOGAN Nick Vlahovich, Marsha Goodman, Vice President, Gensler Robert Jones, Bob Evett, > DON SOULSBY We also wish to thank all those Managing Architect, in the Federal Government Information Management Consulting, Platinum Technology who contributed to this docu ment, with special thanks to: In addition to all those who > TOM GROOMS provided input for this report, GSA Public Buildings Service we would especially like to thank the people at the follow T H E INTE GRATED workplace

1 chapter Introduction THE INTEGRATED WORKPLACE CHAPTER 1 | 13

I NTRODUCTION

Because of the many changes This initiative is part of the being made today in the way Office of Governmentwide the Federal Government Policy’s ongoing efforts to works, the need for changing develop guidance for imple the workspace to support mentation of the Federal Real these new business processes Property Asset Management has never been greater. Principles of October 1996 Consolidation of space due to that included issuance of the downsizing of the Federal Office Space Use Review: Current workforce and the reorganiza Practices and Emerging Trends tion of Federal agencies have in September 1997. Just as created an unprecedented the President’s National opportunity to rethink the way Performance Review of 1993 our workspace affects individ directed Government agencies ual performance and supports to rethink business practices to our missions and goals. create downsized and stream lined Federal Government, the To take advantage of the Office Space Review encouraged current changes within them to rethink the space Government to provide better needed to support their rein workspace that best suits its vented missions. needs, the General Services Administration’s Office of Going beyond prescriptive Governmentwide Policy, utilization rates, the Office Office of Real Property Space Use Review urged agen established the Integrated cies to develop appropriate Workplace Program. It will standards by identifying sub identify and promote a more stantive physical space needs comprehensive approach to to support their mission and providing leading-edge work to compare the results to the places that will assist Federal private sector through per agencies in creating cost effec formance measures such as tive, flexible, efficient office cost per employee or percent environments that enhance age of total administrative productivity and assist in budget. The Office Space Use attracting and retaining a Review, initially intended only quality workforce. to provide guidance on space 14 | Introduction

Varying systems furniture standards, asked agencies to reinvented missions. This panel heights allow for both reconsider the use of tradi report encourages agencies to privacy and communication at new offices for NationsBank tional offices and to look at create innovative work envi Business Marketing Group. alternatives to in-office work ronments in those spaces where

Courtesy of Herman Miller Inc. environments, considering their new business practices best practices and emerging can succeed. trends such as telecommuting The design of new work envi centers and working at home. ronments requires considera The report concluded: tion of how three elements of The workplace of tomorrow the workplace—people, space, will no longer be the traditional and technology—interact to workplace of today. The need support the business goals. to be competitive, to support Creating successful work envi new ways of working, and to ronments requires a multidis keep a skilled work force will ciplinary approach involving require flexibility. Technology the entire organization, includ has made it possible, and a ing end users, management, growing consensus in society information systems and that work and home life have human resources personnel, become unbalanced has made facility managers, and design it desirable. professionals. This report (Office of Real Property 1997a, p.1) presents ways agencies can begin to think about those The Office Space Use Review new environments, and, study encouraged through its guidelines, take Government agencies to steps to plan and implement rethink space needs for their Integrated Workplace solutions. T H E INTE GRATED workplace

1case study Arbitron Corporate Headquarters Case Study 1

Arbitron Corporate Headquarters

Columbia, Maryland

Occupants

The Arbitron Corporation

Design

Greenwell Goetz Architects

Contact

Bob Reinhart, Facility Manager, 410 312-8360

Project Background

The Arbitron Corporate Headquarters building is located at 9705 Patuxent Woods Drive, Columbia, Maryland. This 140,000 square-foot, five-story building is well placed and has a modern tinted glass facade. Each floor has approximately 65 workstations, and the building presently accommodates 400 employees. The build-out for Arbitron was specially noted and acclaimed for its design, flexibility, and the reuse of existing systems furni ture. This design resulted in a 25% reduction of the square footage use per person, consolidated many types and sizes of workspaces into three standard workstations, and facilitated more team communication. Many compatible and common themes were found between the company’s philosophy and the design of the building. Arbitron Corporation had decided to make a considerable change in the way it did business by getting out of the televi sion ratings business and concentrating solely on radio ratings. The design of the new offices had to reinforce the new way of doing business, facilitating the refocusing on radio ratings. This change also allowed the consolidation of several separate office facilities and required management to focus on being flexible and accommodating employees to reduce the loss of skilled workers.

Integrated Workplace Concepts Employed

People

> Employees had direct input into the design of the office areas through the employee design team that interviewed them and reviewed space mock-ups. The ideas for the coffee areas; teaming, conference, and teleconferencing rooms; the large meeting rooms with a service kitchen; self service cafeteria with an outside café area; and the workout area came from the employee design team.

> To promote good health, a workout area with showers and a locker room is provided, and every bathroom has a scale. The building is also a non-smoking building.

> Many areas have high ceilings to increase the feeling of spaciousness.

> Since the radio ratings business is considered less formal than television, cultural changes were also needed. Arbitron now allows casual dress (“business casual”), and lets their clients work in their office.

> Although they searched for sites in the “Metro area and beyond,” Arbitron finally picked Columbia, Maryland, because most of the employees liked the lifestyle and amenities the location had to offer.

> A tastefully designed coffee station equipped with a sink and a microwave oven was provided in the outside hall of the employee workspace. Coffee is free.

Space

> Space was used as a catalyst for change, with office locations, flexible design, and facilitating technology encouraging a fresh environment.

> At least 3-4 teaming rooms, located at the corners of each floor, were provided. The rooms accommodate 10-12 people, and have floor-to- ceiling glass.

> A large conference room is located in the middle core area of each floor, next to common use areas, where copying, mail pick-up, and administrative tasks can be done.

> Only three sizes of workstations were used: 120 SF for managers, 68 SF for professionals, and 58 SF for clerical workers. Case Study 1

> The few private offices are located in the interior, with glass walls that receive natural light from the surrounding open office space.

> The design incorporates the reuse of existing systems furniture.

> The design yielded a reduction of space per person and reduced the operating costs.

> The lessor provided all design and construction services.

Technology

> The facility design allows technical flexibility and connectivity.

> Lights with motion sensors turn on and off automatically.

> All offices are interconnected with a LAN system.

Project Results (best practices, lessons learned, benefits gained)

> Employee participation is the key to a successful consolidation and move.

> By consolidating from several buildings to one location, more employees can be housed in less space. Shared common areas, copier/support areas, front lobbies, etc., allow more personnel to be housed for a lower cost.

> Changing the culture in the workplace is very difficult. Moving the entire company to a new location provided a new environment that assists in promoting “change.”

> Structuring the project with the landlord delivering the entire office build-out concurrently with leasing the furnishings allows a company to move and operate with very little up-front cash. This “lease every- thing” concept also allows a company to trade up on its technology at the end of the lease period.

> Reusing existing, company-owned furniture can offer substantial savings.

All images courtesy of Greenwell Goetz Architects. THE INTEGRATED WORKPLACE CHAPTER 1 | 15

About This Report concepts and methods your organization should consider Just as each Government when thinking about how new organization has a unique work environments can best mission to accomplish in the support your needs. service of the American people, so should each supporting The concepts discussed here workplace be a reflection of are a reaffirmation of sound that uniqueness. This report design principles that often cannot define the specific get lost in the fray of budgets, combination of work alterna schedules, and politics. These tives, space configuration, and design principles call first for technology that will guarantee systematically identifying and the best work environments understanding your strategic Accommodating people and their work practices is the for each organization or needs and goals, and then car primary goal of the Integrated employee. It does identify rying them out within the real Workplace.

Courtesy of GSA Office of Governmentwide Policy, Office of Real Property.

Photo by Walter Smalling courtesy of Gensler. 16 | Introduction

world parameters of your office. ideas and knowledge presented Focusing on the needs of the in this report will help you to people and work processes develop that space. rather than on space standards So this report is not a “cook and furniture requirements, book,” nor does it provide in conjunction with professional design standards. Rather, it design assistance, will help attempts to provide an overall your organization define work framework for change and to space that suits your people identify some important and their work and that is with concepts and resources for in your budget. Defining your your organization to use in its business goals and future journey toward a more perfect direction, and communicating workplace, where people are this to design professionals, is their most productive and the first, key step in developing satisfied. a successful work environment. One last word: Just as your How and why the decision is work requires professional made to develop new work expertise and training to space is a critical one, and we accomplish it successfully, so encourage you to look else does the complicated practice where for help and expertise of workplace design. It is not on business process re-engi something for the inexperi neering and strategic planning enced or the amateur. Finding —to the National Partnership the right professionals, both for Reinventing Government within and beyond your and related business consult organization, is crucial to the ants. Since we are the Office of success of your project. Real Property Policy, the focus of this report and guidelines is on the physical workspace and what should go into its devel opment. Once you examine how you are working and deter mine that new or renovated space will contribute to your organization’s success, the THE INTEGRATED WORKPLACE CHAPTER 1 | 17

How To Use This Report Study Procedures

The six chapters of this report This report is a summary of are related, but fall into two research, analysis, and discus broad categories. Chapters 1, sions started in July 1997. We 2, and 3 describe the Integrated conducted a literature search Workplace and its basic of publications both in hard elements and issues. Chapters copy and on the Internet. We 4 and 5 deal with implementa discussed issues with experts tion of Integrated Workplace in both the private and public strategies. The separate chap sectors through personal ters can be used somewhat meetings, telephone inter independently of each other views, fax, and e-mail. We held and be referred to only as a GSA Roundtable Discussion needed. If you are already on November 20, 1997, an familiar with the concepts, Interagency Roundtable on feel free to move on to the March 12, 1998, and an guidelines. The executive Agency/Industry Workshop summary not only provides an on May 19, 1998 to get partici overview for the report, but pation and feedback from also contains the findings and both Government and private recommendations. Abbre sector professionals on work viated source references and place issues. We attended con specific page numbers, indi ferences and seminars on the cated in parentheses (Sample workplace, including World Reference 1965, p.1), refer to the cor Workplace ‘97, Advanced responding complete descrip Building Systems Integration tion in Appendix B. Consortium (ABSIC) A glossary of special terms is Meetings, the Alt.Office West also provided. Case studies Conference and Exposition, that illustrate implementation the PBS National Workshop of Integrated Workplace on Productivity, and the Strategies appear throughout National Science Foundation’s the report. Planning Meeting on Workplace Productivity. T H E INTE GRATED workplace

2 chapter A Brief History of the Modern Office THE INTEGRATED WORKPLACE CHAPTER 2 | 19

A BRIEF HIS T O R Y OF TH E MODE R N OFFICE

How Did We Get to the Office of Today?

Excerpted and adapted from Total Workplace Performance, by Stan Aronoff choice for the generation, coor Federal office space in the Old Post and Audrey Kaplan (Aronoff & Kaplan dination, and communication Office circa 1900. 1995, Chapter 2). of information. It is a facility in Courtesy of GSA Public Buildings Service The Office Facility which people can interact with Historic Preservation Office. each other, with their informa Throughout history, people tion, and with their informa have met to exchange informa tion processing tools. tion, make decisions, develop plans, and to buy and sell goods Our current concept of an or services. They may have con office as a facility built ducted these activities while especially for that purpose seated on a carpet, amid the emerged in Europe in the bustle of a coffeehouse, in the mid-1800s. Office buildings of consulting room of a profes that time consisted of rooms sional, or in an aristocrat’s that were rented to a single study. For businesses today, the company or to several small office has become the setting of firms for transacting clerical 20 | A Brief History of the Modern Office

or executive business. Since became larger, their growing the emergence of the single- clerical and administrative purpose office building, the workforce, which had previ office workplace has evolved ously been housed in private with advances in construction and shared quarters, was technology, improvements in accommodated in ever-larger Early bazaars were the forerunners office equipment, and develop general-purpose office of modern office space. ments in organization theory. spaces. The placement of Used with permission of WDL Publications enclosed offices on the Changing Styles of the Office (Aronoff & Kaplan 1995). perimeter created sizable Office designs from the middle interior spaces that became of the nineteenth century to known as bullpens. It was today have primarily served common to have dozens, even the burgeoning clerical and hundreds, of clerical work administrative components of stations in these expansive business. As organizations interior spaces.

Open bullpen office space for the General Accounting Office in the Great Hall of the Pension Building, 1926.

Courtesy of National Building Museum. THE INTEGRATED WORKPLACE CHAPTER 2 | 21

Bullpen layouts consisted of a rigid arrangement of desks, usually in rows. They provided individual workers with no visual or acoustic privacy and were typically noisy, poorly lit, and uncomfortable places to work. Ergonomics was not con sidered an issue in the office. Unlike factory settings, there was little concern for matching office furnishings to the task or to the individual. In the late 1950s, a new office design called the Burolandschaft (translated from German as “office landscape”) was devel oped in Germany. Two broth ers, Eberhard and Wolfgang democratic and egalitarian Schnelle, leaders of the style of management as well as Bullpen office layouts in the Great Hall Quickborner Team of manage to provide high-quality interiors of the Pension Building circa 1920. ment consultants, heavily pro tailored to the occupants’ Courtesy of National Building Museum. moted it. The office landscape needs. It was a philosophy that design sought to provide flexi fit well with the architectural ble, interesting interiors that design ideas that came into could easily be adapted to indi vogue in the United States and vidual tastes and group needs. Canada during the 1960s Layouts were spacious and used high-quality furnishings. At about that time, Robert Arrangements of live plants, Propst, a U.S. inventor- artwork, and other unconven researcher, was developing an tional devices were employed unconventional approach to to divide the space into indi furnishing offices for Herman vidual work areas. The concept Miller, a major office furnish underlying this design was for ings manufacturer. His idea, the physical layout to reflect a called the “Action Office 22 | A Brief History of the Modern Office

Furniture System,” was to and the Quickborner Team. replace such traditional office The office landscape employed furniture as desks and creden high-quality furnishings and zas with furniture components provided spacious work set and panels that could be tings. By contrast, the open assembled into a wide range plan/systems furniture design of work settings. Work surfaces, was mainly used to increase storage units, and other ele the number of workers who ments were hung on freestand could be housed in a given ing panels, which could be floor area. arranged as needed to form a Compared with the bullpen complete office work setting. arrangement, an open-plan/ It was the beginning of what systems furniture approach today is called systems furniture offered more privacy, greater The original Action Office™ As varying-height acoustic noise control, and more con Furniture System by Herman panels were introduced into venient storage of papers and Miller provided greater flexibility the open office, floor-support files. However, most occupants in arrangement of the space and in workstation layout. ed desks and storage units still preferred the private or began to be integrated into shared enclosed offices of the Courtesy of Herman Miller Inc. the rectilinear panel system. time. Proponents of the open- This office layout of “cubicles” plan arrangement emphasized offered slightly more privacy more open communication while retaining space efficiency. among office workers as a Hundreds of office furniture major benefit, even though designs are now based on occupants felt the lack of this concept. communication was not a sig nificant problem. Early on, The use of systems furniture occupants of the new open to create large open-plan plan layouts complained of a areas was a divergence from lack of privacy, noise distrac the original office landscape tion, and insufficient space. design envisioned by Propst T H E INTE GRATED workplace

2case study

HUD Next Door Case Study 2

HUD Next Door

Washington, DC

Occupants

The U. S. Department of Housing and Urban Development (HUD)

Design

Richard Logan and Ernest Munoz Gensler Associates

Contact

Lorrain Richardson, HUD, 202 523-4400

Project Background

In 1997, HUD started to design the prototype for its first store front facility. Originally, the facility was to be located in Wilmington, Delaware. However, the immediate availability of a 7,000 SF space resulted in the first HUD storefront office being located in Washington, DC, at 801 North Capitol Street, NE Before HUD began its storefront concept, they worked to under stand what they did and to envision what they wanted to accom plish. From this critical self-evaluation, HUD recognized the need for easier public use, to be closer to the public (actually in the “neighborhood of the user”), and to have a positive mechanism for name recognition. To accomplish this, the management and design team knew they needed something very different and innovative to change the agency’s image and operations. The HUD Next Door prototype facility was designed and built to facilitate a new way of serving the public. HUD plans to reproduce this concept in other parts of the country to bring their services to the people. This new way of doing business was accomplished through a change in management concepts, design, and technology.

Integrated Workplace Concepts Employed

People

> The space is used as a catalyst for change. Office location, open design, and user-friendly technology encourage and support a friendlier way to conduct business.

> Management and designers worked in a collaborative manner to facilitate cultural change in defining a “new image” for HUD.

> A transition manager was used to help orchestrate the new conceptual changes of being service-based and people-oriented.

> Training was provided for each employee in the new business/ work concept.

> Flexibility and self-evaluation are needed to fine-tune the new work environment.

Space

> The space, combined with the technology used, is designed to facilitate the new “service to the customer” working culture.

> Space was designed in an open fashion that provided 18 specialty desks and computerized kiosks. This allowed for a more supportive and friendly office environment.

> The office consists of a large open area, with a small employee break room that allows flexibility in the configuration of the office space, literally putting the customer in the workplace. Case Study 2

> Interior kiosks provide access to printed forms and information.

> The office design encourages customer support with interchangeability of function. Each workstation can be used for the same or different tasks.

> To “get closer” to the customer, HUD built the office as a retail storefront in the neighborhood it serves. The door is literally open for walk-in customers.

Technology

> Software is especially user friendly, with multi-language instructions and touch screen technology.

> Walk-up ATM technology allows 24-hour access to HUD forms.

> Furniture, telephones, computers, and software are all “off the shelf” items, with few, if any, custom upgrades. Use of off-the-shelf technologies lets HUD produce many storefront offices using the same items, with few problems either in the use or acquisition of equipment and software.

> Office computers are connected with each other and with other regional offices through a LAN.

> Filing and document regeneration can be done at a workstation or from a kiosk. A customer can file or regenerate a form 24 hours a day using user-friendly software.

Project Results (best practices, lessons learned, benefits gained)

> For a project to be successful, you must first understand what your office does and how you want to do business. By defining new business concepts, changes can be made to reflect new ways of doing business.

> Function should determine design, especially with a new concept. Don’t try to fit the new concept into an existing space.

> Avoid custom technology and furniture, if possible. Off-the-shelf items are proven, tested, and usually can be delivered in less time.

Photos by Walter Smalling courtesy of Gensler. Floor plan courtesy of Gensler. THE INTEGRATED WORKPLACE CHAPTER 2 | 23

Today’s Office desks, tables, and chairs that could be used interchangeably It was the higher density of and could readily support work settings that made the personal computers began to open-plan office most attrac replace fixed office furniture. tive to cost-conscious organiza tions. The goal was to squeeze Nevertheless, it was not until the as many people as possible into early 1990s, when downsizing, the minimum amount of space. restructuring, and reengin Often, too little attention eering efforts rushed through was paid to developing well- the American workforce, that The Action Office™ accommodates designed, comfortable work Propst’s and Quickborner’s different work surface types and place environments. In the business-driven approach really heights. 1980s, systems furniture like gained favor. The importance Courtesy of Herman Miller Inc.

Robert Propst, designer of the first systems furniture, believed casual meeting areas were an important part of the modern office.

Courtesy of Herman Miller Inc. 24 | A Brief History of the Modern Office

Today's modern office provides varied work areas suited to specific work tasks. Window panels help distribute natural light and views while aiding communication.

Courtesy of Herman Miller Inc.

of having workspace that can identified as important for adapt to the work needs, improving their productivity rather than adapting the work (Duffy 1997, p. 80). processes to fit the space, is More and more, the office once again being recognized environments of today’s front- (Aronoff & Kaplan, 1995, p. 34). running businesses reflect the Today, the change to open business goals and work habits environments is less about sav of that organization and possess ing on operations costs than the flexibility and suitability that about reaping long-term bene can adapt to rapid changes with fits such as increased produc minimal cost, while supporting Lobby seating in the National tivity and efficiency. While high productivity and providing partnership for Reinventing significant savings still result, employee satisfaction. Government offices can also organizations adopting this provide impromptu workspace. tactic will more likely convert Photo by Hoachlander-Davis the saved space into informal Photography courtesy of GSA Public Buildings Service Marketing Division. meeting rooms, snack areas, and project rooms or reinvest it into workplace tools that the employees themselves have T H E INTE GRATED workplace

3 chapter Description of the Integrated Workplace THE INTEGRATED WORKPLACE CHAPTER 3 | 25

DESCR I PT ION OF TH E I NT E G RAT E D WO R KPLACE

What Is the Integrated down pods in the atrium.” Workplace? For most Federal employees, it is generally not working out The Integrated Workplace is of a briefcase with a laptop the result of a collaborative, and cell phone all day. And it multidisciplinary approach to does not necessarily require developing and providing the use of cutting-edge furni workspace, uniting your orga ture and eye-popping, high nization’s real property plan profile interior designs. Brill with your organization’s strate says what is true for most of gic business goals. It responds the work settings they have to the people and work prac studied and for the seventy tices of each individual and alternative officing projects group and provides them with they have completed is that the physical space, technology, “individual workspace is still a and connectivity required to primary tool, with people let them succeed. As a collabo spending 60% to 80% of their rative effort, it involves all time there. Of that time, most those who influence or are work is still solo-focused work affected by the workplace in requiring limits on distractions.” the development of that space. Franklin Becker of Cornell It is also important to under- University and Michael Joroff stand what the Integrated of the Massachusetts Institute Workplace is not, at least for of Technology introduced the most organizations. As described concept of the “Integrated by Michael Brill, a noted work- Workplace Strategy” in 1993. place theorist and practitioner, They define it as follows: in a presentation at the Alt.Office West Conference in It is a system that creatively August 1998, the new office is combines wisdom about the probably not “the really nature of physical settings groovy, wide open office with (where the work is conducted); folks interacting informally all the information technologies day and meetings happening used in the performance of everywhere—in jazzy settings, work (how data, opinions, at the coffee bar, and in touch- and ideas are accessed, 26 | Description of the Integrated Workplace

processed, and communicated); client’s business and design the nature of work patterns ing their office space to and processes (when and support their business practices how tasks must be performed is what Edward Friedrichs, to achieve business objectives); President of Gensler Associates, and finally, organizational credits with his firm’s long list culture and management of repeat clients and the (the formal and informal resulting growth of his company values, expectations, policies, that made it the largest and behaviors that influence interior design firm in the Passage™ freestanding system all the other factors) world (Interior Design 1997, p. S20). furniture from Herman Miller (Becker & Joroff 1995, p.1) provides flexibility and ease of Integrated Workplace strate configuration to assist the The Integrated Workplace is, gies should be developed designer in providing a sense in many ways, simply a reitera through a team effort that of place and that is a key ingredient of good office space. tion and compilation of good includes all those involved in design practice. The idea of developing workspace both Courtesy of Herman Miller Inc. integrating your office design from within and outside of with your work practices has your organization. This would been around at least as early as include in-house and con the 1950s with the Quickborner tracted building professionals Study and again in 1968, when (planners, realty specialists, Robert Propst designed architects, engineers, space Herman Miller’s “Action Office” planners, interior designers, furniture system to provide an construction managers, and office that could support the facility managers), the space “constant state of radical occupants, all levels of man change” that was occurring in agement, and professionals business (Propst 1968, p 12). Propst from human resources, infor identified many of the factors mation technology, communi influencing the office that are cations, and finance. It may still of concern today: accom also include others deemed modation of change, need for important to workplace devel better communication, the opment by an organization, diversity of office tasks and such as marketing or public skills, and new management relations professionals. trends. Understanding the THE INTEGRATED WORKPLACE CHAPTER 3 | 27

Completely mobile, Crossings™ furniture from Haworth accommo dates the frequently changing work teams at Gould Evans Goodman Associates in Kansas City, Missouri.

Courtesy of Haworth Inc.

The GSA Public Buildings Service has defined what they HALLMARKS OF THE PRODUCTIVE WORKPLACE call the Hallmarks of the Productive Workplace. If the Spatial Equity: The workplace is designed to meet the workspace possesses these qual functional needs of the users by accommodating the ities, it will have a positive tasks to be undertaken without compromising individual impact on the effectiveness and access to privacy, daylight, outside views, and aesthetics. well-being of the occupants. Healthfulness: The workplace is housed in a healthy Day-to-day, the greatest con environment with access to air, light, and water, and is cerns in the use of the space free of harmful contaminants and excessive noise. are health, comfort, and relia Flexibility: The workplace configuration adapts to bility. People must be able to typical organizational and work process changes but can rely on having good indoor air also be readily restructured to accommodate major quality to avoid illness and functional changes. fatigue. They must have the ability to control their environ Comfort: The workplace allows workers to adjust ther ment and use the space in mal, lighting, acoustic, and furniture systems to meet such a fashion as to maintain personal and team comfort levels. reasonable personal comfort Technological Connectivity: Workplaces on-site (e.g. team and avoid injury. Finally, they space, conference/multimedia space, hoteling space) must be able to rely on the effi and off-site (e.g., telecommute center, home office) allow cacy of the work support sys easy communication among distributed co-workers while tems. Nothing can be more allowing simultaneous access to data. frustrating, demoralizing, and counterproductive as being Reliability: The workplace is supported by state-of-the-art provided with building systems heating, ventilating and air conditioning (HVAC), light or equipment, such as new ing, power, security, and telecommunication systems and technology, that is not properly ventilating equipment that require minimal mainte maintained or supported. nance downtime and are designed with back-up capabili Adequate training and ties to insure minimal loss of service. resources to use or maintain Sense of Place: The workplace has a unique character, such systems must be provided. with an appropriate image and identity, enabling a sense of pride, purpose, and dedication for both the individual and the workplace community. Source: GSA Public Buildings Service 28 | Description of the Integrated Workplace

Why Is the Integrated of resources to developing their Workplace Important? “Real Estate 2000” Program that focuses on the strategic plan Why should you consider using ning aspects of the workplace. an Integrated Workplace approach to developing your The broad reorganization of workspace? Corporate America the Federal Government and is discovering the only way to the downsizing of the Federal remain competitive and stay workforce will result in exten ahead of the rapid changes in sive changes to the workplace business and technology is to as agencies consolidate and consider your workspace as a reconfigure space. Federal strategic tool in accomplishing agencies will have to work your business goals and to smarter with fewer resources. include real property manage “Faster, better, cheaper” is now At Steelcase Corporate ment staff as part of your strate the ubiquitous mantra of both Headquarters, a central communi cations room provides high-tech gic team. The International government and industry. conference space with flexible Development Research Council Further, with a shrinking sup furniture arrangements and state (IDRC), an association of top ply of knowledge workers— of-the-art technology. corporate real estate executives, people who can translate infor Courtesy of Steelcase North America. has recognized the importance mation into useful, marketable of this by devoting a great deal ideas—there will be increasing competition between Government and the private sector for competent people. An Integrated Workplace approach is important to devel oping workplaces that will sup port these new mandates of a changing business climate. It will help assure this by involv ing all those affected by the workplace at the appropriate time, by matching business goals to workplace designs and by helping to develop and THE INTEGRATED WORKPLACE CHAPTER 3 | 29

manage the changes to an organization and their effect on the workplace. It includes change management as part of the development process, so the space users can better understand the goals and expected benefits of the proj business needs of the organiza ect and how it supports the tion into physical space. The need for interaction and ease of mission of the organization. reconfiguration in team environments Some benefits of using an It will help provide space that can be accommodated by Steelcase Integrated Workplace System 9000© furniture. best supports the mission and approach in developing your work practices of each organi Courtesy of Steelcase North America. office space could be: zation through involvement of those responsible for the > Improved productivity for organization’s strategic plan your organization ning. It will provide space that > Improved employee job is most efficient and flexible satisfaction and well-being enough to accommodate future changes, because it will help > The best use of finite resources, design professionals and other such as space, time, and money consultants better translate the

Custom layouts for the Zondervan Corporation in Grand Rapids, Michigan are tailored to the organization’s workspace needs.

Courtesy of Steelcase North America. 30 | Description of the Integrated Workplace

Does the Workplace Affect A report by Johnson Controls Productivity? indicates indoor environments can affect human performance Research shows that the work from 5% to 15% (Wyon 1996, p. 5). environment has a substantial effect on the productivity of Most current research on the the workers. Their perform effects of the built environ ance is directly affected by the ment, as might affect the quality and suitability of the workplace, have been in the workspace and work tools— area of indoor environmental such things as a healthy envi quality: thermal comfort, air ronment, adequate workspace, quality, and lighting and their correct type of workspace, and affect on task performance. good communication and Some examples, compiled by information technology tools. Carnegie Mellon University, It is obvious that people who are listed below are constantly uncomfortable, (Loftness et al 1995a, pp.106-110). Natural light and operable or have to continually inter > DeMarco and Lister found direct windows at the Robert L. Preger rupt their work to make them correlation between the type of Intelligent Workplace on the selves comfortable, will be less Carnegie Mellon University space and the performance of productive than those who campus are features that can computer programmers in a improve worker performance don’t have to deal with such coding competition they conduct while reducing energy costs. distractions. every year. The top quarter per- Courtesy of GSA Office formed 2.6 times better in larger of Governmentwide Policy, Beyond intuitive observations, Office of Real Property. though, recent studies by the workspaces with fewer acoustic Rocky Mountain Institute indi and visual disruptions than the cate that improvements in ther bottom quarter, which worked mal comfort, lighting, acoustics, in smaller spaces with less and indoor air quality can visual and acoustic control. increase worker productivity by > In studies of typewriting effi- as much as 6% and can reduce ciency at different temperatures, absenteeism by 8% to 45% subjects performed considerably (ABSIC 1998, “The Greening of DEP,” Kulp more work at 68 degrees than at Boeker Architects). 75 degrees F. THE INTEGRATED WORKPLACE CHAPTER 3 | 31

> The combined effect of a new ENVIRONMENTAL FACTORS AND WORKER PERFORMANCE building and individual control of each workstation environment Computer Programmers produced a 16% increase in Best Performers Worst Performers productivity. Disabling the work- Top Quarter Bottom Quarter station controls resulted in a Workstation size 78 square feet 46 square feet 1.5% drop in productivity. Noise level acceptable 57% 29% > When tenants moved from an Privacy level acceptable 62% 19% old building with operable Phone can be silenced 52% 10% windows to a new sealed building, there was an increase in Phone calls can be diverted 76% 19% absenteeism and a decrease Frequent needless interruptions 38% 76% in satisfaction.

Beyond the physical space, There is a great deal of subjec DeMarco and Lister found that it is important to consider the tive and anecdotal evidence to the performance of computer effects of work practices, man suggest that the workplace programmers was directly related to the qualities of the agement practices, and the greatly affects the worker’s job space that were important organizational culture on satisfaction and is an impor to that type of work. productivity, morale, and tant element in helping to Source: Peopleware: employee retention. attract and retain staff. Many Productive Projects and Teams of the high-technology firms (DeMarco & Lister 1987, p. 49). How Does the Workplace have provided special work Affect Employee Satisfaction space amenities, such as in and Well-Being? house chefs, free day care Satisfaction with the work facilities, and state-of-the-art environment and its ability to health clubs, in an effort to attract and retain employees is both attract and retain scarce not well documented. However, talent and to encourage people there have been definitive to stay longer at work. More studies that show the quality than 70% of the Department of the indoor environment of Energy’s Forrestal Building can greatly affect the health employees rated workplace of the building occupants. features such as access to win dows, closed office space, workplace size, furniture, and 32 | Description of the Integrated Workplace

Annual Operating Costs finishes important or very Cost Benefits of Better Rent important to their productivity Workspace $ 3.4 K or 6% (Loftness et al. 1995a, p.115). By help Over the typical 20-year life of ing to create a more effective O& M a facility, 90 percent of its cost $ 0.6-1.5 K or 2% and comfortable work environ can be attributed to the salaries ment, with the proper mix of Churn of the people working there, $ 0.75 K or 1% location, functionality, quality while only 5 percent is initial environment, technology, and Technology construction costs and another $ 8 K or 13% space amenities, an Integrated 5 percent is operation and Salary Workplace approach may help maintenance costs (Federal Facilities $ 35 K or 54% keep employees happier and Council 1997, p.13). On an annual more productive. Benefits basis, the Center for Building $ 15 K or 24% per employee Studies show that the health Performance and Diagnostics and productivity of building at Carnegie Mellon University Source: Center for Building Performance and Diagnostics,Carnegie Mellon University occupants is affected by such has found that about 78% of things as air quality, types of an organization’s annual oper materials used, temperature, ating costs goes for salaries humidity, access to the natural and benefits, while only 8% of environment, and ergonomics. total costs are directly attrib Sick Building Syndrome and uted to the workspace. These Building Related Illness are figures show that the greatest well-documented problems opportunity for workplace that have marked effects on gains is in improving the per the health of the building formance of the people in the

Life-Cycle Operating Costs occupants. An increase in space, not cutting the cost of repetitive strain injuries by the workplace. This makes a

Employee Salary and those using computers has compelling argument for life- Benefits Costs been documented. In a survey cycle cost analyses that include 90% at the Department of Energy, the effects of workspace on Design and Construction occupants near windows the building population when Costs 5% reported fewer health problems determining the cost benefit Operating and than those who were farther of workspace elements. If the Maintenance Costs away from windows (Loftness et al. cost of providing important 5% 1995b, Figure 6). workspace attributes can be shown to provide even a mod Source: GSA Public Buildings Service est increase in productivity, THE INTEGRATED WORKPLACE CHAPTER 3 | 33

they can be more easily justi This exercise illustrates the fied. Conversely, a short-sight life-cycle cost justification for ed approach of cutting the providing workspace alterna first cost by providing the tives and amenities that wrong kind of space, inade increase productivity. quate space, or installing sys There is some research going tems, furniture, and technology on to quantify effects of the that only meet minimum stan workspace on productivity and dards and thus hamper work the bottom line. Carnegie performance, can have disas Mellon’s Center for Building trous long-term effects. Performance and Diagnostics Intuitively, we all know this. and the Advanced Building The catch is how to quantify Systems Integration Consortium these effects in a cost-benefit (ABSIC) are gathering data framework and put them in a from real projects and building language understood by those a computer model that shows making the financial decisions. the life-cycle value of specific It is up to those who need the workplace improvements. They particular infrastructure or are considering the cost bene technology to justify this. fits of improvements in seven The justification of space building infrastructure cate improvements to improve gories: air, thermal and lighting productivity was the subject control, network access, privacy of a study by the GSA Public and interaction, ergonomics, Buildings Service in which and access to the natural envi HOK Architects analyzed the ronment. Though still in the cost differentials and payback developmental stage, their study of traditional and alternative seems to show that the benefits office designs based on the of good workspaces are quan value of increased productivity. tifiable, and they are real. Their Payback for providing more conclusion is that the workplace workplace amenities that would is an integral part of the value increase productivity was shown creation process for an organi to range from 2 to 4.3 years zation and can no longer be depending on the expected considered a separate overhead level of increase in productivity. item (ABSIC 1998, Section 6). 34 | Description of the Integrated Workplace

STUDY SUMMARY: REDESIGN OF 800 NORTH CAPITOL STREET

Comparing Costs of Traditional Office Space to Alternative Office Space HOK Architects, Washington, DC

General Description

Comparison of accommodating changes due to employee churn (which ranges from 30-50% per year in the private sector) between: Option 1: A traditional office space scenario of providing incremental space upgrades for 25% of the existing office floor space every year for four years to accommodate change. Option 2: A universal plan scenario of a complete, one-time renovation of the entire space incorporating features of the GSA Public Buildings Service Productive Workplace to accommodate future changes at minimum cost and downtime. Construction costs are based on an average interior renovation cost of $36.60 per square foot, with no mechanical or electrical building system upgrades. Payback costs are based on 137 employees with an average salary and benefits of $62,500 per year (GS-12) including a 2.5% annual cost increase.

Option 1: Universal Plan Renovation Costs $2,425,883 Option 2: Traditional Plan Renovation Costs $1,014,418 Additional Cost for Universal Plan $1,411,465

Payback on Universal Design

Based on Annual employee Salaries and Benefits above and various levels of increased productivity due to better space and less disruption for changes:

If You Have a 3% Productivity Increase of:

You Recoup 4.3 years Your Costs in: If You Have a 5% Productivity Increase of:

You Recoup 3 years Your Costs in: If You Have a 8% Productivity Increase of:

You Recoup 2 years Your Costs in: THE INTEGRATED WORKPLACE CHAPTER 3 | 35

The universal plan redesign for 800 North Capitol Street (top) provides a more flexible option to accommodate future change than the traditional space arrangement (below), and in the hands of a good designer, can provide dynamic workspaces geared to specific tasks.

Illustrations by HOK courtesy of GSA Public Buildings Service.

Other research on effects of the workspace on productivity is underway. The American Society of Interior Designers (ASID), in cooperation with private industry and the GSA Public Buildings Service, is conducting a field study to analyze the effects of space renovations on occupant pro ductivity. The Center for the Built Environment at the Uni versity of California, Berkeley, is developing better methods to study the effects of work Lawrence Berkeley National places on productivity. Cornell Laboratory of the total University’s International amount of productivity gains Workplace Studies Program is and savings for U.S. businesses studying how innovative work due to better indoor environ place strategies can improve ments range from $29 billion the effectiveness of individuals, to $168 billion annually teams, and the organization (Fisk & Rosenfeld 1997, p.1). as a whole. Private sector businesses The Department of Labor have reaped savings through Occupational Safety and reassessment of their real estate Health Administration (OSHA) needs and use of alternative estimates that the cost to U.S. work environments where businesses of repetitive strain appropriate. In rethinking the injuries due to poor workplace way they do business and opti ergonomics is between $20 mizing their space usage, billion to $100 billion annually Citibank reduced their space (OSHA 1998). Estimates from the by 23%, reduced churn costs 36 | Description of the Integrated Workplace

CITIBANK GLOBAL EXPENSE “SAVINGS” ESTIMATE

$300

$250 Current State $200 What Are the Basic Elements of $150 Proposed Standards the Integrated Workplace?

$100 Occupancy There are three basic elements Savings over 10 that should be considered $50 years:

Occupancy and Churn Expenses $MM when dealing with the work $500MM place: Year 123456789 10

*From a study of strategic office sites in the U.S. with churn assumptions for international locations People: This element includes the individuals who Citibank expects to save over by 76%, and reduced the aver 1work in an organization, the $500 million dollars in office space age cost of each workstation by work processes they use to accom- costs over the next ten years 20% (Office of Real Property 1998a). plish the tasks that fulfill the orga- by instituting new office space nization’s mission, and the culture standards that mix smaller The cost implications of office workstations with shared and or working environment that space improvements for the special purpose space. defines that organization. The work- federal workforce could be Used with permission of Citibank. place should foster a culture that is significant. In 1997, the non progressive, friendly, tolerant, and military Federal payroll and motivating. The people and how benefits totaled over $158 they work are so intertwined that no billion (OPM 1998, p. 60). categorical distinction between the For each 1% increase in two is made in this report. productivity, the Government would realize added value or Space: This refers to the cost avoidance of more than building infrastructure that $1.5 billion. For example, 2houses and supports the implementing personal occupants and their work. The environmental controls at infrastructure must support the the workstation throughout work practices and technology Government would, based on required by the people and provide a Johnson Controls Study, a place that is safe, inviting, effi- would yield a value of $2.25 cient, well maintained, and attrac- billion per year. It would not tive to a quality workforce. take long to amortize an Technology: This includes investment in better space at all the tools that support and such rates of return. 3enable the individuals to communicate and process information THE INTEGRATED WORKPLACE CHAPTER 3 | 37

needed for their work. Technology etc.) that are available. can be an enabling force in the Selection of the furniture and workplace, if it is appropriate to the technology should be driven work processes and compatible by the needs of the user and with user and customer needs. the work processes. These three elements must be The Integrated Workplace is considered together as an more about designing for interactive whole in order to human interaction than it is provide integrated solutions about delivering finished to your workplace needs. office space. Moving toward Below is a more detailed flatter organizational hierar description of each of these chies, more vertical integra basic Integrated Workplace tion, changes in responsibility, components. different approaches to status and titles, and examination of 1. PEOPLE: Management of compensation alternatives can the Organizational Culture result in a more participatory, What Are the Individual Issues empowered work force. It is and Work Processes Affecting these types of human resource Development of the Integrated issues that need to be supported Workplace? by the workplace. Designing for human interaction is the central The central focus of develop A good Integrated Workplace role of office space. ing an Integrated Workplace strategy must include careful Courtesy of Owens Corning. strategy should be the workers and the work they accomplish. The work environment should revolve around what is needed to accomplish the business of the organization from both the individual and group perspec tives. The workplace should be centered on the people and how they work rather than on the latest “things” (such as fur niture, computers, telephones, 38 | Description of the Integrated Workplace

consideration of the people describe the major people involved and the work being and work process issues, how done. People issues are typical they relate to the workplace, ly far less concrete and much and why they are important. harder to pin down than facili These areas must be given ties, finances, and technology. serious and realistic attention The importance of people and if an Integrated Workplace work processes lies in the fact project is to succeed. that, ultimately, it is people, as Strategic Objectives workers, who must use the workplace to translate knowl A strategic plan looks at such edge into action and provide questions as where an organi benefits for the organization. zation is going, how it is trying It is people, as customers, who to get there, and what are the must be satisfied in order for best paths to success (Steelcase 1997, an organization to succeed. p.2). It will include a vision People are the users of the statement, mission definition, workplace, and the purpose of goals, and tactical plans (how a workplace is to facilitate the to achieve the goals). These business processes used in are the types of issues that an achieving their goals. Even organization should consider if a workplace development when making the decision to initiative is primarily driven by change its workplace structure. financial, technological, or pro If your Integrated Workplace ductivity objectives, people’s project cannot be supported reactions to the workplace can by your strategic plan, you have significant ramifications should revisit the reasons for that control whether these doing it. objectives are achieved. Individual User The accomplishment of work The individual user is the basic is the basic reason for the component of the workplace existence of any workplace; environment. He or she may therefore, the impact of the primarily work alone or in a workplace on the work team environment. In evaluat processes is a key considera ing the individual user, one tion. The following categories THE INTEGRATED WORKPLACE CHAPTER 3 | 39

must consider factors such as: we are referring generally to occupational needs; interper organizational characteristics sonal relationships and such as shared work values; communications; worker formal and informal practices, psychological, social, and policies, ideas, and expecta physical health; perceived and tions involved in an organized real status and rank; workplace workplace; ways of communi privacy; sense of control over cating and relating; and ways one’s immediate environment; of getting work done. quality of work life (morale, Since the Integrated Workplace level of energy, commitment, will require changing the job flexibility, ability to concen organization, it is essential to trate, family-friendliness, job understand this culture and to satisfaction, etc.); promotion understand how decisions are potential; workplace comfort; made (Sims/Joroff/ Becker 1996, p.45). teamwork and collaboration; Items that need to be addressed and work-related values. are: understanding what moti Remember too, that the vates staff and management, manager is also a user. Issues clarifying how employees are such as management style, assessed, and exploring the worker expectations, informal process of organizational and real status within the change within the company organization, and their impact and the affected business on the Integrated Workplace units. It is important to look at should be considered. the organization’s experience Organizational Culture of change efforts. This will help reinforce current change In discussing strategies for the efforts, so that successful Integrated Workplace, it is approaches will be developed important to consider the role and mistakes made in the past of organizational culture. will not be repeated Organizational culture is a (Sims/Joroff/Becker 1996, p.45). loosely defined concept that covers an extremely broad subject. For this discussion, 40 | Description of the Integrated Workplace

processes. The types of alter natives that can support work are described below.

Alternative Officing

In planning for the Integrated Workplace, it is important to consider the variety of options available in which to perform the work. According to Lois Bennett, a space planning ©The New Yorker Collection, 1998, Work Processes expert with the GSA Public Leo Cullum from cartoonbank.com. All Rights Reserved. Work processes are the way Buildings Service, alternative work gets done to achieve officing is a process of deter desired outcomes that support mining how, when, and where the mission and goals of an people work and then match organization. These processes ing these needs to the range could range from entering of work environment solutions data in a building inventory (Office of Real Property 1998a). Some of system to developing an these options may not require agency strategic plan. One can a person to come in to the view the process at both the central office location on a individual and organizational daily basis (off-premise levels. Issues to consider are arrangements). Other alterna job performance, work habits tive officing strategies make (availability, reliability), team innovative use of existing work (if appropriate), effec office space (on-premise tiveness of communication arrangements). Some of these and interpersonal relation alternative officing strategy ships, customer service, and options are: productivity. Work processes On-Premises: are dynamic, and can often take place in different loca > HOTELING – Employees call tions. It is important to identify to reserve workspace in the which locations and strategies main office, where there are will best support particular fewer offices than staff. T H E INTE GRATED workplace

3case study Manor Care Corporate Headquarters Case Study 3

Manor Care Corporate Headquarters

Gaithersburg, Maryland

Occupants

Manor Care Corporation

Design

Greenwell Goetz Architects

Contact

Navlet Robinson, Building Services Manager, 301 979-4000

Project Background

This case study is a good example of a top-down, conservative management-style company that made enormous and dramatic cultural workplace changes to become better integrated and to function more efficiently. The campus-like setting of Manor Care’s Corporate Headquarters Building in Gaithersburg, Maryland, was formerly used by the National Geographic Society. Located on approximately 110 landscaped acres, complete with gardens and a 13-acre lake, the 340,000-square-foot, six-story headquarters building was designed as an open office facility to increase interpersonal communication, flexibility, and employee visibility. Prior to the move, Manor Care was located in three separate buildings in Silver Spring, Maryland. By combining all of the operations into a single building with a large, 56,000-square-foot floor plate, Manor Care was able to reduce its operating costs and remain functional during the transition to the new facility. All of the accounting, billing, cost estimating, and employee benefits divisions are grouped together on a single floor; with similar groups physically located near one another. Each floor has four connecting hallways, with two banks of elevators and two sets of restrooms. Team rooms are located at the ends of the hallways, with conference rooms on each side of the two elevator lobbies.

Integrated Workplace Concepts Employed

People

> Changing from private offices to open-plan offices was crucial in making the management strategy work.

> To help employees adapt to an open-plan office culture, management instituted flextime hours, changed to a casual dress code, started an educational program, and provided exercise facilities and a cafeteria.

> To accommodate a flextime work schedule, Manor Care extended business-hour HVAC operation from eight hours per day to twelve.

> A workstation mock-up was provided before the move to help people adjust to the new open-plan arrangement. Initially there was great resistance, but over time people have adapted to the new environment and come to accept it.

Space

> Universal planning was applied to much of the building, with open- plan workstations, and conference and teaming rooms on each floor.

> Employees who work with sensitive issues use the few remaining private offices, located at the building’s interior. They have glass partitions to maintain openness and get natural light from the open office areas.

Technology

> The building LAN connects each workstation.

> Teaming areas and conference rooms have multiple docking stations and computers.

> Facilities are provided for satellite videoconferencing.

> Sound masking is used in busy areas. Case Study 3

Project Results (best practices, lessons learned, benefits gained)

> Consolidating all the staff from three buildings into one building resulted in a reduction of the total space needed, mainly due to the reduction in common space duplicated in the original three buildings. Productivity has increased and operating expenses have decreased.

> By studying the adjacencies, coordinating with groups that needed to work with each other, and utilizing universal planning concepts, the new teaming concept is working well. Reducing the number of private offices and increasing the number of open-plan workstations was critical to promote more employee interaction.

> Changing the culture in the workplace is very difficult, and sometimes requires strong leadership and top-down decisions to move change along.

> Since many employees were giving up private offices for open workstations half the size, the occupants who first moved into the building were given amenity options, such as different work surfaces and colors in their workstations to suit individual work styles. However this did not improve the transition to the new work environment as expected, and was discontinued on the upper floors. This points out the need for maximum employee involvement during the design process.

> Time was the greatest factor in helping the employees accept the change from private offices to open-plan workstations. The Transition Team began educating employees six months before the move. This provided the opportunity for employees to state their concerns and provide feedback on the typical workstation design.

> Reusing the existing HVAC system, with its single zone per floor and lack of control, has resulted in a loss of flexibility in encouraging after-hours work and a possible loss of some potential for additional productivity gains and reduced operating costs. However, extending the HVAC operating hours and instituting a flextime policy helped compensate to some degree for the inflexible mechanical system.

All images courtesy of Greenwell Goetz Architects. THE INTEGRATED WORKPLACE CHAPTER 3 | 41

> MOTELING – Employees check in upon arrival and are assigned a workspace with no advance “reservations.”

> SHARED SPACE – Two or more employees use a single workspace permanently assigned to them. Employees must work > TEAM OR GROUP ADDRESS/ Privacy space is located adjacent together to determine when CO-LOCATION – This work envi- to the break area at the Steelcase they each can use the space. ronment is designated for use Corporate Headquarters in Grand Rapids, Michigan. > CAVES AND COMMONS/ by a specific project team for the Courtesy of Steelcase North America. PRIVACY SPACE – Individual duration of a project.

workspace is provided for tasks > CONFERENCE/MULTIMEDIA requiring high levels of concen- SPACES – Special communica- tration, and common, commu- tion and presentation facilities nity space areas are provided that are provided in a separate for team activities, like gather- space. ings and conversations. Off-Premises: > FREE ADDRESS – A mix of unassigned private and open-plan > TELEWORKING/TELECOMMUTING – offices and team and retreat Employees work at home, at an areas are combined in one large alternate work facility, or in a integrated space. “virtual” environment at least part-time. > HOME BASE – An arrangement where an employee has a per- > SATELLITE OFFICES AND Steelcase's high-tech conference center has full multi-site telecon manent office or workstation, TELECENTERS – Alternate work ferencing capability with individual facilities are located nearer to as well as a workspace with connectivity at work stations another group where they work employees’ homes. Satellite throughout the space. offices are typically operated by on a specific project assignment. Courtesy of Steelcase North America. and for a single employer, while > RELIEF SPACE – Here, employ- telecenters operate independ- ees can interact with other ently and are used by numerous employees to generate spon- employers. taneous or creative problem solving. 42 | Description of the Integrated Workplace

> “VIRTUAL OFFICE”– Employees analyzing information, but it are equipped with the tools, also requires face-to-face access technology, and skills to perform to other people. Can the work their jobs from anywhere, be performed on-site, off-site, including home, office, customer or a combination of the two? location, or in transit. Human Resources Management

Maintaining Community Human resources issues focus on recruitment and retention Employees moving into alter of employees, union consider native workplaces may fear ations, worker expectations, that they will be seen as workplace conditions and less a part of the organization environment, and equal oppor (Sims/Joroff/Becker 1996, p. 18). This tunity and diversity, and their concern is also exacerbated by impact on the Integrated the increased pace of Federal Workplace. Listed below are downsizing and restructuring the major issues which must that has been so prevalent in be addressed, with union the past few years. There must representation (if applicable), be comprehensive managerial to assure that the Integrated and workplace support that Workplace project will meet responds to these new ways of user’s needs and expectations working and will dispel these and will proceed without fears. Therefore, there must significant delays. be a broad managerial effort to keep employees informed Staff Profile about their organization. It is important to know the Analyzing Current Work Patterns makeup of your organization’s staff. Where do they live in The organization must look relation to the customer base at the type of work being per and what is their demographic formed and the space require makeup (age, percentage of ments for that work. Do your people with young children, positions require intense indi dual income families), etc.? vidual work, team work, and/ or “knowledge work?” These characteristics are going “Knowledge work” requires to affect the workforce’s ideas THE INTEGRATED WORKPLACE CHAPTER 3 | 43

about what constitutes a decent defined term referring to a very job, a reasonable commute, a broad array of activities. For comfortable office, acceptable this discussion, we will focus on supervision, and rewarding change management as the ways to communicate (Sims/Joroff/ activities designed to help the Becker 1996, p.50). The Integrated people and their work adjust to Workplace must take these fac the changing workplace. tors into account in order to be A number of important and an organization that is going to effective change management attract and retain top people. practices have been identified Training and Skills by corporate and real estate managers (Sims/Joroff/Becker 1996, Will the workforce have the pp.64-66). These include: skills to work in the new work place? Will changes cause skill > Communicating the change, how Flexible meeting space is a key com shortages in certain areas? it will occur, why it is necessary, ponent of group communications. The new workspace may cre and information on progress. Courtesy of Steelcase North America. ate a need for new knowledge, skills, and abilities among the affected workers. For example, in alternate work site programs, employees may need to boost their computer literacy. They may also need more technical support. Some of these new needs can be handled by training, while others may require different employees with the appropriate skills.

Change Management

Change management is proba bly the most important activity for workplace implementation. Like organizational culture, change management is a loosely 44 | Description of the Integrated Workplace

> Involving employees in planning and design to provide greater commitment to the project.

> Offering employees options that provide both central and local control. This will give individuals the ability to establish their own protocols, such as scheduling and setup of project rooms, methods of team communication, how and when people can work A variety of workspace options, > Discussing employee concerns, in an alternative location, etc. including individual and collabora such as performance assess- tive areas, are features of the ment, career development, tech- Changing Expectations Army's D. L. Stone Education Center at Fort Lewis, Washington. nical competency (do they have Another factor integral to adequate skills for the change?), Courtesy of Haworth Inc. change management is the work and family issues, and need for both management other similar concerns that and staff to change their require employee reassurance. expectations and attitudes > Distinguishing between resisters about the nature of work and and skeptics. Resisters are what work should be accom people who actively oppose plished at various locations, change and may actually try such as telework centers, at to sabotage new processes. home, in team areas, or at a Skeptics are people who are customer’s location (Becker & Steele just not sure how change will 1995, p. 146). When people are in affect them and how they can the central office, they may be deal with it. Many times, it is talking with each other, shar often not possible to win resisters ing information, and catching over. But with proper support up on news, instead of work and a clear justification of need, ing at a computer or being in the skeptics are likely to accept a scheduled meeting. Such sce and eventually champion the narios should be considered Integrated Workplace. real work, not time out. If management makes employees feel uncomfortable working in THE INTEGRATED WORKPLACE CHAPTER 3 | 45

these alternative environ son between the “visionaries” ments, they will not be used, and the employees. The pri and any benefit to the organi mary goal of this person must zation will be lost. be to ensure that the imple mented change meets the Change Agents needs of the employees while Change agents are individuals supporting the other project who, for a variety of reasons, goals. This person is able to possess the ability to facilitate build commitment from both organizational change. above and below, delegate Obviously, such individuals responsibility, communicate can be useful to workplace ideas clearly, and translate a development implementation concept into a working plan. efforts. Roles for key change He or she must be strongly agents include communicat committed to the Integrated ing, troubleshooting, and Workplace effort and must participating in change understand the implications management activities. that such a change will have on the organization. In addi There are two types of change tion, this person must have agents that provide the leader senior management’s complete ship for the Integrated Work confidence and support. place effort:“Visionaries” and “implementers” (Becker & Joroff Transition Management 1995a, p. 35). Visionary leaders Transition management is the help create a sense that there subset of change management is an urgent need for change that focuses on activities to at all levels of the organization. help people cope with changes They demonstrate in their own and disruption during the work patterns a commitment move from the existing to the to better ways of working. new workspace. Some examples The “implementer” acts some of transition issues are: what as a project manager to > Maintaining the work flow coordinate the implementation of the Integrated Workplace > Dealing with the temporary effort. He or she acts as a liai nature of things 46 | Description of the Integrated Workplace

> Coping with delays and Change Management — uncertainty Beyond the Transition

> Finding substitutes for Clearly, after the transition, normal resources there will be both long- and short-term changes that may > Surviving disruptions become permanent as a result and/or discomfort of the new workplace imple > Managing interpersonal tensions mentation. Such changes can affect any aspect of the > Withstanding performance people’s work processes. With changes that in mind, selection of > Minimizing interruptions of change management activities social, team, and collaboration should be focused on perma habits nent and successful adjust ment to the new workplace. > Minimizing breakdowns and Communication about the communications difficulties new workplace is a key aspect Some suggested activities to of change management. deal with these transition Support mechanisms, train issues are: ing, and policies or proce dures designed to encourage > Assessing the transition impact adjustment should be devel and discussing it with the staff oped and implemented. > Emphasizing patience and toler- Change agents and other par ance and providing support ticipants should be deployed to work with this effort. > Troubleshooting potential Suggested activities include: problems > Establishing a quick response > Making contingency plans to team to troubleshoot plans and deal with possible disruptions deal with problems. in services > Testing and implementing all > Providing current information new policies and procedures to employees reflecting the changes. > Rewarding cooperation with real changes THE INTEGRATED WORKPLACE CHAPTER 3 | 47

> Setting up support mechanisms expect them to be able to focusing on the change areas focus and prepare themselves and maintaining them as long for working in a new way. as needed. Information provided to the > Considering the use of profes- employees should communi sional change managers to cate not only the general handle some or all of the issues. background about why the change is taking place and > Conveying in word and action what are the expected goals, that management is seriously but also the personal implica committed to the change, prop- tions of the changes on the erly leading it, and properly employees (e.g., location of supporting it. It is also important their workstations, changes to that there be no commitment phone systems, supply and gap between top and middle mail handling, storage systems, management and that manage- and who will be located near ment lead by example. them). Information should In job or work process restruc convey an understanding of turing, affected employees the following: should be informed as soon as > Why the workplace change possible. It is important to is occurring have adequate support mecha nisms in place as well as pro > What is involved in the work- cedures to relieve negative or place change anxious reactions that may > The short- and long-term goals spill over into other aspects of of the change the organization’s adjustment process. These mechanisms > The likely people and work should be set up and ready to process impacts of the change go BEFORE any announce > How the change will affect ments are made. Obviously, in the individual an environment in which employees are anxious about changes, it is unrealistic to 48 | Description of the Integrated Workplace

In addition, change communi > Don’t assume that change man- cation should deal with the agement starts with move-in misinformation, rumors, and and stops after it. It begins when myths that are common com the project begins and continues panions to change. It should after occupancy. Ideally, it will be document how the new work an ongoing process. place fits into strategic plans, > Don’t focus on the physical mission goals, cultural design and technology and emphases, and tactical plans, short-circuit the cultural issues. both short- and long-term. Involving staff in the design Common Mistakes process is not the same as involving them in a long-term Below are listed some common cultural change process. mistakes to avoid in manage ment of workplace change. The Domino Effect

> Try to avoid “hype” and “hype” There is typically a lot of inter terminology. The communication action and interdependence should be reality-based, straight- between people and work fac forward, and honest. Focus on tors. If you change one thing, bread-and-butter issues that are it causes changes in others. likely to concern the various Moreover, workplace changes groups of people involved. can create new requirements for the organization. For > Don’t rely solely on formal example, an organization that presentations and written introduces desk sharing will materials. Often, less formal, also have to deal with a whole impromptu discussions will new array of interpersonal be more productive in conveying relationships and associated new ideas. policies and procedures. > Don’t assume that since you’ve Perhaps there may be more “told them already,” you don’t challenges for employee assis need to repeat and reinforce tance programs or family the message. friendly programs. Other domino effects include impacts on the distribution of THE INTEGRATED WORKPLACE CHAPTER 3 | 49

resources, support, and staff 2. SPACE: The Supporting and performance management Office Infrastructure issues (such as job descriptions What Type of Infrastructure Is and expectations). Needed to Support Changing Dealing with Potential Obstacles Organizational Needs?

The implementation plan The term infrastructure as used should anticipate and have in this report means all the ele mechanisms in place to deal ments of the built environ with a variety of obstacles that ment that support the building show up. The mere passage of inhabitants. Many of today’s Traditional Federal Government time, while the planning is Federal workers do not enjoy office space. underway, can lead to obsta the benefits of first-class infra- Courtesy of GSA Office cles such as changes in impor structure. While it may have of Governmentwide Policy, Office of Real Property. tant work factors (such as been “state-of-the-art” when harmonious relationships) first built, much Federal space that were in place when has become outdated. Perhaps design decisions were made. this is due to insufficient fund Also be prepared for the “wet ing or to the attitude that feet” syndrome: changes in maintaining high-quality office personnel (especially man space is not essential to accom agers) and responses once the plishing Federal programs and project gets “real.” Other is not in the best interest of the potential obstacles include American taxpayer. lack of clear objectives; weak If this attitude still exists, it endorsement by management; needs to change. Current inadequate training and ori knowledge and design practice entation; token user participa reinforce the idea that good tion; and insufficient adminis space will benefit employee sat trative and technological sup isfaction, morale, and produc port. Finally, a key obstacle tivity and will help attract and is the gap that often occurs retain valued people. between top management This is consistent with Federal decisions and middle manage standards and guidelines that ment acceptance and commit call for Federal workspace to ment to the project. be modern and efficient. 50 | Description of the Integrated Workplace

Monotonous rows of "cubicles" Considering these facts, and (k) In the design of new public to maximize space do little to the reality that Federal workers buildings and alterations to support group interaction and are now being asked to meet public buildings, the objectives communication or create a sense of place. Perhaps this private sector benchmarks, it of nationally recognized build type of space is no longer "good should be clear that much of ing and performance codes, enough for government work." our current Federal workspace standards, and specifications Courtesy of GSA Office is no longer “good enough for will be met and amplified of Governmentwide Policy, Government work.” according to the needs of GSA Office of Real Property. and as necessary to conform Public laws, regulations, and with the accident and fire guidelines set high standards prevention policy objectives for Federal space. The Federal stated in Sec. 101-20.109-1. Property Management Reg In addition, special features of ulations (Section 101-19.002), which local codes directly related to apply to GSA and agencies local circumstances or practices operating under a delegation will be, to the maximum of authority from the GSA extent practical, incorporated Administrator, state: into the design. (g) The design of new build Clearly, Federal facilities should ings and their appurtenances be of at least comparable quali should provide efficient and ty to those in the private sector. economical facilities in an Considering that they are architecture of distinction and meant to be owned and operat quality. The architecture ed significantly longer than should reflect the dignity, enter commercial buildings, the prise, vigor, and stability of the argument can be made that United States Government. Federal building infrastructure The designs shall embody the should be of higher quality finest contemporary American than that in the private sector. architectural thought and The design and value of shall respect local architectural Federal facilities, whether characteristics. owned or leased, should also THE INTEGRATED WORKPLACE CHAPTER 3 | 51

be considered from a life-cycle and value-added perspective rather than just first cost. Federal agencies that build and alter space must, in addi tion to supporting their current tenants’ missions, anticipate and provide for future changes in business processes and space, can be minimized, A flexible, integrated approach technology to serve the tenant thereby reducing costs and to building systems at the Robert L. Preger Intelligent Workplace agencies as they evolve. This is maximizing flexibility. in Pittsburgh will assure high probably the most important A brief description of building performance and the ability to building feature to provide: accommodate inevitable change. systems and the major features the ability to facilitate future of space design follow. Courtesy of Center for Building changes with the minimum Performance and Diagnostics, cost and disruption to opera Building Systems Carnegie Mellon University. tions. According to Dr. Systems that support the occu Leonard Kruk, this is called pants must be able to adapt to “future-proofing” your facili changing requirements and ties (World Workplace 1997, future technology. Below are p.579). The longer a building descriptions and considera is expected to last, the more tions for each of the major important this flexibility to building systems: structural, accommodate change becomes. mechanical (heating, ventila Just as your organization’s tion, and air conditioning and plan for office space should be plumbing), and electrical approached comprehensively, (power, lighting, telephone so should the building compo and communications). The nents be considered from a relationship of particular comprehensive, integrated building systems and features systems perspective. In this to each of the Hallmarks of way, conflicts in office support the Productive Workplace systems, such as communica defined in Chapter 3 is shown tions, power, and information in the accompanying Work technologies that compete for place Productivity Matrix, 52 | Description of the Integrated Workplace

WORKPLACE PRODUCTIVITY MATRIX Relationship of Building Systems/Features to Hallmarks of Productivity

HALLMAR KS O F PRODUCT IVI TY

Key: 1 = Least Importance 3 = Greatest Importance

Systems & Features Spacial Equity Health Flexible and Convertible Comfort Technology/Connectivity Reliability Sense of Place

Foundations 1 1 1 1 1 2 1 Substructure 1 1 1 1 1 2 1 Exterior Closure 1 2 1 3 1 1 3 Roofing 1 2 1 1 1 1 1 Interior Construction Partitions 3 3 3 2 3 2 3 Interior Finishes 2 3 1 2 1 1 3 Furniture 3 2 3 3 3 1 3 Specialties 1 1 2 1 1 1 2 Mechanical Plumbing 12 2 2 1 3 2 HVAC2 3 3 3 2 3 3 Fire Protection 1 1 2 1 1 3 1 BAS/Special Systems 1 3 3 3 2 3 1 Conveyance Systems 1 1 1 1 1 3 2 Electrical Service and Distribution 3 1 2 1 3 3 1 Lighting and Power 3 3 3 2 3 3 2 Telecommunications 3 2 3 2 3 3 2 Fire Detection/Suppression Systems 1 1 2 1 1 2 1 Other Special Systems 2 1 2 1 2 2 1 Equipment Food Service/Vending 1 2 1 2 1 2 3 Artwork 1 1 1 1 1 1 3 Client Process Equipment 1 2 1 1 1 2 1 Site Work 1 1 1 2 1 1 3 Transportation 1 1 1 1 1 1 2

Source: HDR Architects courtesy of GSA Public Buildings Service THE INTEGRATED WORKPLACE CHAPTER 3 | 53

developed by the GSA Public raised floor systems that can be Buildings Service and HDR less than two inches high. Architects. The importance of Mechanical the relationship is ranked from the weakest, indicated by Heating, Ventilating, and Air a 1, to the strongest, indicated Conditioning (HVAC) by a 3. HVAC systems keep the building occupants comfort Structural able and supplied with fresh, The building structure includes conditioned air. Unfortunately, the structural system (founda more often than not, existing tions, columns, beams, walls, systems that were poorly and floors), building enclosure designed or installed, or that (walls, windows, roof, and are poorly maintained, don’t doors), and interior partitions do this—at least not to the and other permanent features. satisfaction of many occupants. These are the elements that Being too warm, too cold, or provide the framework, the too stuffy are the most com “place” that houses all your mon complaints of building office functions. users, according to surveys by both the Building Owners New structures can add flexibil and Managers Association ity by incorporating additional (BOMA) and the General floor-to-ceiling height that Services Administration accommodates conventional Public Buildings Service. raised or underfloor utility dis tribution systems and large col Your mechanical engineers umn spacing that will not inter should design building sys fere with the interior layout. tems to not only meet all min Generally, existing buildings imum codes and standards, provide less flexibility, but but more importantly, to meet experienced designers can pro user requirements. These user vide new solutions to make ren requirements often exceed ovated spaces work with new the code and guideline mini office practices and technology mums and should be reflected through the use of alternative in the design. 54 | Description of the Integrated Workplace

to take advantage of natural ventilation when appropriate.

Plumbing

Beyond the basic health and safety needs of everyday life, like toilets and fire-suppres sion systems, building plumb ing systems support special areas like janitors’ closets, The Johnson Controls Offices with smaller ventilation break areas, laboratories, and Supplied Air Personal zones can better meet specific ® locker rooms. While more lim Environments system needs, including temperature, provides user control ited than most building sys air quality, and volume control. of temperature and tems, water and waste piping airflow at the individual It may be a pleasant 70 F distribution can be made more workstation, addressing degrees on the office thermo flexible by designing vertical the biggest complaint stat, but if there’s a cold draft of office users – lack of and horizontal plumbing chases blowing on you, or you are sit thermal comfort. to allow for changes in layouts ting next to an exterior wall Courtesy of Johnson and use of space that minimize that is radiating summer heat, Controls Inc. occupant disruptions. you won’t be comfortable. Electrical Personal control of HVAC sys tems in modern office build Building and Workplace Power ings has been the toughest Your electrical engineer issue. The systems themselves should consider both the can be expensive, and energy amount of power required to conservation and budget goals support building and tenant often conflict with the desire functions, and how it is dis for better individual controls. tributed throughout the build Solutions include newly devel ing. The design will include oped individual workstation dedicated emergency systems ventilation systems, under- (often connected to emer floor low-pressure distribution gency generators or a second systems with user-adjustable feeder), normal building sup floor diffusers, or such “novel” port loads, tenant office, and features as operable windows special loads. THE INTEGRATED WORKPLACE CHAPTER 3 | 55

Access floor workstation modules by AMP Inc. provide power, data, voice, and fiber connections in any location.

Courtesy of Center for Building Performance and Diagnostics, Carnegie Mellon University.

In their discussion of how to the spaces and have the capac provide for constantly chang ity to be modified to accom ing office needs (Cooper and Silver modate future needs. Electrical 1997, p. 173), Walter Cooper and connections of sufficient num Kenneth Silver observe that: ber and capacity must be avail able throughout the work- > Today’s typical office standard of spaces. In addition to flexibility, 5 to 6 watts per square foot is considerations should include likely double the needed size the quality, reliability, avail and, in the future, may become ability of power, and backup as much as four times too high. and alternative power sources > Oversizing the building electrical that can best meet the tenant’s Plug-and-play systems simplify supply increases installation special needs. wiring changes and reduce and operating costs for both the reconfiguration costs. Lighting power and the cooling systems. Courtesy of GSA Office of A productive workplace Governmentwide Policy, Office of As centralized computer systems Real Property. requires the right lighting. are dispersed throughout facili Good lighting design consid ties, dedicated data closets with ers not only the amount of auxiliary cooling and power light, but also the quality of will likely be needed. At their the light, including its color World Headquarters in Toledo, and lack of glare. It is best Ohio, Owens Corning created accomplished by a lighting a fully interconnected system designer who will work with featuring a global network that your electrical engineer to replaced 200 separate systems. provide the best quality of illu Since almost 70% of the build mination for all your needs. ing users used laptop comput Interior lighting can be divided ers, the system was designed to into ambient lighting that allow them to plug in and use provides general illumination the system anywhere in the for an area, and task lighting facility (See Case Study Number 4). that illuminates specific areas Electrical systems must be or objects, such as the desk designed to be flexible within top, artwork, or a display wall. 56 | Description of the Integrated Workplace

The heart of the plug-and-play system is the satellite closet, where connections can be rerouted and equipment monitored.

Courtesy of GSA Office of Governmentwide Policy, Office of Real Property.

Ambient lighting is generally Task lighting is usually con low-level light, providing the trolled by the individual user minimum required illumina and supplements the ambient tion for overall safety and visi building lighting to provide the bility in the building. In the higher levels of illumination past it has generally been needed for specific tasks. Most direct (i.e., in an overhead often, fixtures are provided ceiling system), but many new within workstation systems, fur- A combination of ambient and offices are providing less nishing lighting at the work task lighting, supplemented where possible by daylight through harsh, indirect ambient light- surface for the individual user. transparent panels, is essential ing with furniture or pendant- Daylight should be provided to for good worker performance and supported lights that reduce all occupants and integrated, energy conservation. glare on work surfaces and where possible, into the build- Courtesy of Herman Miller Inc. computer screens. ing’s ambient and task-lighting systems to provide more pleasing workspaces and to reduce energy costs.

Building Communications Systems: Voice, Data, And Video

The core of your office is prob ably the distribution network that supports occupant tele phone, computer, and video systems. Specialty consultants should consider existing and new technologies, attributes such as external connectivity, control centers, and vertical and horizontal distribution. THE INTEGRATED WORKPLACE CHAPTER 3 | 57

Connectivity to the outside the amount of horizontal world is provided by satellite circulation space required for dishes, microwave, fiber optics, utilities (Loftness et al. 1995a, p. 96). and telephone lines. Internal Distribution networks connect distribution of utilities may be ing equipment closets and through multiple chases serv workstations will have a signifi ing smaller floor areas or from cant impact on the occupied one central core. Multiple space. Each of the basic types chases allow shorter horizontal of cabling—workstation, riser, distribution runs and give and, in the case of multiple more flexibility to space use buildings, plant cabling—must and reconfiguration. be planned into the physical Horizontal distribution is space. The Telecommunications made either through the Industry Association (TIA) space above dropped ceilings recommends a minimum of (serving the floor above or one closet per floor and a min below), under raised flooring, imum of one closet of at least or in the floor structure itself. 70 square feet for each 10,000 Floor distribution, especially square feet of floor space. when it is integral to the struc Even more space may be tural system, can provide great required in a multi-vendor/ advantages in flexibility and, multi-technology environment if combined with mechanical (FacilitiesNet 1998). systems, can actually reduce

Robust horizontal and vertical distribution networks, such as these at Carnegie Mellon University in Pittsburgh, are critical to accommodate rapidly changing environments and technology.

Courtesy of Center for Building Performance and Diagnostics, Carnegie Mellon University. 58 | Description of the Integrated Workplace

Cooper and Silver also discuss > Zoned underfloor systems do distribution system impact on not allow moving a user’s com- building infrastructure, includ puter or telephone from one ing wiring for power, data, location to another by simply and building-controls systems. plugging from one set of outlets Where networks extend from to another, but must be recon- floor to floor, multiple risers figured with each move. are needed and space must be > Distribution boxes need to be set aside for multiple WAN accessible on a routine basis, systems and vendors. They making this system unsuited for describe and critique the major use above ceilings or mounted types of distribution systems to walls. Accommodating technology in (Cooper and Silver 1997, p.173): historic buildings is a challenge. > The greater number of connec- “Hardwired” systems are those Be careful not to degrade the tion points in a zoned system quality of your space while trying where individual workstations can make changes and problem to upgrade the quality of your are connected to a telecom infrastructure. tracing more difficult to track. munications closet by an unin Courtesy of GSA Office terrupted length of cable. > LANs cannot accommodate of Governmentwide Policy, much movement of computer Office of Real Property. > This is the least flexible and equipment because of limita- most cumbersome system, tions in the way networks are using a considerable amount of structured. Office administrators space for “home-run” cabling. discourage portability because it “Zoned” systems are where increases equipment mainte- workstations are clustered in nance and reconfiguration costs. groups of up to about 25, with “Wireless” technologies provide server boxes arranged on a grid connections with no tether to beneath an access floor. Only the equipment. the boxes are connected to the telecommunications closet, > They allow computers and thereby reducing cabling. telephones to be portable, suggesting a great degree of office flexibility. THE INTEGRATED WORKPLACE CHAPTER 3 | 59

> These systems are generally > Where workstations require more suited for use outside hard wiring for power and task of the office than inside since lighting, wireless communica- their significantly slower (relation does little to augment flexi- tive to wired systems) data- bility. It may actually complicate transmission capabilities limit space changes because system their usefulness. performance is affected by furniture and wall locations. > Where a high need for portability and mobility is coupled with a > Wireless systems also have an relatively low data demand, impact on the facility’s exterior such as in a convention center where antennas must be located. or in utility areas, they can be “Plug-and-Play” networks allow useful. computer and telephone net > Where the mobility of wireless work access from any desk. outweighs its disadvantages, > Such systems may be enhanced provision must be made for an by wireless communications, but above-ceiling “grid” of antennas may suffer from the same limi- and wire pathways to service tations. Like the all-wireless those antennas. systems, they fail to offer tech- > Another restriction is the limited nical and data handling capa- range of radio frequency and bilities that most employees infrared spectrum needed for would find acceptable in an the system, which, once it is office setting. exhausted, slows down or stops > At present, initial cost and tech- the system altogether. This nical limitations preclude wide- “headroom” problem is exacer- spread use of such systems. bated by airborne signal encryption requirements. There are several wire handling options. 60 | Description of the Integrated Workplace

> “Poke-through” wire handling is > Access flooring is used exten- a logical extension of the tradi- sively in main computer rooms tional electrical distribution sys- for electrical, data, and condi- tem, where users are served tioned air distribution. Today’s through a floor penetration, by a thinner access-floor tiles and system located in the ceiling of thinner system wires allow the 1 the floor below. It is best suited use of floors as little as 1 ⁄2 inches to spaces with low device density, high for wire distribution. In such as a lobby, since it is diffi- Europe, access floors as low as cult to relocate penetrations and six inches are commonly being patch them, and each hole used for office ventilation, as well. A low-profile access floor system through the slab can affect the When using access flooring, provides wiring and HVAC needs to building’s structural integrity. transitions to other building ele- all workstations at the Pennsylvania ments such as ramps, elevator Department of Environmental > Ceiling and wall-based distribu- offsets, and slab depressions Protection’s Southcentral Regional tion systems are the most com- Headquarters Building in Harrisburg. must be accommodated. monly used systems. While not The outlet boxes and floor-mounted air diffusers can be located anywhere particularly flexible or attractive, Indoor Environmental Quality within the workstation to suit they may be the most economi- There is no doubt that the individual needs for connectivity cal in the short run since they and comfort. indoor environment affects provide enough space for a behavior. According to studies Courtesy of GSA Office large number of cables and of Governmentwide Policy, summarized by Carnegie large bending radii of copper Office of Real Property. Mellon University, space tem cable and optical fiber. Their use perature and the lower oxygen of support trays with access levels associated with poor boxes at frequent intervals ventilation directly affect such allows the cable to be moved things as manual dexterity and with less frequent damage. cognitive productivity (Loftness et al. Typically, cable trays are located 1995a, p.108). Indoor environmen in halls with conduit stub-ups tal factors include air quality, from workstation outlet boxes. temperature, lighting, and their While this system does provide design and operation. flexibility and large capacity, tracing problem cabling and Workplace air quality is usually maintaining a clear space above the most important indoor the ceiling can be a problem. environmental factor. If occu pants lack an adequate supply THE INTEGRATED WORKPLACE CHAPTER 3 | 61

of fresh air (i.e., oxygen), they The choice of interior finishes Natural light and ventilation, become lethargic and less can also greatly affect air qual as in the Center for Building productive. In “sick” buildings, ity. Off-gassing of new carpet, Performance and Diagnostics at Carnegie Mellon University many factors combine to fabrics, paint, and plywood, in Pittsburgh, have been produce heightened occupant which occurs as they cure, can shown to increase worker sensitivity to indoor air pollu seriously affect occupants, par performance and enhance tants, resulting in lost produc ticularly in systems designed the quality of the workspace. tivity, increased absenteeism, for the minimum required Courtesy of GSA Office and added health care costs. ventilation. Materials and of Governmentwide Policy, Office of Real Property. their installation techniques While minimum codes and can be specified in a way that standards for ventilation must minimizes the release of post- be met in building system installation pollutants into the designs, remember that they workspace, thereby reducing are just that – minimum stan distracting and possibly harm dards. The real occupant ful effects to the occupants. needs may be far higher. Use caution when implementing Natural lighting from peri energy-saving measures, espe meter operable windows or cially as applied in retrofits. interior atria, light wells, or Often, they can reduce outside courtyards, contributes greatly air ventilation and adversely to indoor environmental affect indoor air quality. quality. Lockheed estimates Consideration should be given that employee absenteeism to use of operable windows, dropped by 15% after a move higher-density ventilation dis to a new building designed to tribution systems, and individ maximize daylighting (Sullivan ual occupant control of air 1998). Light can be controlled distribution. by various means, including 62 | Description of the Integrated Workplace

light shelves, built-in sun > WHERE WE WORK: including a screens, and building control conventional office setting or systems. The effect of natural teleworking—at home, at a lighting can also be obtained telecommuting center, or with by using special lamps in the a computer and a cell phone light fixtures. from anywhere.

Sustainable Design > HOW WE GET TO WORK: including the use of mass transportation, The Federal Government is alternative-fuel vehicles, transit committed to the use of prod subsidies, bicycle parking, and ucts or services that reduce or walking from nearby housing. lessen negative effects on human health and the environ > HOW WE BUILD, LEASE, FURNISH, ment. This commitment AND DISPOSE OF OUR BUILDINGS: extends beyond consideration adapting and re-using historic of raw materials, production, structures, using items with manufacturing, packaging, dis recycled content, such as paper, tribution, reuse, operation, paint, carpet, insulation, tile, maintenance, or disposal of paving, cement, concrete, and products and services. It also steel, installing energy man- applies to how we work, and agement control systems and where. energy-efficient lighting and equipment, and minimizing Sustainable design, also known construction waste. as “green” design, can be applied in many ways: > HOW WE OPERATE AND MAINTAIN OUR BUILDINGS: including use > HOW WE WORK: including of reformulated paints, cleaners, “paperless” offices, using and other chemical products, remanufactured toner car- low-maintenance landscaping, tridges, recycled content copier regular maintenance and paper, and energy-efficient “tune-up” of equipment, mini- appliances, computers, print- mizing operation hours, and ers, and other office equipment. using smaller building zones that facilitate shutting down unneeded equipment and lighting in unoccupied areas. T H E INTE GRATED workplace

4case study National Partnership for Reinventing Government Case Study 4

National Partnership for Reinventing Government

Washington, DC

Occupants

National Partnership for Reinventing Government (NPR)

Design

Settles Associates; Project Management: GSA Public Buildings Service, National Capital Region

Contact

Lois Bennett, GSA Facility Design, [email protected] Cherie Stallman, NPR, [email protected]

Project Background

The National Partnership for Reinventing Government (NPR) needed to develop office space that would best support their new organizational work criteria of teaming, workspace flexibility, and telecommuting. Since the NPR staff is transient and staff size can vary greatly, the traditional office design model was not appropriate. The General Services Administration led a collab orative process between the users, the designers, the project manager, and the building owner, to create a new space use model that provided increased flexibility and staff capacity without requiring additional leased space. Interactivity and interconnectivity are the main goals of the new offices. The space is designed to facilitate the collaboration and communication of the highly mobile, team-based workforce using it. The space, furniture, and technology are designed to enhance interaction and productivity. With technology, the NPR office can be anywhere a staff member can access a computer or phone—at home, at a telework center, or “on the road” at an airport or hotel. One of the most creative innovations at the NPR offices was the project delivery system. GSA provided a complete, integrated, turnkey package that included design, construction, space leasing, furniture leasing, computer leasing, telecommunications, and net work services, all included in NPR’s yearly rent. This frees NPR from having to provide facilities administration and allows them to concentrate on their core mission. It also provided them with fixed, predictable expenses for three years.

Integrated Workplace Concepts Employed

People

> User input into space design was obtained by holding “brown-bag” lunch discussions.

> Because much of the individual work is done off-site, NPR was able to create an office with 40 workstations supporting 56 people, and with the flexibility to accommodate up to 80 people.

> The space is an open office environment with large teaming areas, surrounded by workstations. Each team is responsible for management of its own space.

> The “virtual office” is an important component in the NPR workspace. The goal is to allow employees to function from many locations so people do not have to always be “in the office.”

Space

> The space is designed to facilitate the collaboration and communication of the highly mobile, team-based workforce using it. Workspace was built around the new work patterns and organizational practices of NPR.

> The new space was used as an agent for change. The office is designed to encourage team thinking and group participation, as well as individual work both in and away from the core office.

> Generic workstations were provided to accommodate shared use.

> “Display thinking” was used to externalize thought processes and get group feedback and is supported by tackable and write-on wall treatments.

> All teaming spaces are multifunctional and have furnishings that can be easily reconfigured to accommodate different work practices. Case Study 4

> Three major furniture manufacturers, Haworth, Herman Miller, and Steelcase, furnished a portion of the office, demonstrating different approaches to accommodating the needs of the new office environment.

> Multipurpose, modular furniture and partitions and break-down conference tables were used in teaming areas, which can then be converted to personal workstations.

Technology

> Personal phone numbers that follow the individual regardless of work location were used.

> The office was provided with voice mail, caller ID, and three-way conferencing capabilities.

> The computer network provides digital remote-access from anywhere.

> A wireless local area network (LAN) was installed on a pilot basis.

Project Results (best practices, lessons learned, benefits gained)

> A coordinated, turnkey effort delivered to the customer requires considerable flexibility in procurement and construction methods.

> Upper management support of the project was crucial to its success.

> Use of shared space is a big cultural adjustment that requires suppressing the natural urge for “nesting.”

> The space users must work out and formalize office use protocols.

> Open team spaces can be distracting to others working nearby. Acoustic separation of group meeting areas is essential.

> The new open environment does not support workers who must do quiet, individual work, such as speechwriting. People feel forced to go elsewhere to perform work requiring individual concentration.

> Alternative officing works best with self-empowered, motivated people.

> The costs for a “new work environment” are higher than for a traditional office.

Photos by Hoachlander-Davis Photography courtesy of GSA Public Buildings Service Marketing Division. Floor plan by Settles Associates courtesy of GSA Public Buildings Service THE INTEGRATED WORKPLACE CHAPTER 3 | 63

Other Building Features

Many other design features affect the quality of your work place. Among them are:

Arrival

Your employees will be arriving at work many ways: by car, train, bus, bicycle, maybe even on foot. Management’s must be consistent with laws Access and views to quality knowing how they get there that protect cultural and envi outdoor space are basic human and accommodating their needs that provide stress relief ronmental assets and require modes of transportation (e.g., and assist in attracting and a fully accessible workplace. providing parking or bike retaining employees. Other resources, such as GSA’s storage) can greatly influence Courtesy of Owens Corning. Art-in-Architecture program, how they feel when they get are also available to enhance ready to work. Remember that the workplace. even teleworkers need to come to the main office for Security an occasional meeting. Recent events have made us Outdoor Environment all more conscious of the need for a more secure work The siting of your office and place. The two types of security its relation to the outdoor envi that need to be integrated ronment and landscaping can into your office are physical contribute greatly to the quali and technical security. ty of the workplace. You may want to consider amenities Physical security generally such as outdoor eating and includes perimeter, entrance, meeting areas, or simply places and interior security. Often, in which to visit and relax. implementation includes the use of hardened barriers, Accessibility and Cultural and closed-circuit TV, security and Environmental Resources guards, magnetometers, X-ray Design, construction, and machines, and special identifi alterations of Federal buildings cation systems. Achieving a 64 | Description of the Integrated Workplace

secure workplace within the optical surveillance technology guidelines of the Department to control access to sensitive of Justice’s “Recommended areas. Technical security Minimum Security Standards” considerations address items Appropriate space planning con can be a balancing act between as small as a computer file or cepts that support specific work openness and protection, as large as an entire campus. patterns will assist in achieving privacy and public access, organizational objectives. Interior Space Design savings and costs. Image by HOK courtesy of GSA Public A well-defined space require Buildings Service. Technical security planning ments program that accurately includes document encryption, reflects the people and process computer access and use mon The space must conform to human es of your organization will itoring, electronic document needs and work requirements, produce the best interior protection, shielded conference and must be accommodated by the space layout. building infrastructure. rooms, and use of scanning and Your interior designer/space planner will help develop the most appropriate space plan ning concept for your particu lar organization, or for differ ent groups within your organi zation, depending upon such variables as the organization’s size, age, structure, and the type of activities performed. As organizations evolve and their spatial needs change, different planning concepts may serve them better. Not only is it important to consider the most appropriate planning concepts, but also “which physi cal, environmental, and tech nological settings will allow the smoothest migration from one space planning approach to the next” (Loftness et al., 1995a, p. 2).

Courtesy of Center for Building Performance and Diagnostics, Carnegie Mellon University. THE INTEGRATED WORKPLACE CHAPTER 3 | 65

It is important to consider space requirements from a functional standpoint, rather than as a perk related to rank or status. How a person must work, and the space needed to accomplish the work, should be the primary considerations. > Combination Open and The Steelcase Personal In such a paradigm, an admin Closed Offices Harbour® workspace istrative assistant entrusted provides ready-made privacy > Caves and Commons areas for a busy office. with maintaining large files, or a person dealing with large- > The Mobile Workstation Photo by Hochlander-Davis Photography courtesy of GSA format documents or complex > The Portable Office Public Buildings Service processes, may well need more Marketing Division. workspace than their supervi Unassigned (Non-territorial, sors. In some instances, private Just-in-time) Workspaces: offices may be justified; in > Free Address others, the need for more open communication and > Hoteling space or cost limitations may > Red Carpet Club Offices call for open workstations. The GSA Public Buildings The Carnegie Mellon University Service has summarized the Center for Building Perfor major office space planning mance and Diagnostics has concepts. For each one, con identified the most common sider how it might support space planning concepts in your business goals, what use today (Loftness et al. 1995a, p. 2). impact it will have on your They are classified as: business operations, and how Assigned, or Territorial, it will affect your employees’ Workspaces: daily work routines:

> The Vast Open Plan > Privacy Spaces: Where employees can work and concentrate > Cluster Open Plan without constant interruptions > Closed Offices, Shared Closed but still have access to voice and Offices, and Combi-Offices data communications. 66 | Description of the Integrated Workplace

> Conference Room and Multimedia Spaces: Enclosed space with separate capability for a television/video monitor, slide projector, etc.

> Hoteling and Moteling: Non- > Team Space: Dedicated spaces, assigned workstations that can available either on an ad hoc be individually reserved for use. daily basis or for longer periods, that allow group tasks to > Aesthetics: Use of color, materi- be done. als, and layout to create a pleasing, stimulating, appropriate, > Universal Planning: A common and professional environment. size or module that fits most uses. This design tool can > Views and Vistas: Providing accommodate fixed and open the maximum views to the design concepts. outside by leaving the window walls unblocked . > Community Space: Areas for informal, social gathering and > Ergonomics: The entire envi- conversation (e.g., seating ronment, not just furniture, Universal design options reduce areas, kitchen, and coffee bar). designed and provided to bene- the number of space standards fit the health and comfort of the and reduce the cost and downtime for reconfiguration by establishing employees. a common module that is used to develop most workspace.

Images by HOK courtesy of GSA Public Buildings Service.

Areas to socialize and meet infor mally improve communication and office morale.

Courtesy of Steelcase North America. THE INTEGRATED WORKPLACE CHAPTER 3 | 67

Overhead storage units or shelves

Universal accessories interface > Signage/Wayfinding: Aids provided to help locate and identify offices and create a sense of place.

> System Modularity: A regular, interchangeable system allows for maximum flexibility and reconfiguration of the space to meet changing functional needs Universal and number of staff. work surface interface > System Redundancy, Durability, brackets and Maintainability: HVAC, lighting, power, security, and telecommunications systems Universal panel with back-up capabilities to interface ensure minimal loss of service.

> Artificial Lighting: Appropriate air, thermal control, humidity, Haworth’s Causeway™ panel levels and types (direct, indirect, and odor control. system provides flexible space dividers that can vary in height and task) of lighting allowing > Interior Landscaping: Natural and materials, accommodate employees to control levels of plants and vegetation, helping larger amounts of cabling, and light as necessary. can accept all types of attached to produce healthy air and and freestanding furniture – > Daylighting: Natural daylight create an attractive working even those made by different supplied to the greatest number environment. manufacturers. of people by leaving the window > Acoustics/Noise Reduction: Used with permission of Haworth Inc. walls unblocked or using Methods to provide a suitably translucent partitions or win- quiet general work environ- dows where closed spaces are ment or quiet “havens” within necessary. the general office space, > Air Quality: Allowing workers Can also involve mechanical to adjust the space for thermal reduction of ambient noise control to meet personal and using sound masking (white team comfort levels for fresh or pink noise). 68 | Description of the Integrated Workplace

> Communications: Conditions organization’s work practices. permitting easy communica- It must fit the image of the tions among workers, while organization but still be able allowing simultaneous access to adapt to the idiosyncratic to data. work habits of each worker. > Safety/Security: Adherence to In many ways, furniture manu health and firesafety codes and facturers are leading the physical and technical security research into how the office precautions so employees feel environment affects its occu safe and comfortable. pants. They recognize that dif ferent kinds of furniture are Furniture must support the type of Furniture work done, not require the work to needed to accommodate new be adapted to the furniture. Furniture is where the work ways of working and new tech

Courtesy of Herman Miller Inc. space gets personal. In the nology. They don’t just sell individual workspace, culture, you chairs and desks; they also design, and technology are offer consulting on business Flexibility in reconfiguration is a interdependent. As with practices and productivity. By must for dynamic organizations the rest of the Integrated determining early on that you that expect frequent change. Workplace, furniture must be must buy new furniture, you Courtesy of Haworth Inc. suitable to the individual’s and can take advantage of manu facturers’ expertise in business process re-engineering, change management, and productivity. The major factors to consider when selecting furniture are:

> Task support: Does it support the types of work tasks and practices of the users and the organization?

> Flexibility: How easily does it accommodate individual, shared use, and physical reconfiguration changes? THE INTEGRATED WORKPLACE CHAPTER 3 | 69

Aesthetics are an important con sideration to instill a sense of pride and present the right image.

Courtesy of Haworth Inc.

Varied options in furnishings can create spaces that work but look less institutional.

Courtesy of Haworth Inc.

> Ergonomics: Does it support > Technological accommodation: healthful working conditions? Will it support the computer, phone, and other office tools > Space requirements: Does it fit needed now and be flexible the location and uses needed? enough for future changes? > Value: Does its life-cycle cost > Image/Aesthetics: Will it fit your make sense? If you plan to use corporate image and contribute it only for a few years, do you to a pleasing, comfortable work need to spend money on furni- atmosphere? ture built to last 20 years?

Your new space must include furniture that suits the work tasks, can adapt to user needs, and accom modates appropriate technology.

Courtesy of Herman Miller Inc. 70 | Description of the Integrated Workplace

Courtesy of Haworth Inc.

The New Office, Francis Duffy describes the trend toward more flexible, mobile, and var ied work settings as they apply to recent innovations in furni ture design and layout (Duffy, 1997, pp.83-85). They include:

> Use of shared, modular privacy units

> The Combi-office, small Courtesy of individual offices adjacent to Herman Miller Inc. shared team space

> Accessibility: Is it easy and inex- > Mobile, re-configurable furniture pensive to adapt the workstation that can be quickly rearranged to accommodate persons with by the users for different tasks different needs? > New furniture for small, The organizational culture informal meetings influences how personal work- > Varied types and styles of spaces are developed and the furnishings that support a more degree of acceptance by the informal design approach employees. In his book Courtesy of Haworth Inc.

Courtesy of Steelcase North America. THE INTEGRATED WORKPLACE CHAPTER 3 | 71

Special computer tools assist in a full range of communication needs for the visually impaired.

Ergonomics

The Occupational Safety and Health Administration (OSHA) defines ergonomics as the science of fitting the job to the worker. When the physical claims for carpal tunnel requirements of the job and the syndrome alone cost Federal physical capacity of the worker employers over $110,000,000. clash, physical problems—most Nationwide, in 1993, MSDs notably musculoskeletal disor cost employers more than ders (MSDs)– can result. $20 billion for 2.73 million workers’ compensation claims, Workers who must repeat the with indirect costs as high as same motion throughout their $100 billion. workday, who must do their work in an awkward position, Ergonomics must be consid who must use a great deal of ered in each area of the force to perform their jobs, Integrated Workplace (Commerce who must repeatedly lift heavy 1998, OSHA 1998, Karp 1998): objects, or who face a combi > PEOPLE: Be aware of work nation of these risk factors are processes and activities that can most likely to develop MSDs. lead to MSDs and other physical

Often MSDs can be prevented problems or that can further The computer workstation must by simple and inexpensive injure persons with disabilities. be fully adjustable to provide correct workplace changes like adjust Remember, too, that ergonomic positioning for each person. ing the height of working sur furniture and adaptive equip- faces, providing better body ment can work only if they are support, varying tasks for positioned properly and employ- workers, reducing the size of ees are trained to use them. items workers must lift, and > SPACE: Office environment and Special equipment is available encouraging short rest breaks. furnishings must support good for all needs. A small investment in proper posture, body mechanics, and All photos courtesy of GSA Office office ergonomics is easily jus work techniques. Workstations of Governmentwide Policy, Center for Information tified. In 1998, almost 12,000 should provide for user adjust- Technology Accommodation. medical and compensation ment of seating, computer 72 | Description of the Integrated Workplace

equipment placement, light Psychological Effects of Space levels, work surface heights, There is another less tangible and even ventilation. Office and less explored aspect of layout can contribute to worker space that must also be con comfort and safety. People can sidered by those responsible rest their eyes by looking to a for developing workspace— distance of 25 feet or more, the psychological effects of Ergonomic computer keyboards through hallways, windows, or space on the occupants. All help avoid physically debilitating transparent workstation panels. injuries. the elements that make up > TECHNOLOGY: Visual fatigue and Courtesy of GSA Office the workspace elicit responses of Governmentwide Policy, repetitive strain injuries can be from the users that are impor Center for Information Technology minimized or prevented through tant but often not considered Accommodation. use of readily available computer in traditional office design. hardware and software. These Light, color, enclosure, visual include speech synthesis and variety, physical relationships, recognition, infrared technolo- acoustics, and other qualities gies, alternative displays and of space affect people’s behav keyboards, wrist rests, adjustable ior and performance in subtle keyboards, and monitor supports. ways that may not be as readily apparent to them as more perceptible effects such as feeling too warm or cold. The links between building design and the productivity and well-being of building Standing workstations provide occupants is being explored another ergonomic workspace by Judith Heerwagen, Ph.D., option. a staff scientist with Battelle/ Courtesy of GSA Office Pacific Northwest National of Governmentwide Policy, Center for Information Technology Laboratory in Seattle, Accommodation. Washington. In a paper presented to the American Institute of Architects (Heerwagen 1998), she summarizes the growing body of knowledge THE INTEGRATED WORKPLACE CHAPTER 3 | 73

linking human behavior to the built environment. She notes that Dr. Stephen Boyden has defined “well-being needs” that are relevant to building design (Heerwagen 1998, p. 3). They include:

> Opportunity to engage in spon- taneous encounters

> Freedom to move from solitary work to group interaction

> Opportunity to engage in a full range of behaviors, including creativity, self-expression, cooperation, and exploration

> Opportunity for regular exercise

> Noise levels similar to those recognize that our ties to CLOSE TO HOME in nature nature are deep and enduring; © 1998 John McPherson. Reprinted with permission of > Meaningful change and when we sever these ties, we UNIVERSAL PRESS SYNDICATE. sensory variability create conditions that are con All rights reserved. trary to basic human needs” > An interesting visual environment (Heerwagen, 1998, p.5). A compilation Based on her research, she of her findings on the effects states that “to fully understand of building attributes and fea the relationship between build tures on the well-being and ings and people, we need to performance of the building integrate traditional building occupants follows (Heerwagen, 1998, science emphasis on ambient pp.6–11): conditions with an under > Buildings that integrate features standing of the evolutionary and attributes that conform to pressures that underlie envi preferred human natural set- ronmental preferences and tings, such as daylight, views, experiences. We also need to green vegetation indoors or in 74 | Description of the Integrated Workplace

views outside, and some degree > Positive moods, an important of sensory variability in ambient factor in both performance and conditions are more likely to well-being, are likely associated support health and well-being. with aesthetic features such as daylight, windows, sensory vari- > A balance between visual ability, and contact with nature. access and visual enclosure, horizontal visual perspectives, > The ability to adapt environ- the presence of tree-like forms mental conditions to individual (especially an overhead canopy), preferences reduces discomfort and multiple retreats are impor- and most likely negative moods, tant for human emotional func- increasing the ability to focus tioning because they provide attention on work tasks. a sense of refuge and retreat, > Building problems such as balanced with the ability to thermal discomfort, glare, noise, strategically survey the sur- and loss of privacy are likely to rounding environment. generate negative moods that > Well-being, which has to do are especially detrimental to with the quality of work life, complex cognitive tasks. motivation, psychological state, The presence of natural ele and social support, is affected ments not only affects people’s by such features as the pres- physical and emotional health; ence of daylight and windows, growing evidence suggests a opportunities for active and strong link between the envi passive contact with nature, ronment and cognitive func sensory change and variability, tioning (Heerwagen 1998, p. 8). and opportunities for relaxed Emerging research shows that enjoyment of the environment. humans probably use elements Also important are spatial of the physical environment to features that support privacy aid memory. One considera and the development of social tion for enhancing this use of relationships. externalized memory in the > Personal control over ambient workplace is through the conditions (such as temperature, implementation of “cognitive light levels, and fresh air) is ergonomics.” This approach to likely to promote performance. design addresses how work THE INTEGRATED WORKPLACE CHAPTER 3 | 75

spaces are arranged to best uals think, promote creativity, support the way a person and support all the “people thinks and works. processes” that are important to your organization. Duncan Sutherland, a profes sor at George Washington 3. TECHNOLOGY: University and the person who Accommodating Work Practices coined the term “officing” What Sort of Technology Is in the late 1970s, asserts that Needed to Support the the brain requires a “rich Changing Work Environment stew” of sensory input from Now and in the Future? the environment to be most productive. The mind uses Workplace technology provides space to help structure the tools and methods needed memory, and the “one-size to support the people and fits-all” approach to workspace processes that define your doesn’t make sense for cogni office. It is the technology used tive processes (Sutherland 1998). directly by people in the accom He points out that research plishment of their work tasks— into the relationship of the such things as telephones, com mind and perception of space puter hardware and software, is in its infancy, and we have copiers, fax machines, and much to learn. other equipment—that serves as an interface between people. Even though supporting data This technology is constantly is thin, current knowledge changing, sometimes as an does indicate that the evolution, sometimes as a revo intangible effects of space on lution. These changes influence people should be dealt with employee culture, the speed in an Integrated Workplace and accuracy of work being approach. By looking at and accomplished, and the methods identifying creative thought of office communication. and work processes and what spatial elements may support New technology can save time them, your design team can and enable fewer people to do develop more productive work more work, but it can also environments that help individ slow performance during the 76 | Description of the Integrated Workplace

too. Today’s office must be supported by the most current appropriate tools: better telecommunication systems, Herman Miller’s Ethospace™ learning curve. It is important computers, networks, desktop panel system provides flexibility to always remember that tech publishing, and business for all workstation cabling needs nology is simply a tool, with where access flooring is not an machines, such as faxes and option, and provides separation no intrinsic value by itself. copiers, that are used in the of data and power to avoid People, not technology, get office environment. The electrical interference. the job done. designers must understand Used with permission of the physical constraints and Herman Miller Inc. Choosing the correct technol ogy for the task is essential to infrastructure demands of all the Integrated Workplace. these tools. Design for tech Technology that is not appro nology is most importantly priately matched to the type design for people—people of work can be counterpro with different tools, working ductive. For example, an at different speeds, within answering system that identi constantly shifting organiza fies the caller and retrieves tional structures—but also the caller’s account informa people with social, personal, tion at the same time might and human needs. be a boon in some contexts It is also important to be aware but not in others. Software of a continuing trend in that is incompatible with that technology: The convergence of your customers or a phone of communications and infor system that requires dialing mation technology. Although out to reach a nearby desk we still deal with them as would be examples of poorly separate project components, planned technology. The it will become increasingly Integrated Workplace man difficult to do so in the future. dates that technology be the Having professional consult “right tool for the right job.” ants who understand both Just as the integrated office is telephone and computer dynamic, so must the technol systems will become increas ogy that supports it be dynamic, ingly important. THE INTEGRATED WORKPLACE CHAPTER 3 | 77

Communication and the working culture, design Information Technology of the office, and the market ing audience. Since today’s Not that long ago, businesses communication technology communicated very differently. changes so quickly, it is vital Within the office environment, to know if the technology is written memos, personal calls, working for you and, if not, or person-to-person visits were what the problem is. the usual methods. There was a rigid protocol for communi As communications technolo cating with management or gy rapidly advances, we are other divisions of the company, seeing a growing dependence which often made the entire on computers as communica process difficult, slow, and tion devices, gradually blurring manipulative. the line between telephone and computer. Computers Today, new technology supports with faster processors, like cultural changes such as: those with Intel’s MMX tech > Sending E-mail directly to the nology, speed up computa office head, without a manager tional-intensive loops in multi signing off media and communications applications and are able to > Faxing documents from your make and receive calls at the car, using your cell phone same time they are used for > Answering the phone by a more traditional data process machine that routes calls to ing applications. Some compa the proper division nies have done away with the telephone unit completely, > Receiving training by satellite replacing it with a computer > Checking someone’s appoint- equipped with a head set. ment calendar on the local Problems such as software area network (LAN) incompatibility and inadequate Technology has changed server capacity can stymie many aspects of how offices communication technology communicate. These changes improvements. Consider the have had major influence on following problems: 78 | Description of the Integrated Workplace

> When E-mail is sent out to technology that can serve you co-workers, few can open the better. Only with the proper attachment and read the entire balance of function and tech message because there is nology can an Integrated not enough memory on your Workplace be achieved. company’s LAN server. Telephone Communications > Because of its complexity, the Today’s telephones can be electronic phone-answering used for much more than con system has led to five times the versations between two people. number of hang-up calls and Extensive changes in both the a significant loss of business. Haworth’s DataThing™ provides hardware and the software plug-and-play flexibility in furni When technology is working, provide features such as: ture-based wiring systems. the means must be provided > Caller identification Courtesy of Haworth Inc. to make certain that it is effec tively used. Consider the fol > Call waiting and forwarding lowing enhancements: > Wireless handsets and > Enlarging your LAN servers speaker phones to speed E-mail service and > Multiparty calling and allow picture and sound files telephone conferencing to be sent. > Electronic call answering, > Adding storage systems like routing, and voice mail “ZIP” drives to each computer to allow large files to be used The new communication tech without tying up the LAN. nology has had an impact on the office culture. In many > Providing sound cards and offices, this technology has speakers to workstations to eliminated the need for permit voice recordings of administrative support person meetings to be sent over the nel. User-friendly communica Internet to employees. tion technologies allow Focus on whether the technol employees to personalize their ogy you are using properly is communication activities to supporting the intended tasks, suit their needs. and keep informed of new THE INTEGRATED WORKPLACE CHAPTER 3 | 79

Computer-aided communica Data/Information Management tions technology enables Because of voluminous new faster, more efficient, and sources of information, such sometimes cheaper methods as web site databases, on-line of communicating. This tech libraries, and for-fee data nology permits such things as: banks, organizing and repack > Conversations on the Internet aging information in a usable form is becoming more impor > Sending E-mail both from desk- tant. Expert systems, which are top and palmtop computers discussed below, can sort > Transmitting voice and data through massive amounts using satellites, cellular phones, of complicated information and fiber-optic cabling and are good examples of the possibilities of data/informa > “Light-to-sight” infrared tion management. Wireless computer communications computer communication are now available, with improvements You should consult with expe in speed and operation on the horizon. Wireless technology has rienced information manage changed the culture of the Courtesy of GSA Office of Governmentwide ment experts to determine Policy, Office of Real Property. business place. With cellular what is needed and possible in phones, employees can com your organization. municate with clients or the home office at any time. Many Software and Hardware businesses use satellites to Management transmit “field” transactions to Compatible software, often the office, so that they can combined as “office packages,” have accurate, “real time” can be sold, maintained, information. Satellites also upgraded, and repaired by allow for many locations at one source. An “office pack the same time so that training age” may include: can be provided economically, providing each student a > E-mail “real time/live” instructor. > Fax services

> Computer printing

> LAN and host application access 80 | Description of the Integrated Workplace

a short-term lease, an office can have the latest technology without tying up limited resources. Seat management services that provide all computer needs from one source offer Government agencies a new way of acquiring the full spec trum of desktop computing platforms and associated serv ices. This may include general and special purpose comput ers, servers, and associated peripherals; local area and wide area networks; commer cial off-the-shelf (COTS) soft ware; help desk management; User friendly technology at > Simultaneous voice/data maintenance, design and the HUD Next Door office allows communications installation, and training and 24-hour access to information. technical support services. > High-speed data links to sup- Photo by Walter Smalling courtesy of Gensler. port large file transfers Be certain that you have matched your office technology > Data collaboration/workshare to the people and processes of documents in real time your organization. Sometimes, > Telephone call management just enough technology is applications like extended better than too much. Some voice mail functions require little tech nology, while others must be > Desktop videoconferencing supported with higher levels. and desktop voice/video/data conferencing Expert Systems

Many offices lease computer One specialized use of comput and communication hardware er software that has the poten instead of purchasing it. With tial to revolutionize the way we THE INTEGRATED WORKPLACE CHAPTER 3 | 81

do business is the so-called Expert systems may provide expert system. “Expert” or either a single recommendation “knowledge-based” computer or several possible recommen programs can draw upon dations arranged in order of specific areas of expertise to likelihood – just as a human solve problems with little need expert would. The system can for direct involvement from also provide the logical basis those with the expertise. for each of the recommenda Collaborative efforts between tions, adding credibility to the professionals and computer recommendation and educat system developers have result ing the end user. They can ed in programs that diagnose lead a user through compli diseases, configure computer cated procedures or complex systems, and prospect for documents such as Federal minerals. The potential power regulations and provide specific of such systems, which can answers to their questions. replicate expensive or rare Thousands of expert systems human knowledge, has led have been designed for appli to a worldwide effort to extend cations as diverse as credit risk and apply this technology. assessments, computer net They offer a way to leverage work configuration, and auto current expertise and simplify mobile repair. customer needs for informa tion that involves analysis of When Is an Expert System complex data. Appropriate? Generally, an expert system is Expert systems are useful, but a computer program that acts they cannot solve every prob like a human expert. It can lem. Understanding when and predict outcomes, diagnose why to use an expert system is problems or provide answers, important. Expert systems are and perform complex, repeti designed to meet certain types tive tasks by manipulating large of goals: databases using structured > Dissemination of problem- rules to draw its conclusions. solving tools with minimal training of end users 82 | Description of the Integrated Workplace

> Standardization of conclusions tions it provides depend on the for a given set of data level of information provided by the user and range from > Elimination of repetitive, routine general guidance to detailed jobs, allowing employees to guidance for a specific project. function at a higher level by concentrating on more What’s Next in Technology? complex problems The technological revolution is Expert systems can target any really in its infancy. The rate of combination of these goals. development is increasing, and, The problems that are best according to David Pearce addressed by expert systems Snyder, a noted futurist, we are are those that are well under just now poised to begin reap stood—the kinds of routine ing the benefits of the comput questions human experts are er revolution started less than most frequently asked. 50 years ago (Snyder 1997, p. 54). So, what’s coming up? Here is what Asbestos Advisor 2.0, an expert a few noted experts are saying: system developed by the Occupational Safety and Health David Pearce Snyder Administration (OSHA), is an > Voice communication with example of how an organiza personal computers will be tion can make use of expert sys common—there will be less tems to simplify a complicated need to type in information. regulatory process and reduce staff requirements. This expert > The use of expert systems system is an interactive compli will be more widespread. ance assistance tool intended to > There will be expanding use introduce the scope and logic of computer simulations. of the regulation to users and provide summary guidance. Leonard Kruk Once installed on the user’s > Computer and telecommunica- PC, Asbestos Advisor 2.0 inter tion technologies: Transmission views the user, asking about of voice, data, and images faster, buildings and work sites and less expensively. the kinds of tasks workers per form there. The recommenda THE INTEGRATED WORKPLACE CHAPTER 3 | 83

> Internet, multimedia, and tele- Donald Soulsby conferencing technologies: > Better data management will Development of a more robust be more and more important. communications backbone that will improve computer inter- > The problem will not be creating connectivity by providing vastly data, but finding the correct data. higher speed, volume, and It is important to keep an eye quality communications capa- toward the horizon of break bilities to home-based as well ing technology that should be as commercial users. considered in any workplace > Image technologies, visual development. The design team display screens, and input should have access to this type technologies: Interactive three- of information when prepar Video conferencing will become more dimensional video, very high ing for your new space. widespread as more people work bandwidth communication remotely and technology improves. channels, virtual reality. Courtesy of Steelcase North America. T H E INTE GRATED workplace

4 chapter Guidelines for Developing the Integrated Workplace THE INTEGRATED WORKPLACE CHAPTER 4 | 85

GUIDELINES FOR DEVELOPING THE INTEGRATED WORKPLACE

Introduction space changes occur through a series of smaller projects or To some extent, every office minor changes over a long re-engineering effort considers time. It is important that these the Integrated Workplace’s interim, incremental changes three basic elements: people, made to your work environ space, and technology. Each ment have a long-range focus of these elements will be dis- that moves your organization cussed below, with guidelines closer to its workspace goals. to help you identify the proj- Developing a “master plan” as ect team and specialists who part of your strategic business will be needed to successfully planning process that sets build a new workplace that workspace goals will help matches your new organiza guide future changes. It will tional practices. assist you in making space In this era of streamlining and changes, including major downsizing, new work process- building renovations, partial es and technologies are often tenant renovations, and small introduced into an organiza changes in space configura tion without adequate consid tion or equipment, that build eration of supporting changes upon past work rather than to the physical space. Usually, replacing it and move you office workers find themselves closer to achieving your opti moving into less space than mum workplace. they currently occupy – per- Below are issues to consider haps with new carpet and fresh- when developing an Integrated ly painted walls. A properly Workplace strategy that is constituted Integrated effective for your organization. Workplace project team will get They are organized by the typi you beyond the “new carpet cal project development phases and paint” approach to create —planning, implementation the office you need to carry (including design and con- out your mission. struction), and post-occupancy Developing workspace is management. For organiza almost always part of a major tional purposes, topics within renovation project, but often each phase are broken down 86 | Guidelines for Developing the Integrated Workplace

ck ba DEFINITION d PROJECT ee F Contr ol g Functional G Cost e in t t Support t t in e Operational Strategic g G Planning i Master t Change Planning T Performance o Furniture Criteria Assessment g Standards e Program t h Furniture e Stack/Block Assessment r

Space Needs Database Stack/Block

PROJECT PROJECT IDENTIFICATION ASSIMILATION

Occupancy Space Planning Punch List Schematic Design Design Development

Construction Equipment Documents Installation Bid/Award

SOLUTION Fur nitur e Furniture Specs PROJECT Installation

Construction e n o D it g tin G e t

The three phases of Integrated by the basic elements of the It is also assumed that the Workplace implementation are workplace: people, space, and larger question of why this supported by the traditional four-part design process model technology. However, in an project is necessary has been developed by Sindik Olson integrated process, there is asked and justified by the deci Architects in Santa Monica, always overlap among the sion makers in your organiza California topics and separating them tion. Defining the motivation Courtesy of The American Institute of Architects,1735 New York Ave., NW, cleanly is difficult. So, think of and goals of the project—the Washington, DC 20006 them as subparts of a whole. why of the project in business terms—is the first basic step Since this entire process is so and is beyond the scope of this individual to each work group initiative. In this report, we within an organization, these focus on the more tangible guidelines are presented, not aspects of the workplace once as a comprehensive checklist the decision has been made of solutions, but more as a and the need justified to series of ideas to get your cre develop new workspace. ative juices flowing and get you to start thinking in the right direction. There are often no “right” answers, but there are perhaps, correct paths. THE INTEGRATED WORKPLACE CHAPTER 4 | 87

1. Getting It Together: The Project Team The Planning Phase First, consider who should be This is the nucleus of the part of your workspace project Integrated Workplace project. development team. It should Here, your organization should consist of both an in-house examine its mission, the reasons steering committee and the for undertaking this project, appropriate professional and the expected outcomes consultants. against which later measures The steering committee should of success will be taken. mirror your organization in In this phase, your office will composition and be able to develop strategic and master communicate your office’s plans for the future. Think goals and ideas to both those about how you do business planning and implementing today and where you would like the project and those who have to go – and most importantly, a vested interest in the out how space and technology come, including management, changes will provide the tools financial officials, and the to make those plans a reality. occupants. They should have goals in mind for worker inter Even if your organization action: ideas about the types of cannot undertake a wholesale technology needed to support space reconfiguration all at that interaction and about the one time, it is important to types of space needed to sup incorporate these Integrated port both workers and technol Workplace principles in the ogy. Ideally, design, facility strategic plan. This way, as management, human work process, space, and tech resources, finance, marketing, nology changes occur over information technology, and time, they can be made consis communications experts, and, tent with your long-term goals most importantly, the space and funded accordingly. users themselves, will make up your steering committee. 88 | Guidelines for Developing the Integrated Workplace

Qualified design professionals, organizational model and who understand and can future goals, so much the bet achieve an integrated approach ter. Your design professionals to the workplace, must be need to understand your utilized as the other key part of business—what you are trying the project development team to achieve, and how you are to guide the complicated planning to achieve it. process of designing and con Ultimately, these should be structing the new workspaces. presented to them in a uni Typically, architects or interior fied, coherent manner, with designers will lead a team of the support of all levels within engineers (such as structural, the organization. mechanical, and electrical), For the design process to work specialty designers (such as effectively, a seamless dialogue lighting, acoustical, communi must be established between cations and fire safety) and the business process, informa other design and construction tion technology, design and consultants. construction professionals, In conjunction with this design and user team members. and construction effort, recon Assembling your project devel figuring your space will involve opment team will likely reviewing how your office works require procuring services out and how proposed changes will side of the Government. With influence and be influenced by the help of sophisticated and the new space. Consider the creative contracting officers, services of specialists in strate procurement impediments gic business planning, work can be avoided, and your processes, change manage focus can be on creating your ment, and technology to assist new workplace. you, as well. Once your team has been Your project development assembled, work can begin to team should be assembled as consider the needs of people, early in the design process as space, and technology in your possible. If they can partici new workplace. Below are pate with you in defining your many of the questions you THE INTEGRATED WORKPLACE CHAPTER 4 | 89

need to consider as you begin why change is needed. Try to the design process. Don’t define your organization and expect to answer them all—just its work processes by asking begin thinking about them. questions like the following:

People WHO ARE WE?

Your Business Process > Who are we today, who were we Management Experts will help before, and who do we want or you focus on your core need to be in the future? business, looking at critical > Who works for us, and what will processes such as information keep them here? How amenable technology, logistics, customer are our people to changing work -service management, finance, processes, moving to the use of and administration. alternative office arrangements, Successful change requires and employing new technolo- expertise in human perform gies? (For example, will they ance and connectivity with the give up their office cubicle for a strategy, technology, and mobile one with a docking sta- process-related elements of tion at home and share a space your organization. It also in the office?) requires a range of approaches > How motivated are the people and methodologies encom in our organization? What passing all aspects of a trans defines us and the way we work formation—from changing (challenge, security, salary)? workforce behavior to estab lishing new leadership teams. > Do we have a union? If so, how Your business process manage will we involve them in defining ment expert will identify the new workspace? barriers and opportunities in > Are people eager to work for us, your office and help manage or are we losing staff to others? its transformation Are we hiring or downsizing? (Arthur Andersen 1998). > How do people work together Before you even start to dis and communicate in our cuss what kind of space you organization? need, you need to understand 90 | Guidelines for Developing the Integrated Workplace

WHAT DO WE DO? > How do we inform the staff about the Integrated Workplace? > What is our mission, our goals? Has our mission changed, or > When do we do this? will it be changing in the future? > Who should do it? > Who are our customers? Are WHO IS ON THE TEAM? they internal, external, or both? > Who can best represent this SHOULD WE CHANGE? organization’s people and work > Will there be cost benefits, process needs and goals on the increased productivity, and Integrated Workplace team? worker satisfaction? > Do we have in-house staff who > Will this change provide the can guide this effort? amenities expected by our > Do we need human resources, valued employees? management processes, or > Is changing our space needed other specialist consultants to to help initiate and support assist us in this part of the effort? change, or will it just support Space the status quo? Your Real Property Design and > How will we continue to change Construction Experts will help and improve? you evaluate the physical space > Have we established methods changes needed to support and benchmarks to measure your new operation. Their serv performance? ices, depending on the scale of your project, can include: feasi > Are special measures, such as bility studies, master planning, retraining, needed to retain site selection, and environmen employees? tal impact engineering; interi DO WE NEED NEW SPACE? or, architectural and engineer ing design and management, > Is new workspace necessary construction management, and to support our business goals? contracting; leasing, opera If so, what do we expect to gain tions, and maintenance; and from a new workspace project? property management. THE INTEGRATED WORKPLACE CHAPTER 4 | 91

Consider what attributes of WHERE DOES OUR OPERATION NEED the physical work settings will TO BE LOCATED AND WHY? best suit your organization in > In the city or a suburban or rural achieving your mission and location? goals. Ask yourselves: > Near public transportation? WHAT TYPE OF SPACE WILL EXPRESS OUR OFFICE’S VISION? > If our workforce needs to be mobile, what implications will > What do we need to accomplish that have on a centrally located our work and carry out our mis- office? sion? WHAT ARE OUR MAJOR GOALS FOR > Does our existing space accom- THIS PROJECT? modate new work processes and emerging technologies? > Can we attract and retain What are the current barriers to employees, consolidate space, accomplishing work? improve productivity, and save money? > How do we work—individually, in teams (short-term, long- WHAT ARE OUR SECURITY NEEDS? term, or multiple teams), or a > What level of security is needed mix of both? for our office: high, medium, or WHAT KIND OF SPACE WOULD WE low? LIKE TO BE IN? > How do security measures affect > Do we need to be enclosed or our image and how we work? more open? > Do we have special technical > Where do work groups need to security requirements? be located? What adjacencies HOW CAN WE PLAN FOR CHANGE? are important? > What must we do to provide max- > In the future, will we need cen- imum flexibility to accommodate tralized space or satellite offices, future changes with the lowest or will people be working at impact on cost and productivity? home? > Will evolving work practices be supported? 92 | Guidelines for Developing the Integrated Workplace

> Do innovative office systems As you think about how you (such as those with personal would like to work in the HVAC control) provide needed future and consider the envi flexibility for reconfiguring ronment which best suits that spaces? style of work, imagine how information technologies will > How can the space needs of be integrated into the new changing technologies best be office. Ask yourself: supported? HOW WILL TECHNOLOGY ENHANCE WHO IS ON THE TEAM? OUR FUTURE OPERATIONS? > Who can best represent our > What type of computers will office’s space needs and goals employees need? on the Integrated Workplace Team? > How will we be connected? Who will need to communicate > Do we have in-house staff who with whom? can guide this effort? > What types of technology > Do we need space planners, will help us reduce space and architects, and other specialist personnel needs? consultants to assist us in this part of the effort? HOW WILL TECHNOLOGY CHANGE THE WAY WE WORK? Technology > Will employees be working in the Your Technology Experts will office or out of the office? help you identify appropriate technologies for your work > What type of office support will place with network consulting they need? and analysis, LAN/WAN engi > How will we communicate? Do neering and design, systems we need special interfaces with integration and installation, other technologies (e.g., E-mail, network administration and voice mail, local, wide area, and help desk services, systems global networks)? procurement, and software engineering (IOS 1998). T H E INTE GRATED workplace

5case study Owens Corning World Headquarters

Courtesy of Owens Corning. Case Study 5

Owens Corning World Headquarters

Toledo, Ohio

Occupants

Owens Corning Incorporated

Design

Courtesy of Owens Corning. Cesar Pelli (base building), Harley Ellington Design and Workplace Integrators (interiors), and Steelcase Inc. (furniture)

Contact

James Eckert, Owens Corning; Diane Lammers, Harley Ellington Design; Scot Siegel, Steelcase North America 410 312-8360

Project Background

The new World Headquarters for Owens Corning, opened in April 1997, is a campus-like facility in Toledo, Ohio. This leased facility accommodates a staff of 1,200 in 400,000 square feet. The average individual workspace is 64 square feet. For almost 30 years, Owens Corning’s corporate offices occu pied a 28-story landmark in downtown Toledo, Ohio. Named the Fiberglas Tower, this structure housed approximately 1,000 employees.

Top Image: Courtesy of Steelcase North America. With the company’s long-term lease expiring in 1996, a facili ties evaluation team was formed to assess the existing Tower facility and its ability to support the new corporate direction. Comprehensive space use and feasibility analyses were per formed in all areas of building operations, while extensive executive input was collected regarding future business plans and needs. The conclusion was that the company needed a facility that enhanced long-term growth in organizational performance and business results rather than a facility whose primary attraction was short-term cost containment. The decision was made to build a new corporate headquarters that would reflect the new corporate image and structure.

Integrated Workplace Concepts Employed

People

> The new facility was designed to support the company’s shift from a hierarchical, centralized organization to one that is flat, decentralized, team-oriented, and dedicated to a global, mobile, technology-driven philosophy.

> A new paper-free initiative was employed to change the way people worked.

> Steelcase and Harley Ellington Design’s planning process began by helping Owens Corning’s management envision critical aspects of the new workplace. Next came involvement of nearly 200 workers, which led to the following design parameters:

• Work settings were to be based on the activity performed— not on status or rank.

• A range of settings would be provided for the variety of work that takes place.

• Group work settings would be used to support a more participative culture.

• Many workers need periodic privacy.

• Technology should be accessible everywhere.

• Flexibility and user control to support frequent change should be built in.

> Professional development training was provided through a “Discovery Center” using self-learning through CD-ROMs, videotapes, management publications, and career counseling. Case Study 5

Courtesy of Owens Corning. Space

> The flexible, horizontal campus arrangement reflects the company’s enormous cultural shift. The headquarters building is a low-rise, three-story structure, stretching 1,000 ft. from end to end, with the Chair and CEO located in glass-walled offices in the middle of the second floor.

> Most individual workspaces are open and highly collaborative. Individual stations are relatively small, creating more room for group interaction. Private enclaves, available for use by any employee, supplement open areas.

> Corridors were intentionally widened to encourage interaction.

> All furniture components are freestanding and can be quickly reconfigured to keep pace with a rapid rate of churn. By combining freestanding furniture with specialized utility products, Steelcase created efficient floor-to-work-surface power and data connections. > Steelcase’s “Context” furniture system was used throughout, with vertical panels providing seated privacy, yet allowing easy visual and verbal access to co-workers. Curved work surfaces invite informal meetings for small groups. Storage towers hold materials and personal amenities in each workspace.

> Employees have access to a range of amenities and services that give the facility a college campus-like feel, including a fitness center, 275-seat auditorium, credit union, and convenience store with ready- to-serve dinners, dry cleaning services, and videos. Management encourages personnel to use the fitness center any time during the workday. Service amenities also allow employees to run errands on site, so they can remain more focused on their work.

OLD

NEW

Used with permission of Steelcase North America.

Courtesy of Steelcase North America. Case Study 5

Technology

> Eighty teaming rooms, located throughout the facility, are furnished with presentation equipment, computer log-in, and teleconferencing capabilities. Twelve of these rooms can be used as video-conferencing centers.

> The Owens Corning paper-free initiative was realized through three major elements:

• Messaging/daily communications: Every person has an individual fax number and all faxes arrive electronically to the desktop.

• Business information systems: A range of everyday business tasks, such as transaction information, customer orders, invoices, and inventories is automated under the company’s “Advantage 2000” re-engineering initiative, which replaces a paper-oriented system with real-time, interactive information. Owens Corning’s goal is to be 50 percent paper-free in external transactions.

• Filing/document retention: Documents are kept electronically for only one year, and no permanent paper file space is provided. Since the move, 50 percent of the copiers and printers and 60 percent of the fax machines have been eliminated.

> To produce an infrastructure that supports advanced use of technology, Owens Corning created one fully interconnected system featuring a global network to replace 200 separate systems.

> About 70% of the staff use laptop computers, and they have the ability to plug in anywhere in the facility.

Courtesy of Steelcase North America. Courtesy of Owens Corning.

Project Results (best practices, lessons learned, benefits gained)

> Strategic design is not a linear process. When a company is redefining its workplace as a critical business tool, discoveries accompany every stage of the process. The process is better defined by its interruptions and breakthroughs than by its timeline.

> User involvement takes time, but is worth it. In order to create a facility that supports new behaviors in a new work culture, workers must be involved in the process.

> Full interaction includes up-front comments on needs and concerns. Ongoing communication of project plans, complete reviews of proposed solutions, and modifications are essential to a successful outcome.

> Early and integrated involvement of all key players in the design process—architect, interior designer, furniture manufacturer and dealer, and corporate facilities management—led to better results in less time.

> Space was drastically reallocated during the design process. Despite significant reduction of individual workspace size (from 120 square feet to 65 square feet on average), total workplace size remained constant, primarily as the result of new teaming areas. Expect space to shift, not shrink. Case Study 5

Courtesy of Steelcase North America.

> More than 400 Owens Corning employees responded to a survey conducted 90 days after occupancy:

• 60% said their productivity has improved

• 80% are more customer focused

• 88% report a high level of teaming with departmental co-workers and 66% report a high level of teaming across departmental boundaries

• 77% are using less paper due to increased use of technology.

Courtesy of Owens Corning.

Courtesy of Owens Corning. THE INTEGRATED WORKPLACE CHAPTER 4 | 93

WHO IS ON THE TEAM? other services will be identified. Services, such as move coordi > Who can best represent this office’s Workplace Technology nation, and alternative design needs and goals on the and construction approaches Integrated Workplace Team? can be considered. Ask yourself: > How will our staff be kept > Do we have in-house staff informed of project progress who can guide this effort? and changes? > Do we need information > At what points in the design technology and other specialist process are critical employee consultants to assist us in this issues resolved, and by whom? part of the effort? > What training will be required 2. GETTING IT DONE: for users of the new spaces and The Implementation Phase technologies? When you have identified the > Who makes the final decision? major goals of your Integrated Workplace and have considered Getting Professional Help some of the spaces and tech A good design team is crucial nologies needed to reshape to the success of the project. your office, development and Professionals will guide you implementation leading to through the process of realiz design and construction of the ing your goals. They will actual spaces can begin. answer questions like: Getting Organized Internally > How will your new office express An in-house individual should your mission and culture? be identified to guide your > How will building systems, such office’s reorganization efforts. as structure, HVAC, lighting, and Procurement should begin for security, serve your processes needed specialized professional and staff requirements? services, such as space plan ning, design and construction, and information technology services. Later, as the schedule and budget are developed, 94 | Guidelines for Developing the Integrated Workplace

> How will furniture figure into to be in five to ten years. To your space layouts and business help you participate successfully practices? What about issues in the development, design, and like universal plan, the public/ construction processes, consider private spaces, and the the following: Hallmarks of the Productive People Workplace (see Chapter 3) that will assure successful results? > What type of planning approach is to be used (e.g., top down, Due to the special nature of consultant/contractor, or organi- design and construction, zationally horizontal team)? design and construction pro fessionals should oversee > Are the necessary stakeholders implementation of the project. or group representatives involved They can direct the planning, in the planning (e.g., employees, design, and construction unions, employee relations, and phases of the project or man the various occupational groups)? age construction management > Do you need additional expertise contractors who will do that regarding Integrated Workplace work. Working with your issues for planning purposes? Government Contracting Officer, suitable design and > What are the implementation construction procurement needs? Do you need change approaches can also be identified. management activities?

GSA or your facilities manager > How will the workflow and can identify a source for pro the quality of work life be fessional services to assist you. maintained?

Development, Design, and > Should you plan for a full- Construction blown, gradual, or pilot-type implementation? As the three basic elements of the Integrated Workplace—peo > What parts/locations of the ple, space, and technology — organization will have new begin to intertwine, the project workplaces? can begin. Your Strategic Plan should look at where you want THE INTEGRATED WORKPLACE CHAPTER 4 | 95

Patent Trademark Office

Washington, DC

This project was done in part- > When not being used for work, nership with the National home office space was usable Treasury Employee Union for other purposes. Chapter 245. > Attorneys at home have access Integrated Workplace to all computer applications Project Background Concepts Employed available at their office work- The PTO conducted a stations. These include com- People Flexiplace Pilot Program from plex live databases necessary March 1997 until March 1999, > Individuals can work at home to perform their jobs. as a National Performance three days a week, thereby saving commuting time. Review Reinvention Lab proj- Project Results ect. This pilot used alternative > Since all attorneys are required (best practices, lessons learned, officing options of home tele to work independently, with no benefits gained) work and shared offices. PTO need for teamwork, working at conducted this pilot to: > Office sharing and the use of home is possible. home offices provide the oppor- > Reduce commuting time. Space tunity for increasing the num- > Take advantage of new ber of employees without > The nine shared offices are in technology. increasing space. The PTO pilot leased space. Since these were provided the opportunity to > Provide incentives for retaining existing offices, no new con- house twice as many attorneys good people. struction was involved. in the same amount of space. > Permit an increase in its work- > In-house computer support > Productivity improved due to force without increasing space. was provided for setup of par- saved commuting time. ticipants’ home offices. Eighteen examining attorneys > Employees and supervisors are were involved; each with a > Since each attorney went from pleased with project results workstation at home and a a private office to a shared one, and employee morale has shared office at work. PTO was able to house more improved. Previously, each attorney had people in the same space. a private office. Although > No negative impact on cus- Technology each office is “owned” by two tomer service was observed. people, it is generally only > Home equipment included > PTO plans to continue the Pentium computers, but not fax used by one person at a time. Flexiplace program and make it machines. ISDN lines were available to all attorneys. installed in homes in devoted, secured locations. 96 | Guidelines for Developing the Integrated Workplace

> What employees/customers > What is the schedule for the will work in or be serviced in Integrated Workplace project? the new workplaces? Space > What types of spaces are needed > What tasks will help determine to accommodate the types of basic workspace sizes and con- work processes each person figurations? encounters? Do you need dedicated privacy areas, team > How can you minimize the num- spaces, shared community ber of prototype workstations? space, conference space? > Can individual workspace per- > How will you use the space? sonalization be accommodated Will the workers stay in one within the common elements place all day? If so, will they and the budget? Modular furniture can quickly need dedicated individual > How will security be provided? adapt to changing needs. workstations for all tasks? Used with permission of > How are you dealing with noise Herman Miller Inc. > Do you wish to encourage and privacy controls? working in teams? If people work on multiple teams, do > What is the level of environmen- they need dedicated project tal control? spaces to help foster teamwork? > Will pilots and mock-ups be > Will people be performing required? different tasks in different Technology areas? Perhaps more shared space can be used, with specific A comprehensive view is areas for specific tasks? needed to ensure that the new technology interacts > Consider how marketing this homogeneously with both the plan to your organization can workplace culture and the make it succeed (e.g., using office space design. Selecting pilot programs, special presen- the appropriate technology tations, videos, employee requires not only considera and management training, tion of your employees’ needs newsletters, etc.). and skill levels, but also requires understanding of the THE INTEGRATED WORKPLACE CHAPTER 4 | 97

people and space needs of > Can you anticipate what extra their work. Consider the fol capacity may be needed to sup- lowing questions: port future office technology needs? > How much flexibility do you need in occupied space? > Will pre-engineered, package- Do universal planning modules type systems or custom sys- make sense? tems be used?

> What technology will best sup- > What are your special technology port the way you will be working needs? and what do you need in the 3. GETTING FEEDBACK: space to support that? (For Managing the Integrated example, employees who use Workplace docking stations, rather than conventional, desktop personal Maintaining an Integrated computers, must have the Workplace necessary technology, access to Well, you’ve moved in, the office LAN systems, compatible dust has settled, and people programs, and home-based are hard at work. Whew! Take equipment and software.) a few days to relax and savor > Can you use pilot programs your accomplishments. But before making large-scale just when you think you’re fin commitments? ished, its time to start measur ing and reevaluating how your > What does the office concept say workspace accommodates your about what technologies are work practices and what needed, compatible with the adjustments are necessary. organizational culture and sup- After all, a lot can happen portive of the work to be done? within your organization in > What communication capabilities the time it takes to construct do you need—satellite, E-mail, new workspace: People leave, or just telephonic communica- new people arrive, you’ve reor tion technology? ganized again, your mission has been changed by a new > Is the infrastructure compatible administration, or whatever. with the proposed technology? 98 | Guidelines for Developing the Integrated Workplace

However, if you’ve planned (how to adjust and use the ahead and provided appropri chair and use other equipment ate flexibility in your work that affects ergonomics), space, all but the most radical phones, voice mail, the LAN, of space adjustments should and other “things” that require be able to be undertaken explanation. without earth- (or budget-) Protocols are standards of shattering repercussions. workspace use and behavior To maintain compatibility that will assist everyone in between your workspace and “getting along” with each your work practices, you need other and in maximizing each to evaluate workspace per person’s performance. formance and its effects. Some Protocols should address both ways to do this include post- work practices and space occupancy evaluations and usage, since they are both performance measurement. related. They may include such things as phone “eti A User’s Manual quette,” acceptable noise levels, You probably wouldn’t accept impromptu gatherings, use of delivery of a new car or major team rooms, conference rooms, appliance without getting a break areas, core attendance copy of the owner’s manual. times, regularly scheduled You should consider no less staff meetings, quiet time, and for your new office space. ways to make suggestions. To help people make the tran It is critical that protocols be sition to working in their new developed with the participa- space, and to establish policies tion and general consensus of for working in them, an office the entire organization’s user’s manual with office staff—otherwise, they will not protocols should be provided. have any relevancy and will be A users manual gives each per ignored. son information on the use of his or her space and equip ment, such as computer hard ware and software, furniture THE INTEGRATED WORKPLACE CHAPTER 4 | 99

Getting the Facts: Workspace Performance Measures

These days, there is a lot of emphasis on performance measures and ”hard data.” It should be remembered that with people and work process issues, much is qualitative and not subject to simple numeri cal analysis. Where sensible numbers are available, use them; where they are not available, use good judgment; and remember the goals of the project should not be con strained by whether or not you can measure them. Tom Gilb, author of Software CLOSE TO HOME © 1998 John McPherson. Listed below are a few ideas Metrics, with what they call Reprinted with permission on performance measures to “Gilb’s Law”: of UNIVERSAL PRESS SYNDICATE. All rights reserved. consider. Unfortunately for Anything you need to quanti you, there is no panacea, and fy can be measured in some only your organization can way that is superior to not determine what is successful. measuring it at all. In their book Peopleware: (DeMarco & Lister 1987, p.59) Productive Projects and Teams, This doesn’t promise that the Tom DeMarco and Timothy measurement will be cheap or Lister talk about the office perfectly accurate, but it is environment and its effect on better than nothing. This people working in it. They also assumes there will be no describe the problems of negative effects from doing measuring the productivity of the measuring. knowledge workers, but come to the conclusion that, where Some measurements of work necessary, any measurement is place effectiveness to be con better than none. They quote sidered include: 100 | Guidelines for Developing the Integrated Workplace

PRODUCTIVITY MEASURES: > Cost per square foot (square meter) per person > Turnover (measure retention of employees, cost of retraining) > Customer (user) satisfaction surveys > Absenteeism (sick leave, annual leave) Post-Occupancy Orientation, Monitoring, and Evaluation > Self-assessment When you move into your new > Time-tracking devices workspace at the end of the such as log books, overtime, design and construction project hours process, you should provide > Customer demand for an orientation program for all products or services staff on your organization’s new way of doing business. > Observed downtime (for modifi- Employees must become cations, complaints, interrup- familiar and comfortable with tions) (ABSIC 1998, Chapter 6, new work processes, new tech Section 2.1.2) nology, and with their new > Anecdotal evidence on work- workspaces. In some cases place suitability: People’s per- training will be required. It ceptions of workplace suitability will take some time to become are still a viable measurement, accustomed to your new sur especially when from a “grass- roundings and to take full roots” perspective. advantage of all of its features. > Churn costs: Employee down- How will you know if your new time, space move costs, time to workspace is working for the execute a move and get a per- individuals in your organization son back up-and-running and the organization as a (phone, computer, etc.) whole? You must, either quanti tatively or intuitively, track and > Operating and maintenance measure the performance char costs acteristics of your workspace. Is > Cost per person it assisting or hindering produc tivity? Is it comfortable or not? > Cost per square foot Is it attracting or driving away (square meter) your workforce? These are some questions to ask. T H E INTE GRATED workplace

6case study The Robert L. Preger Intelligent Workplace Case Study 6

The Robert L. Preger Intelligent Workplace

Carnegie Mellon University, Pittsburgh, Pennsylvania

Occupants

Center for Building Performance and Diagnostics (CPBD)

Design

The Center for Building Performance and Diagnostics Team, with Pierre Zoelly, AIA; Bohlin Cywinski Jackson Architects; R. M. Gensert and Associates; Hornfeck Engineering Inc.; RAY Engineering; Project Management: Stephen R. Lee

Contact

Volker Hartkopf, Ph.D., Director, 412 268-2350

Project Background

The Intelligent Workplace (IW) is a 7,000-square-foot living laboratory developed by Carnegie Mellon University for testing workplace innovations in a real, day-to-day work environment. It is one of the major accomplishments of the Advanced Building Systems Integration Consortium (ABSIC), a group of industry, government, and university partners interested in advancing the state of the workplace. The IW is housed in a newly constructed facility perched atop historic Margaret Morrison Carnegie Hall on the Carnegie Mellon campus. The major reasons for constructing the facility include:

> Testing organizational innovations for the advanced workplace;

> Testing innovations in information technology;

> Testing innovative enclosure, HVAC, and interior products for thermal, air, visual, acoustic, and spatial quality;

> Demonstration of product performance in the integrated setting;

> Training in material, component, and systems choices and their integration for performance; and

> Hands-on training in instrumentation and metrics for evaluating performance and occupancy comfort and in development of CAD packages for design and management.

The Intelligent Workplace will demonstrate advances and innovations in materials, components, and assemblies for thermal, visual, acoustic, air quality, and spatial performance in a “lived-in” office, research, and educational environment. The effectiveness of these elements in the built environment depends on how they are integrated with each other and how they address overriding concerns about resource management, health, and worker effectiveness. The Intelligent Workplace is not envisioned as a one-time “show and tell” demonstration project, but rather as a dynamic envi ronment for the teaching and evaluation of how integrated building components, systems, and assemblies affect building performance. The facility will also provide the platform to explore broad environmental and ecological issues such as recycling building products and long-term resource manage ment. As a test bed for new ideas, and as a demonstration center for successful innovations, the Intelligent Workplace provides a unique living laboratory for developing better workplaces. (Text adapted from the CBPD Web Site)

Integrated Workplace Concepts Employed

People

> Feedback from occupants is used in adapting and changing the space.

> Maximum access to the natural environment is provided for all occupants.

> Individual temperature and airflow adjustment is available at each workstation to accommodate personal comfort requirements.

> Workspace configuration can be personalized.

> Social work environments, including a service “pub,” team spaces, and exterior gathering space, are accommodated. Case Study 6

Space

> Highly flexible, modular workspaces accommodate future changes.

> Individual control for HVAC and lighting are provided.

> The facility provides a healthy environment, free of building material pollutants and supplied with generous amounts of fresh air, natural light, and exterior views.

Technology

> Plug-and-play technology simplifies and reduces the cost of space changes.

> Maximum use of natural light, combined with split task and ambient lighting, resulted in a 30% reduction in lighting power consumption.

> Sustainable design concepts, including use of recycled materials, energy recycling and conservation, reusable infrastructure elements, and use of low-waste construction processes were incorporated in the project.

> Integrated infrastructure elements include open web trusses to accommodate passage of mechanical and electrical equipment, integrated floor structure and access floor plenum, use of structural elements as finished surfaces, and prefabrication of building elements.

> Split thermal and ventilation systems maximize performance of each system. Natural ventilation is used as well.

> Maximum voice and data connectivity is provided, with built-in component redundancy and ”just-in-time” connection capability.

> An innovative system allows user reconfiguration of data, power, and voice communications.

Project Results (best practices, lessons learned, benefits gained)

> Acceptable light levels can be achieved during the day without any additional artificial light.

> Acoustic control in open plan offices is critical.

> Air supply at desk height with individual user control provides better air quality and comfort than ceiling or floor-based air distribution systems.

> Integration of proprietary building systems with each other requires careful coordination during design and construction, regardless of manufacturer claims of compatibility.

> Occupant control of building systems must be easy to understand and use.

> Careful product specification and construction oversight is necessary to assure that all materials used in the project comply with sustainable design and indoor air quality goals.

> There are definite links between the quality of the work environment and employee productivity. Quantifying these factors in terms of real cost benefits is the next challenge.

All photos courtesy of GSA Office of Governmentwide Policy, Office of Real Property. THE INTEGRATED WORKPLACE CHAPTER 4 | 101

If your organization produces reveal a problem, a correction a product or consumer service, will be expected. Some of the performance measures are purposes for monitoring and usually readily available. If you evaluation are: are involved in knowledge > To determine if goals, objectives, work—developing ideas—per and desired outcomes are being formance measures are harder met (monitoring), or were met to identify. Unfortunately, (evaluation) measurement of knowledge worker performance and how > To determine if change manage- it is affected by the workplace ment and transition management is difficult, and the amount of are or have been effective, and to available research, although determine areas that require growing, is still limited. refinement or adjustment In either case, your team can > To give people the opportunity to review the criteria for success respond and react to the new established at the start of the office as part of their acceptance project and develop methods and ownership of it showing how things are pro > To be in a more responsive, gressing. Ideally, benchmark proactive position as problems data from your organization, come up or similar offices, will provide you with performance meas > To ensure the overall success ures you need and something of the project to measure against. Monitoring and evaluation Monitoring is the act of contin preparation should start at the uous observation of specific beginning of the project— factors, such as customer satis before its implementation. faction and worker morale, to As the project moves forward see if they are the way you want and is completed, progress them to be. Evaluation is a reports might cover: cyclical activity in which you > Effectiveness of change measure whether certain management expectations were met. Implicit with monitoring and evaluation > Degree to which all aspects of is response. Don’t forget that if the design were implemented monitoring or evaluations 102 | Guidelines for Developing the Integrated Workplace

> Degree to which implementation organization’s short- and long- occurred as scheduled and term goals were achieved. For without mishaps this to make sense, however, you need to evaluate the appli > Impact of problems on people cation—that is, you need to and their work know if the project was carried > Other project outcomes (good out as designed or if devia or bad) beyond those specified tions were made. This applica by management tion evaluation is critical because application issues can Some cautions in the monitor have strong bearing on the ing and evaluation process outcomes. An appropriate include: concept and design can only > Don’t over-monitor or over-eval- yield the desired outcomes if uate. Frequent inquiries can be properly implemented. disruptive and tiresome, as well Consider the case where, after as creating problems of their proper orientation and train own. The process must be as ing, employees complain that convenient as possible work is being hindered by the > Don’t hesitate to use non- lack of storage space. What do quantitative methods like inter- you do? views, discussion groups, anec- First, your benchmarks should dotes, etc tell you if performance has > Be sure that the entire project actually declined. If it has, team, including consultants, consider whether employees change agents, employee repre- are using the new processes sentatives, and designers, have around which the workspace input into the monitoring and was designed. Maybe more evaluation training is needed. Or, maybe the work itself has changed > Try to monitor and evaluate all and the “new” work practices affected aspects of the project are already obsolete. The evaluation must accurate Perhaps the technology isn’t ly and adequately interpret adequately supporting the new two areas: outcomes and appli way of working and employees cations. For outcomes, you are storing more in their work measure the extent that the THE INTEGRATED WORKPLACE CHAPTER 4 | 103

spaces than was originally envi wags the dog.” It is important to sioned. In all likelihood, the remember that the require supporting technology simply ments dictate the appropriate needs to be modified. acquisition method – not vice versa. The array of contracts It could also happen that needed to successfully carry out employees are working in new a major project can be daunt ways, using appropriate tech ing. They may include service nology to do their job – but it and supply contracts for infor is their workspaces that need mation technology, organiza to be adjusted. tional management, travel and Once you are in your new transportation services, and workspace, it is easy to forget furniture and equipment pur the dynamic nature of the chases; indefinite delivery/ Integrated Workplace. Post indefinite quantity contracts for occupancy orientation, moni telecommunications, security, toring, and evaluation are your environmental assessment, tools to stay current with best architect-engineer, construction practices and to upgrade and and construction management adapt your office economically services; design-build services; and efficiently. Think of your and other specialized procure new office as the Beta version ments for design, construction, of “Workplace 1.0.” Workplace and leasing. 2.0 and 3.0 might follow imme The sequential procurement diately or in several years. of design and construction Changes may be minor or services most commonly used sweeping. In either case, they in the Federal Government is should be the ones that best not conducive to an Integrated serve your mission, unhindered Workplace approach, where it by the physical spaces in which is best to engage the entire they are carried out. project team early in the process. Your IW project man A Final Note on Procuring Your ager and contracting officer Integrated Workplace need to “craft” an acquisition Because of its complexity, the strategy that will allow the Federal procurement process project team to focus on cre too often becomes “the tail that ation of the workplace without 104 | Guidelines for Developing the Integrated Workplace

worrying about the usual pro tion technology experts. Its IT curement process obstacles. schedule has products and services contractors who can No single acquisition strategy provide systems analysis and will work in every situation. design, installation, program Examine each requirement ming, networking, project and tailor your Integrated management, records Workplace procurement management, resource and accordingly. With an under facilities management, and standing of the available alter database planning and design. natives, the project manager See their homepage at http:// and contracting officer can pub.fss.gsa.gov/sched. craft a strategy most appropri Governmentwide acquisition ate to the project’s cost, contracts (GWACs) and schedule, and objectives. multi-agency and agency Recent implementation of the indefinite delivery/indefinite Government Performance quantity (ID/IQ) contracts also and Results Act (GPRA), offer a large and varied selec Federal Acquisition Stream tion of products, services, lining Act (FASA), Information and contractors. Technology Management Design and construction service Reform Act (ITMRA), and providers are available through Federal Acquisition Reform your building manager and Act (FARA) has broadened agency facilities office. GSA is the number of procurement also developing an Integrated methods and Government Solutions Program to provide contracts available for your single-source delivery for all use. Depending on the services phases of space occupancy. and products required, you This will coordinate, track and might need to simultaneously provide follow-up on all award multiple-contract pur required services, including chase and work orders, or real estate planning, space independent contracts. design, furniture, supplies and The GSA Federal Supply equipment, telephones, com Service (FSS) provides access puters, security, relocations, to organizational management, and special consulting. business process, and informa T H E INTE

GRATED chapter workplace 5 Findings, Recommendations, and Next Steps THE INTEGRATED WORKPLACE CHAPTER 5 | 105

FINDINGS

The findings of this report, > As Government organizations based on the research con- continually reinvent themselves ducted, are as follows: to remain competitive and stay ahead of rapid changes > The quality and suitability of in business and technology, workspace greatly affects the providing workspaces with productivity and well-being of flexibility to adapt to change those using it. is the most critical factor > A clear definition of an organi- in supporting new work zation’s mission and goals processes and technology. and the work practices used > Support from senior manage- to achieve them are prerequi- ment is essential for successful sites to developing the best implementation of an Integrated workspace. Workplace approach. > Since people are the most > The Integrated Workplace important resource and greatest development process is a expense of any organization, the reiteration of good design long-term cost benefits of a practice that is comprehensive properly designed, user-friendly and primarily focused on the work environment should be needs of the people and work factored into any initial cost con- processes rather than on siderations. space standards and furniture > Strategic organizational requirements. planning must include real property considerations and have participation from facilities professionals.

> Federal agencies need to keep informed of new workspace issues throughout the Government and the private sector. 106 | Findings, Recommendations, and Next Steps

RECOMMENDATIONS

Based on the research and > The Office of Governmentwide findings of this report, the Policy should develop a method following recommendations for sharing information on are offered: workplace issues throughout the Federal Government. > All Federal agencies should promote and use Integrated > The Government’s successful Workplace practices in develop- Integrated Workplace solutions ing their workspace. need to be recognized and rewarded. > Procurement requirements, management processes, and space standards or guidelines dealing with Federal workspace should be reviewed and amended, where necessary, to facilitate an Integrated Workplace approach.

> Senior management should be champions for better workspace.

> Budget and procurement decisions should encourage and support solutions based on a life-cycle model rather than a first-cost model.

> The Federal Government should promote and fund further research on the workplace, including the effects of the workplace and work practices on people’s health, productivity, and job satisfaction. T H E INTE

GRATED case study workplace 7 Social Security Administration Headquarters Case Study 7

Social Security Administration Headquarters

Woodlawn, Maryland

Occupants

Social Security Administration

Design

Architects: Burt Hill Kosar Rittelmann Engineers: HF Lenz GSA Team: Jill K. Shafer, RA, NCARB, Project Manager; Patti Vaughn, Contracting Officer; Mark Shenold, Project Engineer; Dave Kriebel, Fire Safety; Kelli Castellano, Realty Specialist; Pat Guest, Food Consultant; Jean Walsh, Space Planner

Contact

Jill K. Shafer, RA, NCARB, GSA Project Manager 678 776-5824 Project Background

GSA, in partnership with the Social Security Administration (SSA), agreed it was time to update and renovate the existing SSA facilities, now over 30 years old, at its 281-acre complex in Baltimore, Maryland. As a start to the phased renovation of the campus, a Community Plan was developed to outline how best to renovate and/or modernize the complex over a 10-to 15 year period. It identified financial issues and long-term goals for GSA and SSA, and provided the basis of all future work. During and since this effort, GSA has worked closely with the Social Security Administration management and staff to develop an understanding of the work ahead. Currently, over 1.5 million square feet of space is in various stages of development: Construction is 95% complete for one project, design has been completed for a second, with construction to start in 1999, and design of a third project is 95% complete.

Integrated Workplace Concepts Employed

People

> At the beginning of the project, GSA engaged SSA’s staff, including management, to agree to the concept of a long-term, 10-to-15 year renovation of the campus.

> GSA worked with SSA to identify key individuals who would participate in all phases of the project to afford each consecutive phase the benefits of lessons learned from the previous phases.

> Project charters were developed to promote a team effort where everyone shared responsibility for successes and failures.

> The A/E (Architect/Engineer) consultants helped SSA project their future business needs and define the limitations of their current facilities.

> A “Facilities Center” was built on-site by SSA to provide everyone affected by the project access to a scale model of the entire complex and all project records, drawings, renderings and models. This area will eventually have a prototypical workstation with a computer that will show a digital walkthrough of the design and construction to date. The space also has a “round table” conference area where the teams can be seated face-to-face for better communication.

> Partnering sessions were held with the design team and users to discuss important issues.

Space

> In two of the projects, universal planning was utilized in 85% of the open office area.

> The client was not required to provide detailed housing plans 4-5 years prior to construction funding that would be of no value by the time construction began.

> The design includes a large amount of flexible, open office space capable of adapting to any future use.

> The existing facilities have few teaming/meeting areas. The new designs provide one “break out” area for 8 people at every 15-20 workstations, vending/eating areas dotted throughout the plan for informal gathering, and large and small conference rooms.

> Atria are utilized in the new designs to bring more light into the existing large floor plates. Some of the atria are independent areas; others are woven into pedestrian malls and pathways. Case Study 7

> Closed offices are limited only to directors and deputy commissioners and for the most part are located away from the exterior wall to allow more light to enter the open space.

> A combination of direct and indirect lighting is utilized, with an emphasis on task lighting to meet the lighting levels required by the Government guidelines

> New, larger windows using insulated glazing provide more openness and views to the wooded campus outside.

> Cafeteria areas are being opened up to the gardens and courtyards within the complex.

Technology

> Access flooring is being utilized in two of the three buildings currently underway to provide maximum flexibility.

> A flexible cabling, telephone, data, and power box system is dispersed under the access floor systems, making tie-in for future changes quite easy, regardless of the space plan.

> A fiber optic Lan/Wan system is being designed by the A/E to ensure that construction of the facility and its systems fall under one general contractor, improving coordination and establishing overall responsibility.

> The heating, ventilating, and air conditioning systems are designed to ensure excellent indoor air quality, providing healthy amounts of fresh air with a great deal of system flexibility.

Project Results (best practices, lessons learned, benefits gained)

> Because of the working environment GSA and SSA developed in the early planning stages of the project, the client was more willing to consider state-of-the-art and fundamentally different design concepts.

> It is sometimes difficult for a building tenant to move away from familiar practices and facilities into new, “uncharted waters,” even when they know it will benefit them.

> Even though the project is not yet complete, it appears that the approach to planning ahead (Master Plan, Community Plan, etc.) was invaluable in getting SSA to visualize their future business needs and work practices and in showing them how those needs can be translated into the physical space.

> Not requiring SSA to do space planning 4 or 5 years in advance of the project construction eliminated a lot of frustration and rework.

> Using a long-term construction manager contract during design and construction allowed GSA to have several people involved with all the projects, providing continuity and transfer of lessons learned.

> Design and construction partnering sessions have been utilized with success in getting project buy-in and understanding from all design team members.

All drawings by Burt Hill Kosar Rittelmann Associates courtesy of GSA Public Buildings Service. THE INTEGRATED WORKPLACE CHAPTER 5 | 107

N EXT ST E PS

The Office of Governmentwide > Links to workplace-related sites Policy’s Integrated Workplace > List of upcoming events relating Program to the workplace Issuing this report is the first > Listing of current research, step in developing a program technology, and expertise to support Federal agencies in workspace development. The Education and Marketing Office of Governmentwide Program Policy will also develop follow- This follow-on program will on programs to support and develop training and market- promote the Integrated ing tools to educate those Workplace. They will include: involved in or affected by the Workplace Information workplace on Integrated Clearinghouse Workplace issues. It will include: As a follow-on to this study, the Office of Government > Development of education wide Policy will develop an materials to promote Integrated Internet-accessible web site Workplace concepts that will share information > Review of construction procure- and available resources with ment practices and how they agencies that wish to develop affect workplace development Integrated Workplace solu tions. Features of this site > Identification and development will include: of training for management, users, and workspace profes- > A copy of this report, which can sionals on developing Integrated be downloaded and printed for Workplace strategies use by anyone > Sponsorship of forums and > Periodic updates of the workshops on work-related Integrated Workplace Report issues > Listing of projects that utilize Integrated Workplace solutions and share lessons learned

THE INTEGRATED WORKPLACE APPENDIX A | 109

APPE N DIX A — G LOSSARY OF TE R MS

Building Infrastructure—All the basic physical ele HVAC (Heating, Ventilating, and Air Conditioning)— ments and utilities that service the building and cre The mechanical system components of a building ate the space used by the people. These include the designed to control the building temperature and building structure, envelope, walls and partitions, provide fresh air to keep the occupants comfortable building systems and utilities, and service equipment. and healthy.

Building Systems—The part of the building infra Integrated Workplace—A comprehensive, multidis structure that includes mechanical systems (heat ciplinary approach to developing and providing ing, ventilating and air conditioning systems, water, workspace that addresses the business goals, work and sanitary systems), electrical systems (power, practices, and physical space of an organization and lighting, and communications), and other systems the technology needed to support them. such as elevators. Knowledge Work—Work that involves the use of Churn—The rate of workspace occupant reloca information and creation of ideas rather than making tions within an organization, usually shown as a a product and usually requires specialized, formal percentage of relocations per total workstations education. Peter F. Drucker coined the term in 1959. per year. LAN (Local Area Network)—An interconnected Cubicle—A common term for the semi-enclosed, group of computers within a single building or individual work stations in open-plan furniture group of buildings, linked together through a sys installations. tem that allows communication and information sharing both within the organization and, usually, Ergonomics—The science of fitting the job to the with other organizations. worker so that the people and things interact effi ciently and safely. This requires proper arrangement Mobile Office—Technology that provides the neces of your workspace and tools that fit the worker. sary tools to allow a person to work in remote set tings away from a fixed office, such as in a car, air Expert Systems—A computer program that acts like plane, hotel room, or restaurant. an expert consultant in predicting the outcomes of events or diagnosing problems. It does this by Moteling—Office space that is provided to occasion manipulating large databases using structured rules al users on an as-needed basis, usually assigned upon to draw its conclusions. arrival, and usually consisting of a small work area that provides the needed tools and connectivity. Free Address—Undedicated workspace that is avail able for use by anyone without prior reservations. MSD’s (Musculoskeletal Disorders)—A type of injury affecting muscle or bone, such as carpal Hoteling—Shared workspace that is assigned tunnel syndrome, that can be caused by repetitive, through a reservation system similar to that used work-related processes such as typing on a by hotels. To be successful, it must have sufficient keyboard. support to minimize reservation and setup time. A person needs to be able to arrive and start working quickly. 110 | Glossary of Terms

Organizational Culture—The characteristics of an Teaming Areas, Team Suites, Group Addresses— organization such as shared work values; formal and Highly collaborative areas that are used for group informal practices, policies, ideas, and expectations efforts. These can be assigned and used for the life involved in an organized workplace; ways of of a particular project, or used for shorter periods communicating and relating; and ways of getting of time on a reserved or non-reserved basis. work done. Telecenters—See Satellite Offices. Project Development Team—All the people tasked Telework, Telecommuting—An alternative work with providing new workspace, including the in strategy in which employees work at home either house steering committee and all professional full or part-time. consultants. Universal Workstations or Universal Open Plans— Satellite Offices—Remote workspace that provides A modular approach to office planning where work all necessary work facilities and tools common to station sizes are the same or vary in size by stan the organization’s main office. These facilities give dardized increments that allow interchangeability of people options to work closer to home and reduce spaces to allow people to move with minimum commuting needs and can be space that is shared changes to the space. by different organizations and people with them or dedicated for use by particular groups. Usually Virtual Office—(also see mobile office) Workspace involves some sort of hoteling or free address that is disassociated from a specific time or place so arrangement for workspace. that people work wherever appropriate, with no for mal office space provided. Shared Offices, Desk Sharing, and Shared- Assignees—Two or more employees use the same WAN (Wide Area Network)—A group of two or work area in ways that avoid conflicting purposes. more LANs in different areas connected to each other so they operate as one system. Steering Committee—The in-house portion of the project development team whose members should represent all the organization’s interests in space development.

Systems Furniture—Work surfaces, storage units, and other elements, usually hung from freestanding panels, that can be arranged to form a complete office work setting. THE INTEGRATED WORKPLACE APPENDIX B | 111

APPE N DIX B — R ESOU RCES/REF ERE NCES

List of Works Consulted

1. (ABSIC 1998) Advanced Building Systems 10. (Brill 1998) Brill, Michael. Agenda and Notes Integration Consortium, “Summer Meeting from Alt.Office West Conference and Document,” Center for Building Performance Exposition, San Jose, California, August 1998. and Diagnostics, Carnegie Mellon University, 11. (CDF/GSA/NEA 1996) Corporate Design Pittsburgh, June 17-18, 1998. Foundation; U.S. General Services 2. (Alexander 1977) Alexander, Christopher. A Administration; and the National Endowment Pattern Language. New York: Oxford University for the Arts. Proceedings from The Effective Press, 1977. Workplace. Washington. DC: Sponsored by Corporate Design Foundation, 1996. 3. (Aronoff & Kaplan 1995) Aronoff, Stanley and Kaplan, Audrey. Total Workplace Performance: 12. (Commerce 1998) U.S. Department of Rethinking The Office Environment. Ottawa, Commerce, Technology Administration, Ontario: WDL Publisher, 1995, National Institute of Standards and Technology ISBN 0-921804-95-4 Website, “The Information Infrastructure: Reaching Society’s Goals Report of the 4. (Arthur Anderson 1998) Arthur Anderson Information Infrastructure Task Force Internet Home Page, September 1998, Committee on Applications and Technology,” http://www.ac.com/index.html. http://nii.nist.gov/pubs/sp868/ 5. (Becker & Steele 1995) Becker, Franklin and nii_society.html (September 1998). Steele, Fritz. Workplace by Design: Mapping the 13. (Cooper & Silver 1997) Cooper, Walter and High Performance Workplace. San Francisco, Kenneth Silver, “How Do We Wire the Ever- California: Jossey-Bass Publishers, 1995. Changing Office?” Architectural Record, 6. (Becker & Joroff 1995) Becker, Franklin and February, 1997. Joroff, Michael. Reinventing the Workplace. 14. (DeMarco & Lister 1987) DeMarco, Tom and Cambridge, Massachusetts: Massachusetts Lister, Timothy. Peopleware: Productive Projects Institute of Technology, 1995. and Teams. New York, New York: Dorset House 7. (Becker/ Joroff/ Quinn 1995) Becker, Franklin; Publishing Company, 1987. Joroff, Michael and Quinn, Kristen L. ToolKit: 15. (Drucker 1994) Drucker, Peter F. “Knowledge Reinventing the Workplace. Cornell University Work and Knowledge Society, The Social International Workplace Studies Program, 1995. Transformations of This Century,” Harvard 8. (Bridges 1996) Bridges, William. JobShift: How to University’s John F. Kennedy School of Prosper in a Workplace Without Jobs. Reading, Government, The 1994 Edwin L. Godkin Massachusetts: Addison-Wesley Publishing, 1996. Lecture, May 4, 1994. Website: http:// ksg www.harvard.edu/ksgpress/ksg_new/ 9. (Brill 1984) Brill, Michael. Using Office Design to transcripts/drucklec.htm (October 1998) Increase Productivity. Buffalo, New York: Workplace Design and Productivity, Inc., 1984. 112 | Resources/References

16. (Duffy 1997) Duffy, Francis. The New Office. 24. (Goodsell 1998) Goodsell, Dave. Enhancing London, England: Conran Octopus Office Effectiveness: Productivity, Competitiveness Publishing, 1997. and Workplace Design. Boston, Massachusetts: Corporate Design Foundation, 1998. 17. (Duffy/Laing/Crisp 1993) Duffy, Francis; (GSA 1998c) Laing, Andrew and Crisp, Vic. The Responsible Workplace: The Redesign of Work 25. (Harmon & King 1985) Harmon, Paul and King, and Offices. New York, New York: Butterworth David. Expert Systems: Artificial Intelligence in Architecture Publishing, 1993. Business. New York, New York: Wiley Press, 1985.

18. (Federal Facilities Council 1997) Federal 26. (Heerwagen 1998) Heerwagen, Judith H. Facilities Council, Federal Facilities Beyond the “Design, Productivity and Well Being: What 1990’s: Ensuring Quality in an Era of Limited are the Links?” Battelle/Pacific Northwest Resources, Summary of a Symposium, Technical National Laboratory, Seattle, Washington. Report #133. Washington, DC: National Paper presented at the American Institute Academy Press, 1997. of Architects Conference on Highly Effective Facilities, Cincinnati, Ohio, March 1998. 19. (FacilitiesNet 1998) FacilitiesNet Web Site. http://www.facilitiesnet.com/NS/NS3b8ja.html 27. (HUD 1998) U.S. Department of Housing and (October 1998). Urban Development. Best Practices for Developing an Effective Workplace. Washington, DC: 20. (Fisk & Rosenfeld 1997) Fisk, William J. and September 28, 1998. Rosenfeld H. Estimates of Improved Productively and Health from Better Indoor Environments. 28. (IFMA 1997) International Facility Copenhagen, Denmark: Indoor Air 1997. Management Association (IFMA). Proceedings from World Workplace 1997. Dallas, Texas: 21. (GSA 1998a) General Services Administration, Sponsored by IFMA, 1997. Planet GSA Internet Home Page, http:// insite.gsa.private/planetgsa/(September 1998). 29. (Interiors & Sources 1997) “Cognitive Ergonomics, Your Office and Your Brain,” 22. (GSA 1998b) General Services Administration, Interiors & Sources (IS) Magazine, May, 1997. Emerging Information Technology Policies Division, Office of Information Technology, 30. (Interior Design 1997) “That Thing They Do.” White Paper: Acquisition Sources and Alternatives, Interior Design Magazine, November, 1997. August 1998, Office of Governmentwide Policy, 31. (IOS 1998) GSA Public Buildings Service 1800 F Street, NW, Washington, D.C. 20405 Integrated Occupancy Services (IOS) 23. (GSA 1998c) National Workshop on Workplace Home Page, http://www.gsa.gov/pbs/ Productivity. Proceedings from Workplace services.htm (August 1998). Productivity Workshop 1998. Washington, DC: 32. (Karp 1998) Karp, Gary, “On-sight” Website Sponsored by the U.S. General Services Article, Onsight Technology Education Services Administration, 1998. “How Managers Can Reduce Cumulative Trauma,” September 1998. THE INTEGRATED WORKPLACE APPENDIX B | 113

33. (Loftness et al. 1995a) Loftness, V., Hartkopf, V., 39. (Office of Real Property 1998d) Office of Real Mahdavi, A., Lee, S., Shankavaram, J., Tu, K-J., Property, GSA Office of Governmentwide Aziz, A., Mathew, A., Flexible Grid—Flexible Policy. General Reference Guide for Real Property Density—Flexible Closure Officing: The Intelligent Policy. Washington, DC: U.S. General Services Workplace. Pittsburgh, Pennsylvania: Carnegie Administration, April 1998. Mellon University, 1995. 40. (OPM 1998) U.S. Office of Personnel 34. (Loftness et al. 1995b) Loftness, V., Hartkopf, Management. The Fact Book: Federal Civilian V., Mahdavi, A., Lee, S., Shankavaram, J., Tu, Workforce Statistics. (http://www.opm.gov/ K-J., “The Relationship of Environmental feddata/factbook/index.htm)Washington, DC: Quality in Buildings to Productivity, Energy September 1998. Effectiveness, Comfort, and Health—How 41. (OSHA 1998) Occupational Health and Safety Much Proof do we Need?” Presented at the Administration Homepage, http://www.osha.gov International Facilities Management (September 1998). Association (IFMA) World Workplace Conference, Miami Beach, FL, 1995. 42. (Sensharma/Woods/Goodwin 1997) Sensharma, Nisha Patet; Woods, James E. and 35. (Office of Real Property 1997a) Office of Real Goodwin, Anna K. “Relationships Between the Property, GSA Office of Governmentwide Policy. Indoor Environment and Productivity: A Office Space Use Review: Current Practices and Literature Review.” Paper for the American Emerging Trends. Washington, DC: Society of Heating, Refrigerating and Air- U.S. General Services Administration, Conditioning Engineers, Inc. Atlanta, September 30, 1997. Georgia 1998. 36. (Office of Real Property 1997b) Office of Real 43. (Sims/Joroff/Becker 1996) Sims, William; Property, GSA Office of Governmentwide Joroff, Michael and Becker, Franklin. Managing Policy. Meeting Minutes: GSA Roundtable the Reinvented Workplace. Norcross, Georgia: Discussion on the Integrated Workplace. International Development Research Washington, DC: U.S. General Services Council, 1996. Administration, November 20, 1997. 44. (Steelcase 1997), “Space and Change—Using 37. (Office of Real Property 1998a) Office of Real the Workplace to Promote Organizational Change.” Property, GSA Office of Governmentwide Grand Rapids, Michigan: Steelcase North Policy. Meeting Minutes: Integrated Workplace America, Publisher, 1997. Interagency Roundtable. Washington, DC: U.S. General Services Administration, 45. (Stewart 1997) Stewart, Thomas A. Intellectual March 12, 1998. Capital: The New Wealth of Organizations. New York, New York: Doubleday Publishing, 1997. 38. (Office of Real Property 1998b) Office of Real Property, GSA Office of Governmentwide 46. (Sullivan 1998) Sullivan, Edward. “A Closer Policy. Meeting Minutes: Agency/Industry Look at Elements of a Productive Indoor Workshop. Washington, DC: U.S. General Environment.” FacilitiesNet, http:// Services Administration, May 19, 1998. www.facilities net.com/ (October 1998). 114 | Resources/References

47. (Sutherland 1998) Sutherland, Duncan. 52. (World Workplace 1998) Proceedings from World “Perspectives on Officing.” Seminar given at the Workplace ’98, Chicago, Illinois. The Government Interiors ’98 Conference, International Facility Management Association, Washington DC, July 29, 1998. October 18-20, 1998.

48. (Tepper 1997) Tepper, Sharon. Telework Centers: 53. (Wyon 1996) Wyon, David P. “Indoor Physical and Economic Factors that Contribute to Environmental Effects on Productivity.” their Success. International Development Milwaukee, Wisconsin. Johnson Controls Inc., Research Council, 1997. Controls Group Research, 1996.

49. (Tetlow 1996) Tetlow, Karin. The New Office: 54. (Zelinsky 1998) Zelinsky, Marilyn. New Workplaces Designs for Corporations, People & Technology. for New Workstyles. New York, New York: McGraw- Glen Cove, New York: PBC International, lnc., Hill, 1998. Publisher, 1996.

50. (Waterman 1986) Waterman, Donald A. A Guide to Expert Systems. Reading, Massachusetts. Addison-Wesley Publishing Company, 1986.

51. (World Workplace 1997) Proceedings from World Workplace ’97, Dallas, Texas. The International Facility Management Association, October 5-7, 1997. THE INTEGRATED WORKPLACE APPENDIX C | 115

APPE N DIX C — R E LATE D LEG ISLATION

Below is a list of legislation that involves workplace 7. Federal Property Management Regulations, issues, excerpted from the Office of Real Property Subchapter D, Public Buildings and Space, Part April, 1998, publication entitled General Reference 101-17, Assignment and Utilization of Space (41 Guide for Real Property Policy: CFR Subchapter D, Appendix, Temp. Reg. D-1 Prescribes the procedures for the assignment, 1. Americans with Disabilities Act of 1990 (P.L. 101 utilization, and location of Government-owned 336, 104 Stat. 327) Provides, among other or leased space under the authority of the things, accessibility requirements on employ ment, State and local government services, Administrator of General Services. buildings, and facilities. 8. Federal Property Management Regulations, 2. Energy Policy and Conservation Act (EPACT) (42 Subchapter D, Public Buildings and Space, Part U.S.C. §§6201 et seq.) Requires Federal agencies 101-20, Management of Buildings and Grounds to implement programs that reduce energy (41 CFR Part 101-20) Prescribes the procedures consumption in Federal facilities. for the management, operations, protection, and maintenance of Government-owned and 3 Executive Order 12072—Federal Space Management leased properties under the assignment respon Requires Federal agencies to give first considera sibility of GSA. tion to the Centralized Community Business Area when locating Federal facilities in urban areas. 9. National Historic Preservation Act of 1966, as amended, (16 U.S.C. §§470 et seq.) Requires 4. Executive Order 12411—Government Work Space Federal agencies to manage historic properties Management Reforms Requires the heads of Federal under their jurisdiction or control and to con Executive agencies to establish programs to pro sider the effects of their actions, including duce and maintain an inventory of work space ongoing facility management, on such proper and related furnishings, reduce the amount of ties regardless of ownership. work space used or held to essential minimums, and report to the Administrator of General 10. Occupational Safety and Health Act of 1970 (29 Services any holdings not necessary for the mis U.S.C. §§651-678) Requires GSA to ensure that sion of the agency. space leased and assigned to Federal agencies provides safe, healthful working conditions, 5. Executive Order 12512—Federal Real Property including building features such as lighting, Management Directs GSA to provide Governmentwide policy oversight and guidance guard rails, indoor air quality, fire safety fea for Federal real property management; to estab tures, emergency elevator requirements, etc. lish standards and procedures for Federal agen 11. Public Buildings Act of 1959, as amended (40 cies’ review of their real property holdings; to U.S.C. §§ 601-619) Provides that only the conduct utilization surveys; and to provide leader Administrator of General Services may con ship in the development of property manage struct public buildings, including the repair ment information systems. and alteration of such buildings. Establishes 6. Executive Order 12902—Energy Efficiency and Water requirements for the acquisition, alteration, Conservation at Federal Facilities requires that and construction of public buildings. appropriate consideration be given to building efficiencies in the leasing process. 116 | Integrated Workplace Initiative Participants

APPENDIX D — INTEGRATED WORKPLACE INITIATIVE PARTICIPANTS

American Institute of Architects Citicorp Dr. Todd S. Phillips Mr. Stephen Binder Director, Professional Practice Vice President Center for Advanced Tech Facilities Design Director of Global Planning 1735 New York Avenue, NW 666 5th Avenue Washington, DC 20006-5292 New York, NY 10103 Phone: (202) 626-7366 Fax: (202) 626-7518 Phone: (212) 830-8052 Fax: (212) 555-1212 E Mail: [email protected] E Mail: [email protected] ANADAC Facilities Group Department of the Air Force Ms. Barbara Isaacs Mr. James Enloe 2200 Clarendon Boulevard Architect Suite 900 1260 Air Force Pentagon Arlington, VA 22201 Headquarters, ILEC Phone: (202) 547-2013 Fax: (202) 547-7570 Washington, DC 20330-1260 E Mail: [email protected] Phone: (703) 551-4520 Fax: (703) 604-1986 Carnegie Mellon University Mr. Mikeual Perrit Dr. Volker Hartkopf Architect Director, 8004 Arnold Drive Center for Building Performance and Diagnostics Headquarter, AFCEE/DCD 5000 Forbes Avenue Brooks AFB, TX 78235-5361 Pittsburgh, PA 15213-3890 Phone: (210) 536-3547 Fax: (210) 536-9004 Phone: (412) 268-2350 Fax: (412) 268-6129 Department of Agriculture E Mail: [email protected] Mr. Haren Dhokai Ms. Vivian Loftness Senior Architect Professor and Head Engineering Branch/ Office of Operations Department of Architecture 1400 Independence Avenue, SW 5000 Forbes Avenue Washington, DC 20243 Pittsburgh, PA 15213-3890 Phone: (202) 720-5920 Fax: (202) 720-5019 Phone: (412) 268-2350 Fax: (412) 268-6129 E Mail: [email protected] E Mail: [email protected] Ms. Esther Edwards Citicorp Space Planner Ms. Asmita Bhatia 1400 Independence Avenue, SW Vice President Washington, DC 20250 666 5th Avenue Phone: (202) 720-2804 Fax: (202) 720-5019 New York, NY 10103 E Mail: [email protected] Phone: (212) 830-8055 Fax: (212) 830-8083 E Mail: [email protected] THE INTEGRATED WORKPLACE APPENDIX D | 117

Ms. Ann Hair Mr. Eugene Smith Office of Procurement and Property Management 1401 Constitution Avenue, NW 1400 Independence Avenue, SW Washington, DC 20243 Room 1520-S Phone: (202) 482-1770 Fax: (202) 482-1969 Washington, DC 20250-9340 E Mail: [email protected] Phone: (202) 720-2994 Fax: (202) 720-3747 Department of Defense E Mail: [email protected].@I Mr. Larry S. Barlow Mr. Ira L. Hobbs Director for Administration Deputy Chief Information Officer 3150 Defense Pentagon 1400 Independence Avenue, SW Room 3D1020 Room 414W Washington, DC 20301-3150 Washington, DC 20250 Phone: (703) 697-2525 Fax: (703) 693-7023 Phone: (202) 720-8833 Fax: (202) 720-1031 E Mail: [email protected] E Mail: [email protected] Ms. Marilyn Jajko Ms. Marsha B. Pruitt Supervisory, Space Management Specialist 1400 Independence Avenue, SW Space Policy & Acquisition Division Washington, DC 20250 1155 Defense Pentagon Phone: (202) 720-4335 Fax: (202) 720-3747 Room 3C364 E Mail: [email protected]@I Washington, DC 20301-1155 Phone: (703) 614-4890 Fax: (703) 693-6934 Mr. Charles Swinton E Mail: [email protected] 14th & Independence Avenue, SW Washington, DC 20250 Mr. Billy Speed Phone: (202) 720-4091 Fax: (202) 720-3747 Program Analyst/ Space Manger E Mail: [email protected]@I Civilian Personnel Management Service Ms. Brenda Woodley 1400 Key Boulevard Suite B200 Facilities Utilization Specialist Arlington, VA 22209-5144 1400 Independence Avenue, SW Phone: (703) 696-4540 Fax: (703) 696-5473 Washington, DC 20250 E Mail: [email protected] Phone: (202) 690-0175 Fax: (202) 690-4339 E Mail: [email protected] Department of Energy Mr. Louis A. D’Angelo, III Department of Commerce Director Mr. Stephen A. Brown Engineering & Facilities Management Office of Real Estate and Major Programs Services Group 1401 Constitution Avenue, NW 1000 Independence Ave, SW Room 1040 Suite 1-F039, MA-211 Washington, DC 20230 Washington, DC 20585 Phone: (202) 482-3035 Fax: (202) 482-1969 Phone: (202) 586-6080 Fax: (202) 586-5400 E Mail: [email protected] E Mail: louis.d’[email protected] 118 | Related Legislation

Ms. Marlene P. Snyder Ms. Maureen Williams Team Leader Special Assistant Space Management Team Assistant Secretary for Management & Budget Engineering & Facilities Management 200 Independence Avenue, SW Services Group Washington, DC 20201 1000 Independence Ave, SW Phone: (202) 690-8278 Fax: (202) 690-5405 Suite 1-F039, MA-211 E Mail: [email protected] Washington, DC 20585 Phone: (202) 708-3123 Fax: (202) 708-0299 Phone: (202) 586-3130 Fax: (202) 586-5400 E Mail: [email protected] E Mail: [email protected] Ms. Karen Jackson Department of Health and Human Services Director Mr. Bruce C. Helm Office of Administrative and Management Services Chief, Space Design 451 Seventh Street, SW Office of the Secretary Room 5168 200 Independence Avenue, SW Room 7490 Washington, DC 20410 Washington, DC 20201 Phone: (202) 619-0025 Department of Justice E Mail: [email protected] Ms. Pam Rhame Mr. Jacques Jolie Real Property Management Services 1331 Pennsylvania Avenue, NW Director, Policy Coordination Staff Suite 1060 Office of Human Resources Washington, DC 20530 200 Independence Avenue, SW Phone: (202) 307-1130 Fax: (202) 307-1915 Room 536-E E Mail: [email protected] Washington, DC 20201 Phone: (202) 690-6246 Fax: (202) 690-6758 Department of Labor E Mail: [email protected] Ms. Audrey C. Johnson Mr. Joseph A. Manchester Space Management Specialist 200 Constitution Avenue, NW Director Room N130-I Division of Policy Coordination Washington, DC 20418 Office of Facilities Services Phone: (202) 219-5710 Fax: (202) 219-5138 200 Independence Avenue, SW E Mail: [email protected] Room 729D Washington, DC 20201 Department of State Phone: (202) 619-3584 Fax: (202) 619-2692 E Mail: [email protected] Ms. Frances Hawkins Office of Real Property 2201 C Street, NW Washington, DC 20520 Phone: (202) 647-2810 Fax: (202) 647-4769 THE INTEGRATED WORKPLACE APPENDIX C | 119

Ms. Jewel McKee Ms. Rita Martin Office of Real Property Office of the Secretary 2201 C Street, NW Office of Security and Administrative Management Washington, DC 20520 400 Seventh Street, SW Phone: (202) 647-3457 Fax: (202) 647-4769 Room 7404, (M-43) Washington, DC 20590 Ms. Patricia Pittarelli Phone: (202) 366-9724 Fax: (202) 493-2006 Program Manager E Mail: [email protected] Work and Family Programs 2201 C Street, NW Mr. Robert Turner Washington, DC 20520 Director Phone: (703) 516-1735 Fax: (703) 516-1677 Team Technology Center E Mail: [email protected] 801 Pennsylvania Avenue, NW Suite 100 Mr. Ronald Talak Washington, DC 20004-2615 Space Management Specialist Phone: (202) 376-7129 Fax: (202) 376-7123 Office of Real Property E Mail: [email protected] 2201 C Street, NW A/OPR/RPM, Room 20520 Department of the Treasury Washington, DC 20520 Dr. Garland Green Phone: (202) 647-3457 Fax: (202) 647-4769 Office of Real and Personal Property Management E Mail: [email protected] 1500 Pennsylvania Avenue, NW Washington, DC 20220 Mr. Robert Yamate Phone: (202) 622-0038 Fax: (202) 622-1468 Deputy Executive Director E Mail: [email protected] Bureau of Personnel 2201 C Street, NW Mr. Robert T. Harper Washington, DC 20520 Director Phone: (202) 647-8935 Fax: (202) 647-2559 Office of Real and Personal Property Management Office of Departmental Finance and Management Department of Transportation 1500 Pennsylvania Avenue, NW Ms. Pauline Gingras Treasury Annex Room 6140 Senior Program Analyst Washington, DC 20220 400 Seventh Street, SW Phone: (202) 622-0500 Fax: (202) 622-1468 Washington, DC 20590 E Mail: [email protected] Phone: (202) 366-1776 Fax: (202) 366-7066 E Mail: [email protected] 120 | Integrated Workplace Participants

Ms. Dayna Lee Mr. Hank Aldag Facilities Management Analyst Integrated Workplace Team Administrative Operations Division Office of Governmentwide Policy 1800 G Street, NW Office of Real Property Room 728 1800 F Street, NW Washington, DC 20223 Room 6203 Phone: (202) 435-5902 Fax: (202) 435-5217 Washington, DC 20405 Phone: (202) 208-3993 Fax: (202) 219-0104 Mr. Jerry Thigpen E Mail: [email protected] Facilities Management Branch Chief Administrative Operations Division Ms. Melanie Anderton Office of Administration 26 Federal Plaza 1800 G Street, NW Room 16-100 2PE Room 728 New York, NY 10278 Washington, DC 20223 Phone: (202) 273-4662 Fax: (202) 273-4670 Phone: (202) 435-5316 Fax: (202) 435-5217 E Mail: [email protected] Mr. Michael Atkinson Froggatt Consulting Acting Director of Advanced Concepts Office Ms. Cynthia C. Froggatt 7 & D Streets, SW Principal Room 2114 11 West 95th Street Washington, DC 20407 New York, NY 10025 Phone: (202) 358-3075 Fax: (202) 708-8332 Phone: (212) 749-4989 Fax: (212) 749-4319 E Mail: [email protected] E Mail: [email protected] Ms. Lois Bennett General Services Administration National Capital Region - Realty Services Ms. Anne Aden Potomac Service Delivery Team - WPG Public Buildings Service 7 & D Streets, SW 1800 F Street, NW Room 7919 Room 7600 Washington, DC 20407 Washington, DC 20405 Phone: (202) 401-1666 Fax: (202) 401-1701 Phone: (202) 501-0023 Fax: (202) 219-2310 E Mail: [email protected] E Mail: [email protected] THE INTEGRATED WORKPLACE APPENDIX C | 121

Mr. David L. Bibb Mr. Bill Cooley Deputy Associate Administrator Office of Information Technology Office of Governmentwide Policy Professional Development Division Office of Real Property 1800 F Street, NW 1800 F Street, NW Washington, DC 20405 Room 6223 Phone: (202) 501-0834 Fax: (202) 273-3573 Washington, DC 20405 E Mail: [email protected] Phone: (202) 501-0856 Fax: (202) 219-0104 Mr. Tom Cowley

E Mail: [email protected] Director Personnel Policy and Planning Division Ms. Susan Brummel Turnbull 1800 F Street, NW Center for Information Technology Room 1140 Accommodation Washington, DC 20405 1800 F Street, NW Phone: (202) 501-4709 Fax: (202) 501-0685

Room 1230 E Mail: [email protected] Washington, DC 20405 Mr. Les Davison Phone: (202) 501-6214 Fax: (202) 501-6269 Office of Governmentwide Policy E Mail: [email protected] Federal Acquisition Policy Division 1800 F Street, NW Ms. Patrice Coleman Room 4027 26 Federal Plaza Washington, DC 20405 Room 18-110 Phone: (202) 501-4768 New York, NY 10278 E Mail: [email protected] Phone: (212) 264-5583 E Mail: [email protected] Mr. Keith D. Donohue Senior Advisor Ms. Deborah Connors Office of Child Care

Integrated Workplace Team 1800 F Street, NW

Office of Governmentwide Policy Room 6119

Office of Real Property Washington, DC 20405

1800 F Street, NW Phone: (202) 501-1054 Fax: (202) 208-5430

Room 6207 E Mail: [email protected] Washington, DC 20405 Phone: (202) 501-1065 Fax: (202) 219-0104 Mr. Peter Ford E Mail: [email protected] Office of Business Performance 1800 F Street, NW Room 4308 Washington, DC 20405 Phone: (202) 501-0514 Fax: (202) 501-3296 E Mail: [email protected] 122 | Integrated Workplace Participants

Mr. Tom Grooms Mr. Stanley C. Langfeld Program Manager, Director Federal Design Improvement Program Real Property Policy Division 1800 F Street, NW Office of Governmentwide Policy Room 3341 Office of Real Property Washington, DC 20405 1800 F Street, NW Phone: (202) 501-4941 Fax: (202) 501-3393 Room 6210 E Mail: [email protected] Washington, DC 20405 Phone: (202) 501-1737 Fax: (202) 219-0104 Mr. Jonathan Herz E Mail: [email protected] Integrated Workplace Team Office of Governmentwide Policy Ms. Marjorie Lomax Office of Real Property Director 1800 F Street, NW Evaluation and Innovation Workplaces Division Room 6207 Office of Governmentwide Policy Washington, DC 20405 Office of Real Property Phone: (202) 501-3476 Fax: (202) 219-0104 1800 F Street, NW E Mail: [email protected] Room 6217 Washington, DC 20405 Dr. Wendell Joice Phone: (202) 501-0379 Fax: (202) 219-0104 Integrated Workplace Team E Mail: [email protected] Office of Governmentwide Policy Ms. Gail T. Lovelace Evaluation and Innovative Workplaces Director 1800 F Street, NW Office of Human Resources Room 7007 1800 F Street, NW Washington, DC 20405 Room 6242 Phone: (202) 273-4664 Fax: (202) 273-4670 Washington, DC 20405 E Mail: [email protected] Phone: (202) 501-0398 Fax: (202) 219-0982 E Mail: [email protected] Mr. Gary Jordon Integrated Workplace Team Mr. William Michael Office of Governmentwide Policy Office of Governmentwide Policy Office of Real Property Worklife Enterprises 1800 F Street, NW 1800 F Street, NW Room 6201 Room 7007 Washington, DC 20405 Washington, DC 20405 Phone: (202) 501-1219 Fax: (202) 219-0104 Phone: (202) 273-4663 Fax: (202) 273-4670 E Mail: [email protected] E Mail: [email protected] THE INTEGRATED WORKPLACE APPENDIX C | 123

Ms. Sonia K. Mills Mr. Robert Schoenfelder Program Specialist Lead Personnel Management Specialist Business Performance 1800 F Street, NW 1800 F Street, NW Room 1140 Room 4330 Washington, DC 20405 Washington, DC 20405 Phone: (202) 501-0128 Fax: (202) 501-0685 Phone: (202) 501-0304 Fax: (202) 501-3257 E Mail: [email protected] E Mail: [email protected] Ms. Jill K. Shafer, RA, NCARB Mr. Rob Obenreder Integrated Workplace Team Integrated Workplace Team Leader 100 Penn Square East Office of Governmentwide Policy Wanamaker Building Office of Real Property 7th Floor 1800 F Street, NW Philadelphia, PA 19107 Room 6207 Phone: (678) 776-5824 Fax: (404) 331-7063 Washington, DC 20405 E Mail: [email protected] Phone: (202) 208-1824 Fax: (202) 219-0104 E Mail: [email protected] Ms. Joanne Shore Integrated Workplace Team Mr. Paul Onstad Office of Governmentwide Policy Office of Business Performance Evaluation and Innovative Workplaces Public Buildings Service 1800 F Street, NW 1800 F Street, NW Room 7007 Room 4321 Washington, DC 20405 Washington, DC 20405 Phone: (202) 273-4668 Fax: (202) 273-4570 Phone: (202) 501-0512 Fax: (202) 208-5912 E Mail: [email protected] E Mail: [email protected] Ms. Ida Ustad Ms. Sally J. Perry Deputy Associate Administrator Local Area Network and User Support Office of Acquisition Policy 1800 F Street, NW 1800 F Street, NW Room 1211 Room 4040 Washington, DC 20405 Washington, DC 20405 Phone: (202) 501-2871 Fax: (202) 219-3977 Phone: (202) 501-1043 Fax: (202) 501-1986 E Mail: [email protected] E Mail: [email protected] 124 | Integrated Workplace Participants

Ms Gloria Ward-Ravenell Mr. Richard Logan Office of Information Technology 2020 K Street, NW Professional Development Division Suite 200 1800 F Street, NW Washington, DC 20006 Room 3224 Phone: (202) 721-5200 Fax: (202) 872-8587 Washington, DC 20405 E Mail: [email protected] Phone: (202) 208-1047 Fax: (202) 273-3573 E Mail: [email protected] Ms. Janet A. Pogue Managing Principal/ Vice President Mr. Glenn Woodley 1625 Broadway Office of Governmentwide Policy Suite 400 Worklife Enterprises Denver, CO 80202 1800 F Street, NW Phone: (303) 595-8585 Fax: (303) 825-6823 Room 7007 E Mail: [email protected] Washington, DC 20405 Ms. Lisa Moreno-Wilkins Phone: (202) 273-4667 Fax: (202) 273-4670 2020 K Street, NW E Mail: [email protected] Suite 200 Washington, DC 20006 Mr. Ray Wynter Phone: (202) 721-5320 Fax: (202) 872-8587 Integrated Workplace Team E Mail: [email protected] Office of Governmentwide Policy Office of Real Property Greenwell Goetz Architects 1800 F Street, NW Mr. Lewis J. Goetz Room 6201 Principal and CEO Washington, DC 20405 2000 L Street, NW Phone: (202) 501-3802 Fax: (202) 219-0104 Suite 410 E Mail: [email protected] Washington, DC 20036

Gensler Associates Phone: (202) 682-0700 Fax: (202) 682-0738 E Mail: [email protected] Ms. Maureen Amorosi Cook Associate Gruzen Samton, Architects 2020 K Street, NW Ms. Sue Bowers Suite 200 Senior Interior Designer Washington, DC 20006 Planners and Interior Designers Phone: (202) 721-5200 Fax: (202) 872-8587 1505 Prince Street E Mail: [email protected] Suite 200 Alexandria, VA 22314 Phone: (703) 836-9600 Fax: (703) 836-2484 E Mail: [email protected] THE INTEGRATED WORKPLACE APPENDIX C | 125

Haworth Incorporated Johnson Controls Incorporated Mr. Phillip B. Todd Mr. Mark F. Wagner Business Manager for Government Sales Manager, Federal Government Relations One Haworth Center Controls Group Holland, MI 49423-9576 400 North Capitol Street, NW Phone: (616) 393-1069 Fax: (616) 393-1934 Suite 585 E Mail: [email protected] Washington, DC 20001 Phone: (202) 393-3224 Fax: (202) 393-7718 Haworth Incorporated—Washington E Mail: [email protected] Mr. Bill Fonvielle GSA Senior Account Manager Mr. Jim Yi 1331 F Street, NW Director Suite 900 Controls Group Research Washington, DC 20004 507 East Michigan Street Phone: (202) 628-5205 Fax: (202) 628-5235 Room 36 E Mail: [email protected] Milwaukee, WI 53202 Herman Miller Incorporated Phone: (414) 274-4678 Fax: (414) 274-5810 Mr. Eugene Benassi National Academy of Sciences Regional Government Account Manager Mr. Richard G. Little, AICP 1225 New York Avenue, NW Director Suite 200 Board on Infrastructure and the Constructed Washington, DC 20005 Environment Phone: (202) 414-6561 Fax: (202) 289-0923 National Research Council E Mail: [email protected] 2101 Constitution Avenue, NW HOK Washington, DC 20418 Ms. Susan English Phone: (202) 334-3371 Fax: (202) 334-3370 E Mail: [email protected] 1655 26th Street Suite 200 National Aeronautics Santa Monica, CA 90404 and Space Administration Phone: (310) 453-0100 Fax: (310) 453-2052 Mr. James D. Radosevich E Mail: [email protected] Computer Specialist Internal Revenue Service 300 E Street, SW Ms. Jennifer Patterson Mail Code AO Washington, DC 20546 Integrated Workplace Product Manager Phone: (202) 358-1376 Fax: (202) 358-3063 400 Seventh Street, SW E Mail: [email protected] Washington, DC 20590 Phone: (202) 535-4552 Fax: (202) 535-5495 126 | Integrated Workplace Participants

Office of Personnel Management Steelcase North America Mr. Charles H. Reynolds Mr. Greg Engelsma 1900 E Street, NW Manager, Federal Contracts Room 1330 901 44th Street, SE Washington, DC 20415 Grand Rapids, MI 49408 Phone: (202) 606-1856 Fax: (202) 606-1508 Phone: (616) 248-7267 Fax: (616) 246-4918 E Mail: [email protected] E Mail: [email protected]

Mr. Tom E. Thompson, Jr. Mr. Sam Massie Team Leader, Space Management Branch Manager, Federal Government Sales 1900 E Street, NW 901 44th Street, SE Room 1330 Grand Rapids, MI 49508 Washington, DC 20415-7720 Phone: (616) 475-2377 Fax: (616) 246-4918 Phone: (202) 606-1616 Fax: (202) 606-1508 E Mail: [email protected] E Mail: [email protected] U.S. Secret Service Platinum Technology Ms. Tammi E. Strozier Mr. Don Soulsby Facilities Management Analyst Managing Architect AOD-FMB Information Management Consulting 1800 G Street, NW 8045 Leesburg Pike Room 728 Fairfax Square, Tower III Suite 300 Washington, DC 20223 Vienna, VA 22182 Phone: (202) 435-6250 Fax: (202) 435-5217 Phone: (703) 848-3400 Fax: (703) 848-3117 Workplace Change Enablers Ltd. E Mail: [email protected] Dr. Leonard B. Kruk, CSP Social Security Administration President Ms. Michele Davis 2300 Chesnut Street Management Analyst Philadelphia, PA 19103 Office of Field Facilities Management Phone: (215) 557-6802 Fax: (215) 569-1024 6401 Security Boulevard E Mail: [email protected] Altmeyer Building Room 836 Baltimore, MD 21235 Phone: (410) 965-5040 Fax: (410) 966-3338 E Mail: [email protected] APPENDIX E THE INTEGRATED WORKPLACE PUBLICATION SURVEY

The Integrated Workplace: A Comprehensive Approach to Developing Workspace

AP P END I X E — OFFICE OF R EAL PROPE RT Y PU B LIC AT ION SU RV E Y

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Please tear this survey page out and fax it to us at (202) 208-7240; or fold it, tape closed, and mail it back to us. Thank you for your participation. The individuals that work in an organization, the work processes they use to fulfill its mission, and the People working environment that defines that organization.

T H E INTE GRATED workplace

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The infrastructure that comfortably and safely houses and supports the occupants, their work practices and technologies.

All the tools that support and enable the indiduals to communicate and process information needed Technology for their work.

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